Change management introduction presentation for Kronos system implementation.

1. Change Management
The People Side of Projects
Linda S. Misegadis, CPP, CPM, CCM
Industry Consultant, Public Sector
Tami Ellison, Bronner Group
Change Management Consulting
© 2009 KRONOS INCORPORATED I FEBRUARY 3, 2010

2. What is Change Management?
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The application of p ocess tools
process,
and techniques to manage the
people-side of change to achieve
the desired results
Organizational Readiness
O i ti l R di
• Boulder County
• Departmental
Individual Readiness
© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

3. Change Management Planning
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Clear, Leadership, Focus on people
Organized Resources and as DRIVERS of
Communication
C i ti Support
S t change
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4. Recognizing Potential Landmines
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Transforming
Landmines Into
Working Gears
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5. Who Is Involved In Managing Change
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The Working Parts
Senior Project People
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Leadership Team
Working Together
Change
Management
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Managers &
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Supervisors Employees
© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

6. Why Change Management?
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The purpose of change management is to enable
organizational adaptability flexibility and innovation
adaptability,
through significant improvements in business
processes, policies and procedures, and reporting.
This ill f ilit t ff ti
Thi will facilitate effective adoption by users.
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• Increase probability of PROJECT SUCCESS
• Manage employee resistance to change
• Build change competency
© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

7. The Change Management Team
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Recognize potential roadblocks threatening the
replacement of EPIC and implementation of Kronos
HR products under HUMER Project!
Roadblocks include:
• Poor communication
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Inadequate training
t t i i
• Insufficient workforce planning
• Misalignment between project goals and
stakeholder expectations
© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

8. Who Is Involved In Managing Change
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The short answer…we all are!
• Boulder County’s Change Management Team
plays the role of enabler, a facilitator and
troubleshooter
• Effective change management requires the
involvement and action by many people
© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

9. Change Management Council (CMC)
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CMC Members:
County Project Manager, Kronos Project Manager,
Organizational R di
O i ti l Readiness T
Team L d Ch
Lead, Change Management
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Lead, Change Management Coordinator, Functional Team Lead,
Technical Team Lead, Advisors, Quality Assurance Lead
• The CMC is charged with the overall responsibility of
seeing that the identified change management tasks
are designed developed and completed as planned
designed, developed, planned.
• The CMC is also responsible for quality delivery and
the definition / implementation of any required remedial
actions.
© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

10. Change Management Council Charter
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• Maintain a close pulse on project activities and
escalate, arbitrate, and define change
management issues.
• To define and implement remedial action
action.
• To serve as a champion for change management
at the POC level.
level
• To drive the communication of the HUMER!
Project vision.
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© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

11. Agenda | Times They Are A-Changin’
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The Roadmap to Organizational Change
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12. Elements of DCOM
Direction Build Confidence Through
Leadership & Communication
Channels
Competence Align Project Vision for
all Stakeholders
ll St k h ld
Opportunity Build Responsive Teams
Recognize Opportunities to
Motivation Further Motivation
Recognize Opportunities for
Managing Change & Mitigating
Risks
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13. Building Blocks of Successful Change
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A wareness of the need and reason for change
D esire to participate and support the change
K nowledge on how to change and attendant coping skills
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A bility to implement required skills and behaviors through
training support and management guidance
R einforcement to sustain the change, highlighting benefits
and identifying early wins
© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

14. Organizational Change Management (OCM)
• Encompasses all activities aimed at understanding
the impact of change and developing strategies to
manage the anticipated change.
• Offers supports to Boulder County to effectively
accept and adopt new paradigms and supporting
technologies to fulfill its goals and objectives.
• Provides a comprehensive and structured approach
to organizational change management which is
critical to the success of any project that brings
about significant change.
b i ifi h
© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

15. Organizational Change Management (OCM)
Effective change management enables the transformation of strategy,
processes, technology, and people to enhance performance and ensure
continuous improvement in an ever-changing environment.
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• Facilitate a smooth transition from the As-Is state to the To-Be
state through well-planned and executed change management
strategy and activities
• Help maximize stakeholder support for and utilization of the
HUMER! Project and replacement system
• Inform and convince stakeholders that the benefits of
implementing and using the HR package across Boulder
County far outweighs potential negative impacts at the
enterprise, departmental and staff levels
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• Create an environment to foster change at all levels.
© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

16. Guiding Principles
Where possible…
Implement id tifi d change management program as cost
I l t identified h t t
effectively and maximizing time efficiencies where possible.
Re-purpose project de e ab es a d co a e a for c a ge
e pu pose p ojec deliverables and collateral o change
management communications to reduce work effort.
Schedule change management events in alignment with
other project activities to gain project synergies (outreach
sessions with County departments, ongoing communications
or program effort/initiatives, such as training and seminars).
Leverage project activities for change management
purposes to avoid standalone events and to enhance
utilization of project resources.
© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

17. Agenda | Times They Are A-Changin’
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Communication
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18. Who to Communicate to and How
WHO:
– Employees
– Managers and Supervisors
– Executives and Sponsors
– Constituents (the media)
HOW:
– Town Hall
– Open House
– Department Liaison
– Publications (website space, newsletters)
– Electronic Surveys
© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

19. Interactive Ongoing Communications
Electronic Assessments
The
Th survey l k generally at th “
looks ll t the “current situation” f
t it ti ” from a
respondent’s perspective and can be used by the
CM/Organizational Readiness Team in determining
organizational readiness and identify trouble spots.
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Open Houses
All day sessions provide users with an opportunity for a hands-
on experience of the new system and to also participate in
system demonstrations with Functional Leads.
© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

20. Interactive Ongoing Communications
Department Liaison Meetings
Meetings provide a f
M ti id forum where D
h Department Li i
t t Liaisons can
interact with the project team to discuss project issues and
concerns. These meetings also serve as a vehicle for project
members to share project updates with the City departments.
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Town Hall Meetings
These types of meetings are held as an open forum and will
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discuss various topics of the HUMER! project implementation to
promote change and reduce resistance.
© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

21. How to Communicate
• Identify potential communication vehicles or
products
– Publications (website, newsletter, eBLAST, posters)
– Electronic Assessments
– Open Houses
– Department Liaison Meetings
– Town Hall Meetings
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• Ensure that the right messages are
communicated to the right audience, at the right
time.
© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

22. Areas to Address with Communication
• Why are we changing
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• What will be changing
• How will it be changed
• What’s in it for me (WIIFM)
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23. Communication & Training
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© 2012 KRONOS INCORPORATED I BRONNER GROUP JANUARY 31, 2012

24. Agenda | Times They Are A-Changin’
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Questions?
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