su308- reliable results - strategies for managing change for talent success

ATD 2015 InternationalConference & Exposition

SU308 - Reliable Results: Strategies for Managing Change for Talent Success

Mason Hollowaymasonholloway@Deltek.com

@masonholloway

2 ©2014 Deltek, Inc. All Rights Reserved

Topics

1: Change – What is it, Why Should I Care?

2: Why is Change so Difficult?

3: The 7 Strategies

4: The Lottery

5: Q&A and Closing

05/02/2023 ©2014 Deltek, Inc. All Rights Reserved 3

What is Change?

change noun1. An act or process through which something becomes

different.2. A transformation or transition from one state, condition,

or phase to another.

4

Why Should We Worry About Change?

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In Dollars and Cents

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* Project Management Institute | 2014 Pulse of the Profession Report

PMI estimates that organizations lose 15% of every dollar spent on strategic initiatives through

failure to effectively manage the change.

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Your Talent Solutions ≠ Your Results

• Results are what matter

– Talent solutions are simply enablers

• People will make or break it

A Picture is Worth 1000 Words…

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Only 20-25% join in

30% work against us

The rest wait and see

Why is Change so Difficult?

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“Everyone thinks of changing the world, but

no one thinks of changing himself.”

- Leo Tolstoy

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The Phases of Change

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Three Levels Matter

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Type

TypeTypeType

Type

Type

People

Process Organization

People are usually the central focus. But all three need to be addressed equally for your talent program to

succeed.

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7 Strategies for Change Success

1. Share the vision2. Understand the impacts3. Let them own it4. Help them understand it5. Surface the Issues6. Install lifelines7. Measure, measure, measure

Share the Vision

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A clear and unambiguous “definition of done”An explanation of why change is imperativeAn explanation of the compelling benefitsAn acknowledgement of the fearsThe timing and the speed

Communication is Key

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Perspective Matters

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Before you knew the change was coming or needed

In the earliest day of the change… when you are beginning to feel the effects of the change.

After the change is half-way complete…

After the change is complete… when you are looking back on the path you have followed.

Remember: Telling ain’t Transitioning…

…and Chattin’ ain’t Change

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Understand the Impacts

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Impact Analysis

Impact Level

(2)

L-M-H + -Structur

e4.1

Job / Task4.2

Skills4.3

Culture New

Behaviors4.4

Policies4.5

Criticality1- Not Critical

2 - Moderately

Critical3 - Very Critical

Difficulty1- Not

Difficult2 -

Moderately Difficult3 - Very Difficult

Capability1- Very Capable

2 - Moderately

Capable3 - Not

Capable

M > A A > A M > M A > M NEW

Finance

Operations

System / Module

Training ImpactOrganization Impact(4)

Change Impact(3)

Technology Impact(Change in the use)

M: Manual A: Automatic(5)

Functional/Operation Area Details, Impacts, and Key Benefits Process/TaskImpacted Audience

(1)

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Purpose ApproachThe Impact Analysis identifies the organizational, process and individual level changes that the program will inflict.

Each impact is then evaluated against level, impact, specific change criteria, knowledge needs and policies, etc...

• Analyze results of design decisions with key performers and stakeholders

• Work with project stakeholders to identify subject matter experts for identified processes and activities

• Capture and maintain detailed plans

Let Them Own It.

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Change is Choice

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Belief into Action

Actions

Personal Experience

Beliefs

Organizational Experience

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Choices

Monkey See…

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Help Them Understand It.

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Competence = ConfidenceWhat They Don’t Know…WILL Hurt You!

Surface the Issues

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Dealing with Conflict – The Roles in Change

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1. Get there and help immediately

2. Get on City Hall to enlist Federal support. Engage the systems

3. Get people together to plan and take action

4. Raise our voices and publicly protest to leadership until they declare a disaster

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Install Lifelines

• Centers of excellence

• Program champions• Experts, coaches, mentors,

peer advisors

• Help desk

• Knowledge base

Measure, Measure, Measure

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Change Metric

s

Perform

ance

Business M

easures

Behaviors

Time to pick the winner!

• Deltek’s OCM for Dummies

• Change Toolkit

• FAST Methodology

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MasonHolloway@Deltek.com

Questions

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MasonHolloway@Deltek.com