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Everyone is part of change and will benefit from managing it better. The information below is most useful for:
Change management requires each of the following groups to fulfill their specific role. A change manager can identify the need for change, facilitate change assessments, create a change management strategy and develop change management plans, but they are not the only ones involved in managing change. Groups involved in managing change include:
|Group/Person||Why is this group/person important?||What is this person/group's role?|
Heads of Agencies
Active and visible sponsorship is identified as the top contributor to overall project success in a number of benchmarking studies.
Senior leaders are one of two preferred senders of messages about change.
Participate actively and visibly throughout the change/project.
Build the needed sense of common purpose with peers and other managers.
Communicate the business messages about the change effectively with employees, including not only what is changing but why it is changing.
A change manager can identify the need for change, facilitate change assessments, create a change management strategy and develop change management plans, but they are not the only ones involved in managing change.
The Change Manager and his/her team are the key people who enable the key players (executives, managers, supervisors, employees) to play their roles in managing change.
Assess the organisation's change readiness.
Develop a change management strategy.
Identify and prepare the change management resources.
Assess and prepare executive sponsors.
Create and manage the change management plans.
Audit compliance and design methods to reinforce the change in the organisation including activities to celebrate success.
Transition the change management activities to day-to-day business manager.
The project team designs and develops the 'change' - they are the ones who introduce new processes, systems, tools, job roles and responsibilities.
This group provides much of the specific information about the change to the other groups below and again sometimes the project team and change team are one and the same, but each role requires them to take a different focus.
Provide timely, accurate and succinct information about the change (or project).
Integrate change management activities into project management plans and activities.
Managers & Supervisors
Managers and supervisors are the other preferred sender of messages about change.
This group has a unique and well-developed relationship with the employees being impacted by the change.
Communicate the personal messages about the change with their direct reports.
Conduct group and individual coaching sessions.
Identify, analyze and manage any resistance, concerns or issues.Provide feedback to the rest of the groups involved in change management.
|Human Resource Managers|
Your Human Resources Manager should be your first point of contact to discuss any changes that may impact on employees.
A Human Resource Manager can provide advice, support and assistance on key aspects of change including project management; change management and people management.
Provide timley, acurate and succinct information about the change or project.
Provide up-to-date employee assistance information and strategies for managers to help build resilience.
Provide strategic advice, assistance and support regarding the change management strategy and approach undertaken.
Employees will make changes to how they do their day-to-day work.
Their acceptance and use of the solution determines the success of the change/project and the ongoing benefit derived from the change.
Their speed of adoption, ultimate utilization rate and proficiency define the value of the change.
Seek out information related to the business reasons for change and the personal impact of the change.
Provide feedback and reaction to the change and the change management efforts in a constructive manner.
Take control of their personal transition (using an individual change management model eg ADKAR - see Change Management resources).
Managing change is a function of two factors: readiness and capability. Readiness is about whether there is adequate motivation and incentive for and benefit in the changes and capability is about whether there are enough supports, enablers, and skills to enact them. (No. 1 - 4 is about readiness; No. 5 - 9 is about capability).
Reference: Cohen Allan R, 1995, The Portable MBA in Management, John Wiley & Sons, Inc.
The Change Management Institute identifies 13 knowledge areas that change managers need to understand (Change Management Institute, 2013, p. 16); these are listed below:
Reference: Change Management Institute, 2013, p.16, The effective change manager - The Change Management Body of Knowledge, First Edition (PDF, 211KB)
A number of models and checklists are provided throughout this toolkit and have been selected from an extensive literature on the subject of change management to illustrate some of the basic approaches and elements that need to be dealt with in the development of any change management strategy - regardless of whether it is large-scale or small. The only differences are in the scale of the activities and the timeframe over which the activities are undertaken.
|No.||Description of change process|
|1.||Do you have a clear idea about why this change is necessary?|
|2.||What approvals will you need to implement the change?|
|3.||How will this change fit with the other changes that are affecting this work group?|
|4.||How will you consult with the employees affected and the unions representing them?|
|5.||How will you involve the people affected by the change (employees, clients, stakeholders) in planning a response to the need for change?|
|6.||What resources will be required?|
|7.||How will you manage the employees and industrial issues involved?|
|8.||How long do you expect the implementation phase to take?|
|9.||How will you know that the change has been successfully implemented?|
An alternative Checklist for Change Managers
|Area||Description of change process|
|Preparing for Change|
|Managing the Change|
|Evaluating the Change|
There is no one ‘best’ way for leading and managing change. There are no universal formulas for achieving success in the face of so many contextual variables. However, there are five factors that appear to be essential in order to achieve successful organisational change. These are:
Source: Victorian Public Sector Commission (2015), Organisational Change
Please use the menu below to find out more about managing change.
SSMO acknowledges reference to A Guide for Managers – taking care of your staff and yourself during job losses, Cbus, MBA, Superfriend and beyondblue in preparing this section; Available from: http://www.superfriend.com.au/uploads/publication/8/SuperFriend-A-Guide-for-Managers.pdf.