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Transition Planning Guide

Purpose of Readiness Assessment: To support the change effort defined on an A3 and the Leading Through Change Checklist. This document assists change agents to develop strategies that will positively engage the people who will be affected by the change.

This worksheet is intended to act as a dialogue guide towards a thoughtful/accurate assessment to support the change effort.

What is the change? Include the boundaries and focus. Enter the title that coincides with the title of your A3 for cross referencing. __________________________________________________________________________________

Change Team:

Director/Sponsor _________________________________________________Change Agent _______________________________________________ __Process Owner _______________________________________________ __Kaizen Support _________________________________________________HR Support _________________________________________________OLL Consultant support _________________________________________________Transition Team Members _________________________________________________

_________________________________________________

1.1 Stakeholder Identification and Impact Assessment

Identify the groups, teams, individuals, both external to the organization and internally, that are impacted by this change. Describe how they are impacted.

Are they impacted by any of the following?

Work flow or process changes

New tools or technology to perform their job

Systems they must use

Work location

Compensation

Working relationships or reporting structures

Organization restructure

Job function is now obsolete

Other

Can they impact the success of the change effort?

Score the degree of impact.

0 = no impact

1 = very little impact

Transition Planning Guide Version: November 9, 2016

2 = moderate impact

3 = significant impact

4 = severe impact

Stakeholder Group # of employees

Description of the Impact Degree of the Impact (0 – 4)

1.3 ASSESSING ORGANIZATIONAL READINESS

A. MANAGEMENT SUPPORT AND COMMITMENT

Step 1 Ideally, create a way to gather this information from the people you are leading through the change effort. (Survey, discussions, etc.) Validity increases if people can provide input anonymously. At a minimum, reflect as the leadership team about how staff would respond to the statements below drawing from your working knowledge and valid evidence on the unit or department.

Step 2 Discuss and agree on a rating using the scale provided.


Step 3 Add up the ratings and the Director/Sponsor signs off on whether it is a Go, No Go or Go with a “defined” Mitigation Plan

Step 4 Process Owner follow up and monitor the timely implementation of the action plan and liaise with OLL, KPO, HR, others as needed for impacts such as scheduling, timing, etc.

1. Management support to sustain this change from the leadership team including Physicians

Relationships are trusting and collaborative

Not cooperative or collaborative

1 2 3 4

2. Leadership presence (during event and follow-on)

Process owner available to coach and support staff and lead change

Not able to be present

1 2 3 4

3. Available Resources (e.g staff turnover, vacation schedules, accommodations etc.)

Adequate resources available

Resources are limited

1 2 3 4

B. STAFF READINESS

4. Experience and impact from previous changes

Successful Not successful

1 2 3 4

5. Resiliency & Responsiveness

Employees are resilient with change and transition

Employees have difficulty adapting-highly resistant

1 2 3 4

6. Change saturation (other changes underway or conflicts with other system wide projects)

Very few other changes underway

Several changes at multiple levels

1 2 3 4


Overall Rating (select one)

6-12 Go

12-18 Go with Mitigation Plan

18-24 No Go with Mitigation Plan

Sponsor Signature: _____________________________Date:_________________________

Mitigation Plan (if required)

WHAT WHEN WHO STATUS

Sponsor Signature: _________________________________

1.4 Change Barriers or Obstacles

Situations may exist that will slow things down or even become a roadblock. It is import to identify these so that you can develop strategies to address them. It is also important to anticipate the barriers early and try to get ahead of them before they become large and difficult to address.

Barrier/Obstacle Strategies to address barrier/obstacle

1.5 Risk Considerations

Operational Risk - The organization is unable to adapt to the changing internal or external environment and support the transition of people, processes and/or technology, impacting its ability to achieve its


business objectives. Underlying these may be financial, legal or political risks.

Recruitment Risk - Inappropriate, ineffective or untimely recruiting practices affect the organization’s ability to attract people with the appropriate skills and experience and match them to the right jobs at the right time.

Training and Development Risk - Inappropriate, ineffective or untimely training and development practices impact the ability to develop required skills within the corporation.

Ethics and Values Risk - Failure to establish, promote and enforce ethical behaviour and values within the corporation, impacting the corporation’s ability to achieve its business objectives.

Accountability and Responsibility Risk - Ineffective establishment or communication of accountabilities, responsibilities and lines of authority may cause employees to do things they should not do or fail to do things they should. Failure to establish or enforce limits on personnel actions may cause employees to commit unauthorized or unethical acts, or to assume unauthorized or unacceptable risks.

Leadership Risk -The corporation's processes and people are not effectively led, causing a lack of direction, motivation to perform, management credibility and trust.

Retention and Succession Planning Risk - The corporation's talent is not retained and replacements for key positions are not planned, resulting in the loss of skills and knowledge, impacting the corporation's ability to achieve its business objectives.

Risk Mitigation Plan

Identify people specific risks associated with the change.

Description of Risk Event

Risk Event Trigger

Likelihood that the Event Occurs

Action Plan / Contingency Plan

Assigned to


1.6 Stakeholder Engagement

Identify your stakeholder groups/individuals and develop engagement strategies. Involve stakeholders in developing the best strategies.

Stakeholder Groups

Level of Influence

Current Level of Support

Level of Engagement

Required

Important Context /

Issues / Risks

Strategies for Engagement

Relationship Manager

Individuals, groups, organizations impacted by the change

1 = No decision making authority or influence

2 = Some influence but not critical

3 = Influencer but no decision making authority

4 = Medium level decisions and influences decisions

5 = Key decisions and critical in influencing others

Green = Whole hearted support

Yellow = Supportive but with reservations or limitations

Red = Not supportive/obstructive/incapable

1 = Inform/Educate: Provide information to stakeholders to understand issues, alternatives, opportunities and solutions.

2 = Consult: Stakeholders provide feedback on issues, alternatives, opportunities and decisions.

3 = Involve:Direct work with stakeholders to ensure issues, opportunities or solutions are considered in decision-making

4= Collaborate: Stakeholders are considered partners in the decision-making process and help to develop alternatives and identify preferred solutions

5 = Empower: Decision-making authority is delegated to stakeholders


1.7 Stakeholder Grid

Complete the stakeholder grid to provide you with a visual picture of your stakeholders and how you should best engage with them.


1.8 5 Levels of communication


1.9 Monitor Human Responses and Human Experiences of self and others


1.10 Training Plan

Most change initiatives require a training plan at the right time. Refer to the Stakeholder Impacts table to identify where training needs may exist. Where possible, use on-the-job training opportunities instead of classroom simulation. Give consideration to principles of adult learning to improve retention of information.

Team Member or Group

Best mode for training

(Classroom, self-directed, on-line,

J.I.T., etc.)

Type of Training / Topic Start Date Completed By (Date)


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