Developing Role-Based Change Competencies In an ECM Framework

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1 P e o p l e. C h a n g e. R e s u l t s. Developing Role-Based Change Competency in an ECM Framework Prosci Webinar Developing Role-Based Change Competencies In an ECM Framework Copyright 2017 Prosci. All rights reserved. 1

2 Quick reminder on why: Enterprise Change Management Capability: is an essential enabler of agility reduces saturation and its costs supports strategy execution creates competitive advantage multiplies the benefits of CM Prosci. All Rights Reserved. 3 Organizations with higher change management maturity have higher project success rates. success rate by maturity level: Level 5 Level 4 Level 3 Level 2 Level 1 65% 61% 52% 45% 37% Source: Prosci Best Practices in Change Management, 2016 edition Prosci. All Rights Reserved. 4 Copyright 2017 Prosci. All rights reserved. 2

3 Developing Role-Based Change Competencies In an ECM Framework How are we going to get there Where you want to get Where you are today Building Change Management Capability is a Journey Prosci. All Rights Reserved. 6 Copyright 2017 Prosci. All rights reserved. 3

4 Build Individual Competencies ECM Integrate into Changes, s and Programs Initiate Plan Design Develop Deploy Sustain Execs & Senior Leaders Middle Managers & Supervisors Front-Line Associates General Lifecycle Individual Change Journey Milestones Organizational Change Mgmt Activities Prosci ADKAR Model Prosci 3-Phase Process Kick off Go Live Initiate Plan Design Develop Deploy Phase 1: Preparing for Change Major events A D K A R Phase 2: Managing Change Phase 3: Reinforcing Change Strategy Plans Measures Prosci. All Rights Reserved. 7 Enterprise Deployment Executive Sponsor Steering Committee Core Team Deployment Leader Change Champions CM Trainers Applications Applications Applications Applications Change Sponsors Change Change Sponsors Sponsors Change Practitioner Change Change Practitioner Senior Practitioner CM CM Leaders Trainers Trainers Change CM Practitioner Trainers Managers Managers Managers/Teams Managers Teams People Teams People People Managers Managers Managers Front People Managers Individual Individual Line Employees Contributors Contributors Individual Contributors Prosci. All Rights Reserved. 8 Copyright 2017 Prosci. All rights reserved. 4

5 Prosci ECM Strategy Map Leadership Leadership e.g. Sponsor, Steering committee, Change mgmt reviews e.g. Pilots, Tiers, Departments, Regions, Triggers Process Structure Skill Skill e.g. Who needs to know what? Training, Coaching, Tools Structure e.g. Organizational footprint, CMO, networks, job roles Process e.g. launch, Performance management, Improvement Prosci. All Rights Reserved. 9 Prosci Change Management Maturity Model Level 5 Level Year 3 goal (May 2020) Year 1 goal (May 2018) Current (May 2017) Level Level 2 Level Leadership Application Competencies Standardization Socialization Prosci. All Rights Reserved. 10 Copyright 2017 Prosci. All rights reserved. 5

6 Takeaways: 1. Building role-based individual change competencies is an essential aspect of growing an enterprise change capability 2. But it s not the only thing (need for a holistic approach) 3. Building enterprise change capability is a journey and must be managed as a project and a change Prosci. All Rights Reserved. 11 Developing Role-Based Change Competencies In an ECM Framework Copyright 2017 Prosci. All rights reserved. 6

7 Key Change Enabling Roles Senior Leaders Responsibilities During Change Effectively sponsor change (ABCs) Change Practitioners Apply structure and empower others Teams Design and develop for adoption and usage People Managers Effectively support direct reports in change (CLARC) Front Line Employees Engage, adopt and use change (lean forward) Prosci. All Rights Reserved. 13 Senior Leaders In all 9 of Prosci s studies, active and visible executive sponsorship was the #1 contributor to success Sponsorship correlates with projects success Percent of projects that met or exceeded objectives based on sponsor effectiveness 29% 42% 54% 72% Very ineffective sponsors Ineffective sponsors Moderately effective sponsors Extremely effective sponsors Source: Prosci Best Practices in Change Management, 2016 edition Prosci. All Rights Reserved. 14 Copyright 2017 Prosci. All rights reserved. 7

8 Senior Leaders It s not just signing checks and charters Actively and visibly participate throughout the project Build a coalition of sponsorship with peers and managers Communicate directly with employees Source: Prosci Best Practices in Change Management, 2016 edition Prosci. All Rights Reserved % Senior Leaders less than adequate understanding of their sponsor role Active and visible participation Extremely Ineffective None Slight Some understanding understanding Ineffective Somewhat Effective Adequate Complete understanding understanding 6% 19% 33% 30% 12% 0% 20% 40% 60% 80% 100% Effective Extremely Effective 5% 15% 33% 32% 16% 0% 20% 40% 60% 80% 100% Build a coalition of support Communicate directly with employees 9% 22% 33% 24% 12% 0% 20% 40% 60% 80% 100% 6% 20% 31% 29% 14% 0% 20% 40% 60% 80% 100% Source: Prosci Best Practices in Change Management, 2016 edition Prosci. All Rights Reserved. 16 Copyright 2017 Prosci. All rights reserved. 8

9 1 2 3 Senior Leaders Position yourself for sponsorship success Position your projects for strategic success Position your organizations for change success LEARNING OBJECTIVES Understand how effective CM improves organizational results Clarify the role of senior leaders as sponsors in times of change Evaluate their current change portfolio to identify project and people-side risk Assess their own level of competency in sponsoring and leading changes Learn how to position themselves and their projects for strategic success Learn immediately applicable tactics for becoming more active and visible Explore best practices research on the connection between sponsorship, the people side of change and results Understand how to ensure adequate resourcing for change management at the initiative and project level Gain an appreciation for their role as a sponsor from a senior Prosci facilitator with executive experience to reinforce learning in a peer-to-peer context Prosci. All Rights Reserved. 17 Change Practitioners 74% Study participants were certified in change management 86% Recommend that others be certified (only 2% said no ) Value of certification: 1. Gain a structured approach 2. Build skills and credentials 3. Acquire common and universal tools 4. Increase likelihood of achieving desired outcomes Source: Prosci Best Practices in Change Management, 2016 edition Prosci. All Rights Reserved. 18 Copyright 2017 Prosci. All rights reserved. 9

10 Day Day 2 Change Practitioners * Presentations Day 3 AM Why CM ROI of CM ADKAR 7 change concepts Preparing: Assessing change readiness Preparing: Building team structure Preparing: Sponsor assessment Managing: Communications Managing: Sponsorship Managing: Coaching, Training and Resistance Management Reinforcing: Overview Exam Graduation LEARNING OBJECTIVES Understand how effective CM improves organizational results Learn to apply a research-based change management methodology and toolset Understand the fundamentals of change and change management Articulate the value of change management to your peers and leaders Learn how to apply the Prosci ADKAR Model to facilitate individual change Apply the Prosci 3-Phase Process to a real project, enabling you to: Assess readiness Identify impacted groups Build a holistic strategy for influencing individual transitions Walk away with a change management plan and an executive presentation on the business case for change management Gain certification in the Prosci CM methodology and access to the Prosci CM methodology and tools Prosci. All Rights Reserved. 19 Teams Management Design, Develop and Deliver Solution Effectively People Processes Tools Change Management Solution is Embraced, Adopted and Used Proficiently Prosci. All Rights Reserved. 20 Copyright 2017 Prosci. All rights reserved. 10

11 Teams Intent Objectives Scope Work Streams Milestones LEARNING OBJECTIVES Connect employee adoption to their own project s results and outcomes and identify impacted employee groups Understand how change management drives better adoption and usage Create a common framework for engaging with change management practitioners Map change management work to their project s life cycle using the Prosci Change Management Blueprint Learn to identify when their project needs change management Defining change management within the context of a project Deliverables Timelines Prosci. All Rights Reserved. 21 People Managers Each of the CLARC Roles Drives Individual Change Through ADKAR Communicator Liaison A D K A R Answer why, why now, what if, my impact Results and feedback Advocate Demonstrate commitment Resistance Manager Identify and address root causes Celebrate and sustain Coach Support know how Support execution Prosci. All Rights Reserved. 22 Copyright 2017 Prosci. All rights reserved. 11

12 People Managers Are people managers adequately prepared for their role in change? 18% Strongly disagree 18% Disagree Largest gap (skill, competency or tool) 1. Communication skills 2. Lack of CM training 3. Time management and saturation 4. Understanding the role of a manager during change 5. Buy-in for change Source: Prosci Best Practices in Change Management, 2016 edition Prosci. All Rights Reserved. 23 People Managers Preparing Yourself For Change Understanding changes underway and your role Adapting to change that is happening to you Developing competencies for managing change Leading Employees Through Change Introducing change to your employees Managing employees through transition Reinforcing and celebrating successes LEARNING OBJECTIVES Gain an appreciation for the impact of CM on organizational results Understand foundational aspects of change management and the critical role managers play in the change process Learn a practical framework for processing the many changes that impact them Understand how to apply the Prosci ADKAR Model to facilitate individual change and identify reasons for employee resistance Assess a current change impacting their team and practice using tools available to them in the Change Management Guide for Managers toolkit Create action plans to move employees past barrier points and to the desired future state Prosci. All Rights Reserved. 24 Copyright 2017 Prosci. All rights reserved. 12

13 Front Line Employees Step 1 Understand the Change Process Step 2 Take Control of Change LEARNING OBJECTIVES Evaluate a current change in their jobs to understand and internalize learning Learn how to use the Prosci ADKAR Model to identify their points of resistance Create proactive strategies for overcoming their own resistance Become confident and empowered in the change process rather than victimized by it Discover how to communicate about a change in a way that is productive and proactive Step 3 Engage Now Prosci. All Rights Reserved. 25 Prosci s Holistic Suite Sponsor Briefing (1/2 day) Key Change Enabling Roles Senior Leadership Role-Based Training Coaching Support Practitioner Program (3 day) Results Program (1/2 day) Program for Managers (1 day) Change Practitioners Teams People Managers Employee Orientation (1 day) Front Line Employees Prosci. All Rights Reserved. 26 Copyright 2017 Prosci. All rights reserved. 13

14 Practitioner Program (3 day) Change Practitioners What s after the 3-day? Two additional career development opportunities for Change Practitioners The Accelerator Customized coaching to drive success Advanced Tracks Professional development for career change agents Prosci. All Rights Reserved. 27 Change Practitioners Next Steps The Accelerator accelerator@prosci.com How do I help individuals move through their ADKAR barriers? How do I mobilize my leaders to be better sponsors of change? How do I customize my CM plans to meet my needs? When should I customize my change management plans? Who can I engage for more advice? Where can I find support from an experienced change advisor? WHAT S INCLUDED 12 months of unlimited on-demand support Structured discovery and alignment sessions Customized support plan Access to tailored thought leadership articles Individual needs assessment with regular feedback Access to knowledge and tools Prosci. All Rights Reserved. 28 Copyright 2017 Prosci. All rights reserved. 14

15 Change Practitioners Next Steps Advanced Certification Tracks Step 1 PROSCI 3-DAY CERTIFICATION Advanced Change Practitioner I want to be a guru of change management and deliver on complex change Advanced Deployment Leader I want to deploy change management across my organization to build a core capability advancedtracks@prosci.com Advanced Instructor I want to increase competencies by teaching industry-leading role-based training programs Prosci. All Rights Reserved. 29 Takeaways: 1. The research informs us about how each role uniquely contributes to adoption, usage and change results and outcomes 2. Enterprise change capability requires competencies in both the change roles (change practitioners, project teams) and the business roles (senior leaders, people managers, front line employees) Prosci. All Rights Reserved. 30 Copyright 2017 Prosci. All rights reserved. 15

16 Developing Role-Based Change Competencies In an ECM Framework A look at the research Copyright 2017 Prosci. All rights reserved. 16

17 Percent who received change management training Senior Leaders 31% Change Practitioners 72% Teams 44% People Managers 37% Front Line Employees 15% Source: Prosci Best Practices in Change Management, 2016 edition Prosci. All Rights Reserved. 33 Types of training Formal classroom training Informal information sharing or coaching Self-paced training materials Web-based/ CBT/ elearning Prosci. All Rights Reserved. 34 Copyright 2017 Prosci. All rights reserved. 17

18 Types of training Formal Classroom Training Informal info sharing or coaching Self-paced training materials Web-based/CBT/ elearning Other Senior Leaders 46% 66% Change Practitioners 69% 60% Teams 49% 71% People Managers 61% 61% 10% 3% 8% 21% 15% 4% 12% 8% 6% 14% 11% 6% Front Line Employees 65% 52% 25% 24% 9% Source: Prosci Best Practices in Change Management, 2016 edition Prosci. All Rights Reserved. 35 Length of training Actual days of training delivered Recommended days How much more is needed? Senior Leaders Change Practitioners Teams People Managers % +36% +43% +45% Front Line Employees % Source: Prosci Best Practices in Change Management, 2016 edition Prosci. All Rights Reserved. 36 Copyright 2017 Prosci. All rights reserved. 18

19 Research: Do differently next time 1 Increase training for additional groups (org roles) 2 Deliver training differently (interactive, adult learning, technology, elearning) 3 Tailor content to individuals (around a change) 4 Plan for earlier training Source: Prosci Best Practices in Change Management, 2016 edition Prosci. All Rights Reserved. 37 Adult Learning Principles of Adult Learning Adult learners are: autonomous and self-directed goal oriented relevancy oriented practical and expect respect Adult Learning Theory Adult learners need: realistic goals and objectives that and important to them direct/concrete experiences to receive feedback to participate in small group activities Adults have accumulated a foundation of life experiences Adult learning has ego involved Prosci. All Rights Reserved. 38 Copyright 2017 Prosci. All rights reserved. 19

20 Building competency as a change (ADKAR) ADKAR for the change of change management Awareness of the need for change management Desire to participate and support change the change management Knowledge on how to change apply change management Ability to implement apply change required management skills and behaviors Reinforcement to sustain the change change management Prosci. All Rights Reserved. 39 Building competency as a change (ADKAR) A D K A R Why do I need to build my change competency? Why do I need to build my competency now? What happens if I don t build my change competency? What are my personal motivators for building change competency? What are the organizational motivators for building change competency? What s in it for me (WIIFM) to build my change competency? What do I need to know while building change competency? What do I need to know to leverage my change competency? How will I build my change competency knowledge? How large is my Knowledge-Ability gap for my change competency? Are there any barriers inhibiting my change competency? Will I be able to practice and where can I get coaching? What mechanisms are in place for me to keep up my new competency? How will I measure my change competency? What will I do to sustain my change competency? Prosci. All Rights Reserved. 40 Copyright 2017 Prosci. All rights reserved. 20

21 Three deployment approaches: Waved training deployment Nested in change initiatives Attached to existing programs Prosci. All Rights Reserved. 41 Waved training deployment Key Change Enabling Roles Training Deployment Waves Wave 1 Wave 2 Wave 3 Senior Leadership Change Practitioners Teams Middle Managers Front Line Employees Prosci. All Rights Reserved. 42 Copyright 2017 Prosci. All rights reserved. 21

22 Nested in change initiatives 1 Nested Change Management Training Prosci. All Rights Reserved. 43 Attached to existing programs aim at building change leadership competencies Leading change in new leadership blueprint competency model New leadership framework with leading change as 1 of 12 competencies Change identified as critical competency across 3 leadership levels in new model Change management for managers embedded into existing yearly leadership program Prosci. All Rights Reserved. 44 Copyright 2017 Prosci. All rights reserved. 22

23 Three deployment approaches: Waved training deployment Advantages: Nested in change initiatives Advantages: Attached to existing programs Advantages: Challenges: Challenges: Challenges: Prosci. All Rights Reserved. 45 Bringing Prosci training in house with TTT delivery CM Practitioner Program CM Program for Managers CM Sponsor Briefing CM Employee Orientation CM Workshop for PMs Fundamentals of CM Participants will: Learn the purpose, objectives, intended audience and structure of five role-based programs Review key learning modules and facilitation recommendations Practice facilitating select learning modules in front of the class and instructors Receive feedback and recommendations for improving delivery Craft a training delivery strategy to guide your implementation of CM training following the program Prosci. All Rights Reserved. 46 Copyright 2017 Prosci. All rights reserved. 23

24 What Prosci TTT attendees have to say: I do not say this lightly: Prosci has changed my LIFE! I feel more empowered now than the last 15 years of my career. Thank you. Your culture resonates through everything. Jeanette Paiz, HPE Business Operations Manager Wonderful! I really feel this course bought me to a whole new level. Not only do I feel that my command of the content is significantly greater as a result of this course, but my confidence in facilitating increased greatly as well. Rita Barger, Constellation Brands Manager, Change Management I got tremendous value from the Train-the-Trainer Program. I came in thinking it would be months before I would be comfortable teaching the 3-day class, but I came out with total confidence that I can do it as soon as I need to. The instructors helped me realize that I have a lot of change management experience, just not with a methodology. Now I ve got both. Jim Stuart, Eastman Manager, Corporate Lean Six Sigma Prosci. All Rights Reserved. 47 Takeaways: 1. What the research says on CM training 2. Adult learning principles and theory matter 3. Building competency is a change (ADKAR) 4. There are multiple approaches to building individual change competencies throughout the enterprise (waved, nested, attached) Prosci. All Rights Reserved. 48 Copyright 2017 Prosci. All rights reserved. 24

25 Summary and Conclusion Developing 1. What the research says on CM training 2. Adult learning principles and theory matter 3. Building competency is a change (ADKAR) 4. There are multiple approaches to building individual change competencies throughout the enterprise (waved, nested, attached) Role-Based Change Competencies 1. Each role uniquely contributes to adoption, usage and change results and outcomes 2. The research informs each of the roles 3. We need competencies in both the change roles (change practitioners, project teams) and the business roles (senior leaders, people managers, front line employees) In an ECM Framework 1. Building an enterprise change capability is critical to future success 2. Individual competency building is an essential aspect 3. But it is not the only aspect in a holistic approach 4. Building change capability is a journey Prosci. All Rights Reserved. 49 Create a custom training solution with Prosci Options for individuals and organizations Licensing Content and tools Customize Integrate Standardize Scale Advanced Certified Instructor Advanced certification Personal/professional development Deliver exceptional experiences Scale training deployment Train-the-Trainer Small class sizes = maximum attention Learn the structure, approach, intent Practice facilitation and deliver Offered monthly at Prosci HQ and onsite Onsite Role-Based Training Industry-leading, role-based programs Delivered by Prosci Master Instructors Equip the organization with a common language Contact a solution architect: solutions@prosci.com Prosci. All Rights Reserved. 50 Copyright 2017 Prosci. All rights reserved. 25

26 Create a custom deployment solution with Prosci Options for individuals and organizations Licensing Content and tools Customize Integrate Standardize Scale Advisory Services Strategic Alignment Workshop /Initiative Support Community of Practice Support Change Portfolio Development Advanced Deployment Leader Advanced certification Personal/professional development Capability architects Innovators/early adopters ECM Bootcamp 1-day workshop Jumpstart your capability strategy May 11, 2017; Sept 14, 2017; Nov 16, 2017 Onsite available: solutions@prosci.com Prosci. All Rights Reserved. 51 Prosci Solution Delivering organizational results by catalyzing individual transitions solutions@prosci.com Build individual change competencies Apply change management on initiatives Embed organizational change capability changemanagement@prosci.com Copyright 2017 Prosci. All rights reserved. 26