7 steps of a successful change management process

7 critical steps in the change management process

Datafrom Prosci’sBest Practices in Change Managementreport shows that organizations with “excellent” change management are six times more likely to deliver on KPIs than those with “poor” change management. Even simple improvements to your change management steps can make a difference—Prosci data also indicated that when organizations improve their change management from “poor” to “fair,” they are 30 percent more likely to meet objectives.

There are two levels to handling organizational change effectively. Your employees have to respond to the change directly, and the company has to provide the right tools, systems, and technology to equip them to do their jobs well. While the process will vary depending on the type of change you’re implementing, successful change starts by taking a few key steps at both levels.

1. Interview stakeholders and think of employees as customers, too

Your stakeholders serve as a change advisory board. To kick off yourchange initiative, your change management team should interview stakeholders to get buy-in, assess goals, and determine the impact the change will have on the people in your organization—yourinternal customers.

Just like customer experience teams consider how to improve the customer journey through things like personalized messaging and self-service content,change leadersconsider the employee journey and work to empower employees with the support and tools they need during a change.

For example, from a bird’s eye view, a merger and acquisition changes organizational goals and structure. For individual employees, this might mean adjusted job descriptions, such as agents having to change their schedules to prioritize updating documentation and in-product messaging, and though it’s often necessary, it’s not something employees always welcome.

Your change management team should also assess how the change will impact groups outside of your organization. For instance, if you’re executing IT service management (ITSM) and rely on software that’s maintained externally, vendors should approve changes in addition to service owners and business relationship managers.

2. Focus on communication

Effective communication is vital to a successful change management process and a reflection of your company’s culture during a stressful time. Here are some suggestions:

• From the start, communicate the “why”

Employees are more likely to accept a change if they understand the reason behind it. People don’t like being blindsided—if you at least involve them in the process from the start, they won’t feel like you’re doing something sneaky.

“Businesses will have to overcome resistance to change by explaining why the change is needed to the people who actually undertake the change—whether it’s declining customer satisfaction surveys or a world-wide threat posed by an epidemic,” said Lewin.

• Plan announcements

During your initial meeting with stakeholders, you’ll determine the time the change will take place. Communicate this to leaders and frontline managers first so they can prepare for questions from their teams.

Leaders should choose their communication channel based on the scope of change. For example, a town hall is good for announcing a major change, like a new company-wide policy. Involve managers to hold team meetings to further communicate your change—don’t leave them in the dark, or it can cause chaos.

• Focus on your audience

Tailor your message to what’s important for each group impacted. Be emphatic and as open and honest as possible—but don’t communicate a change if you’re still deciding what to do, or that can make people think you’re waffling, which is bad for morale.

• Consider the sender

Employees often want to hear from senior executives or their managers.

• Reiterate communications and utilize a variety of channels

This might include yourinternal community forum, Slack, and employees’ direct managers.

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3. Leverage technology in your training plan

Training plans enable change leaders and direct managers to prepare teams to make the change, ensuring employees have the knowledge on how to change and the ability to do so smoothly.

Technology, like yourinternal knowledge base, can help effectively coordinate training to internal customers. Similar to how external customers can benefit from self-service content, internal customers will appreciate having a central location where they can access videos or articles on new applications and changing processes. But this is only effective if you have your finger on the pulse of your employee audience. Here are some pointers:

• Consider theuser experience (UX)

Include screenshots, bullet points, and numbered steps so people have visual guides and can identify the key information. Add labels to articles so they’re searchable.

• Review existing content

During a change implementation, you’ll likely have to update articles to keep them accurate.

• Act on your metrics

Track what videos garner the most clicks and what content shows low engagement to glean audience-centric feedback on training materials.

4. Assess the technical side of the change

You’ll want to prepare your organization for the technical side of the change management process, too. Naturally, your infrastructure needs to adapt as your business changes, grows, and becomes more complex. Consider the following:

• Be thoughtful

Consult stakeholders to understand what technical trade-offs were made to ensure there are no system conflicts with required staff or scheduled changes—the project team executing software changes won’t be able to move forward if a network-wide outage is planned for the same night.

• Be proactive

Test changes beforehand. Software, such as asandbox environment, helps minimize issues, allowing you to explore changes likenew agent workflowsbeforehand.

• Be realistic

No change management process goes perfectly. Define clearescalation pathsto prepare forincidents and problems.

• Be supportive

For communicating ITSM or ITIL change, an announcement forum in yourinternal help deskcan help keep internal customers in the loop. That way, if a critical part of the network will be down during business hours, it won’t surprise impacted teams. Use simple rather than overly-technical descriptions.

5. Lean on AI and automation to destress the process

AI and automation can serve as your first line of defense when your employees reach out for support. During a change, IT and HR teams often receive a spike in internal customer requests. Some companies deploy an AI-powered bot that directs employees to relevant knowledge base articles to allow internal agents to spend time on higher-stakes issues, and enable internal customers to get help fast, whenever they need it.

Leaning into automation can also help. For instance,OpenTableset up workflows that automatically route internal customer requests to the IT agent with the most expertise in that problem area, which can destress the change process.

6. Foster a feedback loop and fill in the gaps

Open up a method for two-way communication with stakeholders and impacted teams and act on insights. Do this from the start of the process—don’t wait for feedback until the end, when you might have to undo entire processes to fill in the gaps.

Employee satisfaction surveysand focus groups can help change leaders uncover hurdles or misunderstandings in communications they can remedy before they turn into actual problems. Follow up to show employees they’re heard, such as a presentation on survey results, or it can be demotivating. If your employees feel like they are a part of the change, they’ll be less likely to resist it.

7. Celebrate and reinforce the change

While you should collect feedback and evaluate your progress along the way, the final step in the change management process is to reflect on the project holistically. Celebrate successes and identify what you can improve for next time, whether that’s better communication or the percentage of emergency changes your IT team handled during the project.

Even when teams adjust to the new normal, continue to collect feedback to ensure the change freezes and that people don’tfall back into their old ways.

快速变化的调整变化过程

During a crisis, the change curve is more volatile because there is a greater sense of uncertainty and urgency as change occurs more frequently and employees must execute new processes and behaviors rapidly.

“In traditional change, we have more time to understand how people will feel and be impacted by the change. It allows us to plan better for managing them through the change curve,” said Dana Otto, senior manager, change management, Zendesk. “In a crisis, we don’t have the advantage of planning prior to the change. We have to plan and support teams while the change is already happening.”

While communicating the reason behind the change upfront, assessing how the change impacts different teams, and collecting feedback are imperative for change in a crisis, you may need to adjust some of the steps in the traditional change process while others might no longer be possible, such as having the luxury to plan through communications in advance. Here are a few tips:

• Keep communications simple and empathetic

Empathyand reflective listening are imperative during any change. Naturally, people are more emotional during a stressful time. Communicate empathy to reassure them.

• Try brainstorm exercises to rapidly assess the impact on stakeholder groups

In a traditional change request, you normally have time to perform a full assessment of how the change impacts groups in and out of your organization. Instead, do a quick brainstorming exercise that answers questions like:

Which groups will be impacted?
Will it change their processes?
Will it change their competencies?
What initial questions or concerns will each group have?Try to engage someone from these stakeholder groups to get their feedback.

• Get creative with enablement

You may not have time to develop formal training materials. Consider cheat sheets, recorded screen shares, FAQ docs, or other materials you can create quickly.

• Don’t neglect feedback

Your method for two-way communication with impacted teams might look different when you need to move fast. Try Slack polls, Google forms,Ask-Me-Anythings, or interviews with a sample group of impacted stakeholders.

Whether you’re managing a crisis, introducing a new enterprise technology, or experiencing hyper-growth, change is hard. The silver lining to the process is that change breeds innovation, and we often see ourselves working together in new and exciting ways.