Managing Change includes the design of Organizational Change Management Plans and individual change management activities. This is the “what you are going to do” to manage the change. Here are the components of the plan to manage change:
Communication Plan – Communication is a key component of explaining what is changing and why to the organization. Be sure to include the “WIFM” (What’s in it for me?) message. These communications should promote awareness of the project, the timeline, and how the changes will impact each affected group.
Training Plan – This plan will not only focus on training for a new system but also new processes. It will provide the specifics of what is changing for each user group. Also, included in the training is reiteration of why we are embarking on the change initiative.
Coaching Plan – Your coaching plan defines how you will support managers and supervisors during the change and how they will interact with front-line employees. The objective is to fully enable these managers and supervisors to:
• Sponsor the change
• Support their employees during the change
• Support their employees in the new, changed environment
The steps to developing a coaching plan:
1. Enable supervisors and managers to be effective change management coaches
Prepare a change management program and deliver this program to supervisors. Several key areas should be addressed with supervisors:
• Why is supervisor involvement important in change management?
• How do I talk with my employees about change?
• How do I coach my group through a change?
• Identifying different ways that people deal with change and how to coach them through it.
• How do I coach individual employees through change?
• What are the expectations for coaching in this project (frequency, timelines, agendas, etc.)?
2. Develop group coaching activities and timeline
Supervisors should prepare for and meet with their groups to discuss the change. Key messages should be provided by the change management team.
Group coaching during a change is an effective medium for distributing information and gathering feedback. It can help to build support for change and ease concern and resistance.
3. Develop individual coaching activities and timeline
Individual coaching sessions are one-on-one opportunities for supervisors and managers to work on change with specific employees. The face-to-face messages received are important as employees work through the change and try to perform in the changed environment. You should develop a matrix with the following components: Coaching Activity, Purpose, Timing, and Audience.
Workforce Transition Plan – A Workforce Transition Plan is a detailed plan to address changes in roles, responsibilities and organization structure. You need to plan how individuals will transition as a result of change and ensure they are transitioned according to organizational values and policies. You should develop a matrix with the following components: Individual or Group, Supervisor, Describe the transition, New Skills Required, Resolution, Communication Needs, Comments.
Resistance Management Plan – A resistance management plan is a proactive approach to managing resistance. During the assessment you identified potential resistance points. As your project implementation progresses, additional areas of resistance may surface. Below are action steps to creating your resistance management plan and the template:
1. Review areas of resistance from the assessment and define what resistance may look like for your change and how it may be identified.
o Brainstorm with the change management team and project team
o Brainstorm with the stakeholders and sponsors
2. For each level with the impacted organization, define a strategy for managing resistance to the change.
o Brainstorm strategies to address the key areas of resistance. This may be changes in functionality, new skills required or certain departments that may be resistant to the change. Some examples of possible strategies include:
• Communication about why we are making the change, benefits to the organization, and WIFM (What’s in it for me?)
• Training or job aids to assist in the transition
• Pairing up certain areas of the organization that will be the most affected by the change with positive change agents or project team members
• Engage with managers, supervisors and coaches to help these individuals along in the change