HR professionals have to design, drive and deliver organisational change on a regular basis. This presentation looks at John Kotter's 8 steps of Change and puts it into practice with a case study and real application for HR. It also shows the normal human emotions going through change and touches on how to deal with these.

1. HR as Change Agent
How to deliver real business impact!

2. Why do we need to
be ‘Change Agents’?
#ActusChange

3. Kotter…70% of Change Initiatives fail
due to people issues
Is this still true?
• Mckinsey … A recent survey of business executives indicates that the
percent of change programs that are a success today is… still 30%.
• IBM … Nearly 60 percent of projects aimed at achieving business change
do not fully meet their objectives.
• HBR … The brutal fact is that about 70% of all change initiatives fail.
• Forbes/Towers Watson… A new study by Towers Watson has found that
only 25% of change management initiatives are successful over the long
term.
• Connor Partners… Change practitioners have some culpability for the
atrocious 70% failure rate of change initiatives.
The facts above are attributed to Ron Leeman in his blog on linked in
#ActusChange

4. What makes change fail?
• People, People People!
• Poorly thought through
• No sense of urgency
• Lack of clear expectations
• Lack of leadership or sponsorship
• Lack of buy in
• Loss of impetus/follow through
#ActusChange

5. Kotter’s Change Model
Establish
a sense
of urgency
Form a
powerful
guiding
coalition
Create
a vision
Remove
obstacles/
Empower
others
Create
short
term
wins
Consolidate
change
Anchor
the
changes
Approach
Identify
(potential) crises
or major
opportunities
Assemble
a group large
enough to lead
the change
Create a
compelling
vision &
strategies to
achieve it
Use every
method possible
to communicate
the new
direction
Change systems
or structures
that undermine
the vision
Create visible
improvements
Recognise /
reward those
involved
Change further
systems and bring
in supporting
projects/fresh
people
Communicate
link between
performance
improvement
and change
Unfreeze Change Refreeze
Communicate
the Vision
“Our Iceberg is melting” – John Kotter
#ActusChange

6. Where in the Kotter
Framework have changes
typically failed or
succeeded in your
experience?
#ActusChange

7. Kotter’s Change Model
Establish
a sense
of urgency
Form a
powerful
guiding
coalition
Create
a vision
Remove
obstacles/
Empower
others
Create
short
term
wins
Consolidate
change
Anchor
the
changes
Approach
Identify
(potential) crises
or major
opportunities
Assemble
a group large
enough to lead
the change
Create a
compelling
vision &
strategies to
achieve it
Use every
method possible
to communicate
the new
direction
Change systems
or structures
that undermine
the vision
Create visible
improvements
Recognise /
reward those
involved
Change further
systems and bring
in supporting
projects/fresh
people
Communicate
link between
performance
improvement
and change
Unfreeze Change Refreeze
Communicate
the Vision
“Our Iceberg is melting” – John Kotter
#ActusChange

8. Case Study – Pharmaceutical,
5000 International Staff
Establish
a sense
of urgency
Form a
powerful
guiding
coalition
Create
a vision
Remove
obstacles/
Empower
others
Create
short
term
wins
Consolidate
change
Anchor
the
changes
Approach
Identify
(potential) crises
or major
opportunities
Assemble
a group large
enough to lead
the change
Create a
compelling
vision &
strategies to
achieve it
Use every
method possible
to communicate
the new
direction
Change systems
or structures
that undermine
the vision
Create visible
improvements
Recognise /
reward those
involved
Change further
systems and bring
in supporting
projects/fresh
people
Communicate
link between
performance
improvement
and change
CASESTUDY
BUSINESS SALE &
FLOTATION ON THE
HORIZON – NEED
TO MAXIMISE
SHARE PRICE AND
DEMONSTRATE
EXCELLENT
MANGAGEMENT
PROCESSES AND
RETAIN TALENT
CENTRAL HR
TOOK THE LEAD
RECRUITED A
CHANGE LEADER
WITH NEW
VISION.
HRBP’S
BROUGHT
TOGETHER FROM
AROUND THE
WORLD
VISION OF
HIGHLY
ENGAGED
WORKFORCE
WHO FEEL
HIGHLY VALUED
WITH THE
OPPORTUNTY TO
DEVELOP.
PERFORMCE
LINKED TO
REWARD
FACE TO FACE
COMMS FROM
CEO DOWN
VIDEOS, TOWN
HALLS,
NEWSLETTERS,
BRIEFINGS
REAL TIME DATA
UPDATES &
FURTHER
COMMS
WORLDWIDE
HRBP’S LEADING
GEOGRAPHIC
CLUSTERS
LOCAL
MANAGEMENT
OWNERSHIP &
EXPECTATIONS
UK HR LED
INTERNATIONAL
TRAINING
SMART GOALS
SET AND
ACHIEVED e.g.
90% STAFF WITH
OBJECTIVES SET
BY END FEB 16
90 % PMP
COMPLETED BY
END SEPT
FOCUS ON TALENT
MANAGEMENT,
CAREER
DEVELOPMENT &
SUCCESSION.
NEXT
INTEGRATE WITH
OTHER SYSTEMS
UPSKILLING &
EXPANSION OF HR
CHAMPIONS
MANAGER &
STAFF SYSTEM
UTILISATION
MONITORED
MONTHLY TO
BOARD
FORMS PART OF
STRATEGIC
BUSINESS
PROCESSES
Unfreeze Change Refreeze
Communicate
the Vision

9. How people respond to change
DENIAL
RESISTANCE EXPLORATION
COMMITMENT
past future
visible
hidden
#ActusChange Source – The change curve, originating from Elizabeth Kubler Ross’s work

10. How we can use the Kotter Model to
be change agents
Establish
a sense
of urgency
Form a
powerful
guiding
coalition
Create
a vision
Remove
obstacles/
Empower
others
Create
short
term
wins
Consolidate
change
Anchor
the
changes
Approach
Identify
(potential) crises
or major
opportunities
Assemble
a group large
enough to lead
the change
Create a
compelling
vision &
strategies to
achieve it
Use every
method possible
to communicate
the new
direction
Change systems
or structures
that undermine
the vision
Create visible
improvements
Recognise/
reward those
involved
Change further
systems and bring
in supporting
projects/fresh
people
Communicate
link between
performance
improvement
and change
Unfreeze Change Refreeze
Communicate
the Vision
RoleofHRChangeAgent
Ensure clear
start and end
time for
change with
clear
sponsorship to
support
urgency.
Understand
WHY Change
Vision needs
to be
exciting &
relevant to
staff. It
needs
thinking
through in
detail – how
to overcome
issues?
Must have a
senior &
convincing
sponsor.
Ensure a
variety of
approaches &
styles with
time for
people to ask
questions
Ensure that
natural
reactions to
change are
accommodat
ed. Keep
momentum
and refocus
people
positively on
the future
Look for little
wins and
positives and
SHOUT. Get
senior and
visible
recognition
for change
leaders. Have
a quiet word
with laggards
Don’t stop –
set ongoing
milestones &
next steps to
embed
change. Bring
in fresh blood,
choose
Implementers
& Completer
Finishers now
Implement
monitoring &
checks for
some time
after change
has ended.
Ensure
sponsors
communicate
value of new
way
Make sure
the right
people are
included –
consider
personal
attributes,
possible
resistors,
seniority &
availability
#ActusChange

11. To be change agents we need to…
• Lead and Manage change
• Influence upwards, sideways and downwards
• Think and communicate WIIFM for everyone
• Be passionate & positive
• Be courageous & challenge
• Listen & empathise
• Be committed!
#ActusChange