WIXLIB

Change ManagementOverview

InstructionsUse this self-guided deck and workbook to build a formal change management plan. Use this deck to helpyour team discuss the value of change management as it relates to adoption, and review the high level stepsto start defining a plan: The first set of slides review the what, why, when, and how of change management. Think about your riskareas, what you do well, and who else should be engaged in planning. The second half are to be used in conjunction with the workbook to build a plan. The content provided foreach step are examples.

What is Change Management?A structured and ongoingprogram that enables anorganization to proactivelymove from current statetoward desired state.

Example: Change Management gagementStakeholderTrainingNeed vernanceand sOn GoingMitigateRiskDriveOutcomesDeliverValue

A Change Management Program Helps aCompany Proactively . Assess and developorganizational readiness Engage relevant parts of thebusiness Gain executive sponsorship Train and enable affected teams Understand impacts of change to Measure successstakeholders Prepare stakeholders for impacts Reinforce positive changes Mitigate negative changes

When is it Used?Change management is acontinuous process that can beused to: Support culture changes Set behavior expectations Shift processes Define HR operating model andorganizational change Update policies and procedures Plan for mergers and acquisitions Implement and deploytechnology Support stakeholders ANYTIMEyou are asking them to dosomething different!

How Do I Start?Workbook exercises: Advice for the design work ahead, keep it SIMPLE!Define StrategyDefine FrameworkDefine Processesand ToolsDefine Roles andResponsibilities, RACIDefine Trackingand MeasurementDefine Action Plan(responsible, accountable,consultative, informed)

Define StrategyIn your workbook’s Strategy tab: Draft a purpose statementChange Management Purpose Statementto summarize the program andexpectationsTo deliver a best-in-class change management program that delivers consistent, efficient, and timelyactivities that align with the project to ensure organization adoption and reinforcement Create guiding principles thatGuiding Principlesset consistent, decision-makingparameters (non-negotiable)you will use to achieve thestrategyTimelyAll activities will bedelivered on timeand relevant to thestakeholders Develop goals and outcomesthat outline the key objectivesyou hope to achieve through theprogramEfficientProcess and toolswill be simple tounderstand, easy to useand measureableGlobalConsider all regionalvariances whendefining stakeholderimpacts and adoptionexpectationsExperienceDeliver a consumableapproach acrossstakeholders andminimize operationaldisruptionGoals and Outcomes Deploy a standard and repeatable changeprogram Align communications with broader corporatecommunications Deliver communications through multiple vehiclesto address stakeholder consumption needs Reduce time and cost on change efforts Increase stakeholder understanding Increase communication and training vehicles Increase user adoption and satisfaction

Define FrameworkIn your workbook’s Framework tab, draft a framework that defines your change management programs and scope: The framework defines specific programs needed based on the scope of change For most technical implementations we recommend the below, but tailor your program to the changes youare makingChange Management FrameworkProgramChange ManagementCommunicationand BrandingTrainingChampionNetworkMeasure andReinforcementProgramScopeManage executivealignment ofpriorities for theprojectAssessorganizationalreadiness andprogress relatingto the projectManagement ofthe engagementactivities for thestakeholdersimpacted byproject Executives Managers Professional Non-Exempt ContractorsManagementof developmentand delivery ofcommunicationand branding forthe projectManagementof developmentand delivery oftraining for theprojectManagementand deliveryof a championnetwork for theprojectTrack andmeasure thesuccess ofthe change(adoption)Managementand delivery ofreinforcement forthe project

Define Processes and ToolsDefine the processes and tools needed to execute the change management programs: See the following 9 slides for examples of how each process and tool might look Use the corresponding tabs in your workbook to develop your own change management toolsProgramChange ManagementCommunicationand BrandingTrainingChampionNetworkMeasure andReinforcementProcesses Executive Stakeholder Stakeholder Communication Training Champion AdoptionToolsplanning Executivecommunication Executiveengagement Executivesummary Executive plan Communicationplan/template Engagementplandiscovery Survey planning,developmentand launch Surveyevaluation Survey feedbackreview Discoveryquestions andintake Readinessassessment Awarenessassessmentidentification Stakeholderimpact analysis Stakeholderanalysis Impact analysis Stakeholderengagementplanplanning Communicationdevelopment Communicationdelivery Communicationmeasurement Communicationplan Communicationvehicles Communicationtemplate Brand guidelinesplanning,developmentand delivery Trainingmeasurement Trainingplan Training vehicles Trainingtemplatenetworkplanning Championidentification Championengagement Championfeedback ChampionChange management framework, programs, and processes must be integrated with the projectplan Releasemanagement Ongoingcommunication,training and feedback Reinforcementplanning and delivery Adoptionassessment Communicationplan Training plan Feedback intake Reinforcement plan

Example: Sponsor SummaryHigh level overview for executives: Build your own in the Sponsor Summary tab in your workbookWhy are we changing?:In 2016, the executive leadership team initiated a program to reduce operating expense by 20 million dollars.How are we changing?:HR has engaged in an intensive review of our organizational model, talent, programs and processes, and technology. HR is recommending a full transformation and will be focusing on a fullyintegrated approach. We have identified the following areas for efficiency:People/Skills/Culture Shift from a federated model to an organization withconsistency and standards Employee roles, skills, behaviors and competencies willchange to support new business processes and technology Employees will have greater access and visibility toinformation and data HR will move from a transactional function to a strategicbusiness partnerWhat are the expected outcomes?: Increase employee adoption Increase employees Increase program and process efficiency Reduce operating expenseJanPlanningFebMarGlobal DesignProcesses Integration of business processes and technology willreduce administrative burden and allow for easier accessto workforce data across HR, Finance, and IT Alignment of functional processes with technologyworkflows will result in new business policies andprocedures, standards, and governance The way managers execute on performance managementand talent assessmentsTechnology Selected SAP SuccessFactors solution for our HR platform Single destination for all HR data and transactions anddata Provide visibility and access into our total workforce Enable talent management processes and deliveryvisibility into leadership successors Improve onboarding of new hires and deliver skill basedtrainingWhat do we need from the executive team to be successful?:1. Sponsorship that is visible to the organization, e.g. reinforcement on all hands calls2. A number of executive champions to be engaged throughout the program3. The allocation of business leaders, people managers and employees as champions4. Commitment to cascade and reinforce key messages and needed actionsAprMayIteration 1JuneJulyAugIteration 2SeptIteration 3Iteration 1Timing:Jan 2016 – Jan 2017Phase 1: Employee CentralPhase 2: Recruiting, on-boarding, performance and goalsPhase 3: Compensation, successionOctNovDecGo-LiveIteration 2Iteration 1Go-LiveIteration 3Go-Live

Example: Organization Readiness ScorecardIllustrates gaps in stakeholder readiness: Build your own in Readiness Assessment tab of your workbookIteration 1Project LaunchIteration 2Go-LiveIteration 3/UATStakeholderGroupAwarenessof theChangeUnderstandthe Need forChangeReadinessfor theChangeAwarenessof theChangeUnderstandthe Need forChangeReadinessfor theChangeAwarenessof theChangeUnderstandthe Need forChangeReadinessfor theChangeAwarenessof theChangeUnderstandthe Need forChangeReadinessfor theChangeAwarenessof theChangeUnderstandthe Need forChangeReadinessfor theChangeBusiness 00%100%100%100%Business 100%100%People 100%99%Exempt 9%95%Non 00%95%90%Key: 80% high - green50% - 79% medium - yellow49% or below low - redNB: Data is typically captured through a series of short surveys

Example: Stakeholder AnalysisOutlines all people impacted by change and how: Build your own in the Stakeholder Analysis tab ofyour cation(s)Type ofLocationNumber ofStakeholdersLevel of Impact(Behavior,Process, Tech)Level ofAwarenessLevel ofReadinessSponsor orInfluencer orResisterAreas ofConsiderationBusinessExecutivesSVP and AboveCEO, CIO, CFO, COO,CTO, CHRO, SalesAtlantaNew York upporting andsponsoring changeBusiness LeadersDirector - cturingDistributionAtlantaAlpharettaState iumLowSponsorPerception that theMSS will put moreburden on themvs. HRPeople ManagersManager (L6)Line manager (L7)Supervisor ngDistributionAlpharettaRemoteState encer andResisterPerception that theMSS will put moreburden on themvs. HRExempt ttaState us onownership ofcareer KiosksneededNon ExemptEmployeesAdministrative (L14)Operations orAdminR&DManufacturingDistributionAlpharettaState Language barriersManufacturing(L14 - L20)Distribution(L14 - L20)Technology skillsKiosks needed

Example: Impact AnalysisSummarizes key changes for each stakeholder group: Build your own in the Impact Analysis tab ofyour workbookStakeholderGroupProcessProcess g FocusAdditionalAreas ofConsiderationBusiness ExecutivesRequesting aRequisition1. Position mgmtapproach2. Approval level(5 - 2)1. People managers will be responsible forcompleting requisition request through MSS2. System will require position specifications tiedto organization3. Only position aligned to organization can berequested1. People managerswill be responsiblefor requesting openposition throughMSS1. Positionmanagement2. Manageraccountability1.2.3.4.Position managementLevel of approvalsSystem notificationsHR’s role1.2.3.4.Mobile requestMobile approvalsDelegationDashboardBusiness LeadersRequesting aRequisition1. Position mgmtapproach2. Approval level(5 - 2)1. People managers will be responsible forcompleting requisition request through MSS2. System will require position specifications tiedto organization3. Only position aligned to organization can berequested1. People managerswill be responsiblefor requesting openposition throughMSS1. Positionmanagement2. Manageraccountability1.2.3.4.5.Position managementLevel of approvalsSystem notificationsHR’s roleRequesting arequisition throughMSS1.2.3.4.Mobile requestMobile approvalsDelegationDashboardPeople ManagersRequesting aRequisition1. Position mgmtapproach2. Approval level(5 - 2)1. People managers will be responsible forcompleting requisition request through MSS2. System will require position specifications tiedto organization3. Only position aligned to organization can berequested1. People managerswill be responsiblefor requesting openposition throughMSS1. Positionmanagement2. Manageraccountability1.2.3.4.Position managementLevel of approvalsSystem notificationsHR’s role1. Mobile request