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Change Management Checklist Ensure change is seen as the norm and is effective Anand Subramaniam

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<ul><li>“ Committee: A group of men who keep minutes and waste hours. ” </li></ul><ul><ul><li>- Milton Berle </li></ul></ul>

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Past Lessons Learned on Change <ul><li>Are employees too cautious? </li></ul><ul><li>Have past changes met with resistance? </li></ul><ul><li>Were past changes poorly understood? </li></ul><ul><li>Did recently introduced changes have limited or little success? </li></ul>

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Expectations <ul><li>Are objectives clearly defined? </li></ul><ul><li>Do people know what to expect? </li></ul><ul><li>Do different people hold different ideas about the change? </li></ul>

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Idea of Change <ul><li>Are the procedures, systems, sections, services involved seen to be a problem? </li></ul><ul><li>Was the change planned or introduced by top management or staff sections? </li></ul><ul><li>Is the change viewed as a matter of procedure? </li></ul>

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Management Support <ul><li>Does top management support the change? </li></ul><ul><li>Will top management provide resources? </li></ul><ul><li>Is the management performance appraisal process an obstacle to change? </li></ul>

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Acceptability of Change <ul><li>Is there a clear sense of direction? </li></ul><ul><li>Does the planned change fit other plans? </li></ul><ul><li>Does the proposed change place greater demand on people? </li></ul><ul><li>Does the change involve new technology products/services, expertise? </li></ul>

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Change Readiness Nothing A general idea A description of where it affects their own department or activity A full description What can people directly affected by the changes tell you about the plan: Unclear Not at all consistent Consistent among senior management but not otherwise Consistent throughout the organisation Expectations of what this change will lead to are: Not successful Having no obvious impact Moderately successful A success The related change in the organisation is viewed as: Conservative or resistant to change Apathetic Independent Innovative Employees may be best described as: Vigorously resisted Greeted with some resistance Not well understood Seen as meeting employee’s needs In the past, new policies or systems introduced by management have been: 5% Ready 25% Ready 50% Ready 100% Ready

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Change Readiness (Contd) Unclear Minimal Limited Enthusiastic Top management support for this initiative Beneficial only to part of the organisation Largely a matter of procedure Generally beneficial to the organisation Crucial to your organisation future The next stage of change is viewed by staff as: The change is not seen as addressing important and relevant service problems Outside bodies (e.g. customers, suppliers) Departmental managers The staff directly involved The problems addressed through this initiative were first raised by: No change Minor improve-ment Significant alteration Major change Work procedures following the introduction of this initiative is seen as needing: Not defined Poorly defined Outlined in general terms Specified in detail Intended outcomes of the change have been: 5% Ready 25% Ready 50% Ready 100% Ready

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Change Readiness (Contd.) Technically unclear Novel Similar to others undertaken in the recent past Similar to others already underway The related change is technically: Make jobs harder Replace old tasks and skills with new ones Make jobs easier and more satisfying Make jobs more rewarding The related changes: Not at all Only indirectly Partly Directly The change deals with issues of relevance to the this initiative: An obstacle to improvement Routine A helpful problem-solving process An important part of management development The management performance appraisal and review process is: Not planned the resources that are needed Withheld resources Expects the change to be implemented from existing resources Committed significant resources to the changes Top management has: 5% Ready 25% Ready 50% Ready 100% Ready

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Planning Change - Checklist <ul><li>Capital resources – accommodation, equipment etc. </li></ul><ul><li>Recurrent costs – salaries etc. </li></ul><ul><li>New skills – recruitment, training and development. </li></ul>What resources will be required? <ul><li>What process will ensure effective consultation with and involvement of the staff that are affected directly and indirectly by the change? </li></ul><ul><li>Are there equity or diversity issues that need to be taken into account? </li></ul><ul><li>Could any staff member make a discrimination claim against the organisation as a result of the change? </li></ul>How will the consultation take place with the people affected and the unions representing them? <ul><li>How ready is the group for this change? </li></ul><ul><li>What will be the impact of this change on the work group? </li></ul>How will this change affect this work group? <ul><li>Who will be the project sponsor? </li></ul><ul><li>How much detail is required in the change management plan? </li></ul><ul><li>Has the plan been discussed with staff from the human resources unit? </li></ul>What authorisations and management support will be needed to implement the changes? <ul><li>What are the forces/people driving and opposing the change? </li></ul><ul><li>What is the data, which support the need for change? </li></ul><ul><li>What are the perceived benefits, which the change will produce? </li></ul><ul><li>Need for change can be convey simply & concisely to the affected staff? </li></ul><ul><li>Is the proposed change significant? </li></ul><ul><li>Will it require union consultation? </li></ul>Is there a clear vision about why this change is necessary and what will be achieved? Sub-Questions Key Questions

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Planning Change – Checklist (Contd.) <ul><li>Have the evaluation processes been built into the implementation plan? </li></ul>Has the success criteria for the change been defined? How will the communication to clients, other work areas etc. be done? <ul><li>What support will be provided to staff through this period? </li></ul><ul><li>How will relationships be mainained with clients/external stakeholders? </li></ul><ul><li>What process will be used to demonstrate that the change process is on track? </li></ul><ul><li>How will the productivity of the work group be maintained? </li></ul>How long will the implementation phase take? <ul><li>Will the changes affect one group more than others? </li></ul><ul><li>Will some staff be adversely affected? </li></ul>How will staffing and industrial issues managed? Sub-Questions Key Questions

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Evaluating Change - Checklist <ul><li>Were there any industrial problems arising from the project? </li></ul><ul><li>Was the level of staff consultation appropriate? </li></ul><ul><li>Did staff feel part of the change process? </li></ul><ul><li>Are staff committed to the outcome of the change project? </li></ul><ul><li>Is the new structure sustainable? </li></ul><ul><li>Typical questions to be asked during evaluation process </li></ul><ul><li>Interviews/questionnaires/focus groups </li></ul><ul><li>On completion of project </li></ul><ul><li>6 months after completion </li></ul><ul><li>12 months after completion </li></ul><ul><li>How and when will the evaluation be conducted? </li></ul><ul><li>Change management project team </li></ul><ul><li>External consultant </li></ul><ul><li>Client </li></ul><ul><li>Who will conduct the evaluation? </li></ul><ul><li>Achievement of objectives </li></ul><ul><li>Level of service </li></ul><ul><li>Cost effectiveness </li></ul><ul><li>What criteria will be used to assess the success of the project? </li></ul>Strategy Scenario

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<ul><li>“ Every man of action has a strong dose of egoism, pride, hardness, and cunning. But all those things will be regarded as high qualities if he can make them the means to achieve great ends .” </li></ul><ul><ul><li>- Charles De Gaulle </li></ul></ul>

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<ul><li>Good Luck </li></ul><ul><li>http://www.linkedin.com/in/anandsubramaniam </li></ul>