Lesson 4: Change Management and Implementation

Chapter 6

Change Management and Implementation

This chapter focuses on the design phase

 Planning
 Analysis
 Design
 Implementation
 Maintenance
 
 Learning Objectives

• Understand the management of change through the

perspectives of various change models
• Discuss and compare the various change models
• Discuss the elements important to successful HRIS
implementation
• Discuss the various system conversion approaches
• Discuss the importance of integration of the HRIS with the
other systems in the organization
Brainstorm
• How does ‘resistance to change’ manifest itself?
• What are some of the signs to watch for?
Change Management
 A majority of systems are either abandoned before completion or fail to
meet user requirements
 Only 13% of completed projects are considered successful by the
executives who sponsor them
 A major reason why so many of these projects fail is due to ineffective
change management
 Employees have to adapt to both a technical change, and a change in
their job requirements and processes
 How are they supposed to do this with out effective change
management?
Change Management
 Change Management is the systematic process of applying the
knowledge, tools, and resources needed to effect change by
transforming an organization from its current state to some future
desired state
 A good leader understands how to manage the total impact of a new
system on the organization and can significantly reduce the resistance to
change and ensure proper training
 All HR leaders must have effective change management skills and be able
to effectively manage technology change - People generally do not like
change – especially around technology!
Change Management – an Art and a
Science
 Effective communication is needed
 Change management focuses on three elements:
 The current state
 The transition
 The future state
 If the change is planned, the process is systematic, with a both a vision and
a plan as to how to get there, with attention paid to cost, time, and results
 Conduct a gap analysis – difference between the current state and the
desired future state
Change Models
Five reasons why Change Models are used

1. Categorize information
2. Enhance understanding
3. Interpret data about the organization
4. Provide common language
5. Guide action
Change Models
Lewin’s Change Model
 One of the earliest change models and it involves three steps
 Two opposing forces – those who do not want change, and those
who are driving change
 Consists of three steps:
Change Models
Lewin’s Change Model – FREEZING
 The status quo needs to be destabilized (unfrozen)
 Three processes are necessary for the destabilization to occur:
1. Disconfirmation of the validity of the status quo
 People need to know WHY they should change
2. The induction of guilt or survival anxiety
 Convince people that if there is no change, goals will not be
met
3. Creation of psychological safety
 Mitigating anxiety around the change
Change Models
Lewin’s Change Model – TRANSITION (CHANGING)
 Transition – a three-phase process that people go through as they come to
terms with the new situation. Helps to change the behaviour of employees.
Ending
 Identify who is losing what and expect a reaction – let them react. Takes time.
Neutral Zone
 Step between the old way and the new way. People feel disoriented, low
motivation
New Beginnings
 People experience new energy that makes the change begin
Change Models
Lewin’s Change Model – REFREEZING
 Makes sure that people do not revert back to the old way
 Seeks to stabilize the organization
 Often requires cultural changes

Gliecher’s Change Equation Formula

 Determines how ready people are to accept change:
Change = (dissatisfaction x vision x first steps toward the vision) >
resistance to change
C = (D x V x F) > R
Change Models
Nadler’s Congruence Model
 One of the key steps in managing change is to fully understand the
dynamics and performance of the organization
 Built on the idea that organizations are systems and we can only have
change when these all fit together
1. Work
2. People who do the work
3. Formal organization
4. The informal organization
 If these four things are not aligned, change will suffer
Change Models
Nadler’s Congruence Model
Change Models
Kotter’s Process of Leading Change
 An eight stage change model
 This model teaches us two things:
 There are several phases in the change process that each
last a long time
 Mistakes in any of these phases can have a devastating
impact on the success of the project
 The first three changes are the same as Lewin’s, but he also
adds two stages that focus on introducing new practices to
the organization and changes in culture
Change Models
Kotter’s Process of
Leading Change
Change Models – short comings
 These models are a bit simplistic – we can’t control people so directly
 Process models ignore the human factor – treating us like machines
 These models assume that people will jump to attention when their
leader asks for this change

 **Revise performance objectives and follow up (across the org)

 Good results = positive consequences
Successful HRIS Implementation
Why do System Failures Occur?
 Leadership – lack of a good leader or lack of executive support
 Creating the case for change
 Creating structural change
 Engaging others in the process and building commitment
 Implementing and sustaining change
 Facilitating and developing capability
 Planning – failure to plan properly – avoid “scope creep”
 Change Management – readiness for change not assessed
Critical Success Factors in HRIS
Implementation
 Top management support
 Adequate and timely resources
 Communication
 Adequate organizational culture (collaboration, trust, non-competing)
 User involvement (HELPS WITH CHANGE MANAGEMENT)
 Project champions
 Organizational / structure (will require changes in reporting lines of authority as well as changing
responsibilities for HR and IT)
Change management (20% will be on board, 50% on the fence, and 30% against)
Project control and monitoring
Cross-integration between business systems
 do not underestimate the value of understanding what data from the system can be used by other systems
or where data from other systems may need to be transferred into the HRIS.
Successful HRIS Implementation
Why do System Failures Occur?
• Communication – lack of a communication plan
 Building awareness and mindshare of the HRIS project, its benefits, importance,
and priority
 Creating interest in and energy around participating in the transition to the new
HRIS
 Creating confidence that the HRIS project will be marked by open communication
and knowledge
 Sustaining interest in the HRIS project throughout the many phases of the project
 Delivering updates on the progress of the project so that employees can contribute
to the success of the project and be recognized for it.
• Training – poor quality training
Successful HRIS Implementation
Common Reasons Change Leaders Don’t Communicate
 Successful HRIS Implementation
Five key elements should be communicated to employees:
 Reason for the change: Answers the question “Why change?” and creates motivation for change. Simply
saying that one’s job will be better is not sufficient. Employees need to know the business case for the
change and how change affects the bottom line.
 Vision of the future: Serves as a starting point and anchor for what we do; answers the question “Change
to what?” by providing leadership’s vision of the new organization; and creates energy and excitement
about the future.
 Plan for getting there: Answers the question “How are we going to change?” and mobilizes people in a
common direction. Here, we want to provide the big picture—the agenda, key strategies, and
implementation plans.
 Believe change is achievable: Answers the question “Is this really possible?” and encourages interest,
engagement, and optimism.
 Expectations: Answers the question “What can I expect of you and what is expected of me?” and helps
people prepare for the change while reducing their uncertainty.
Successful HRIS Implementation
What to include in a training plan?
An effective end-user training plan must also include the following:
 What training will be provided
 When training will be provided for implementation team members and
user groups
 Who will provide the training (e.g., vendors, consultants, staff, or others)
 A plan for training new users and addressing turnover issues
 A plan for ongoing training, including advanced skills and refresher
training
 A plan for training users in the event of system upgrades or procedural
changes
 The resources needed—financial and human—to provide the training
Successful HRIS
Implementation

Why do System
Failures Occur?
System Conversion (Switch over)
 System conversion focuses on how the new HRIS will be introduced or
implemented
 There are four conversion approaches:
1. Direct Conversion
The old HRIS is turned off, the new HRIS is turned on
2. Parallel Conversion
New software is turned on for a period of time before
the old software is turned off
3. Pilot Conversion
The new system is piloted in a single, pilot location
System Conversion (Switch over)
 System conversion focuses on how the new HRIS will be introduced or
implemented
 There are four conversion approaches:

1. Direct Conversion
The old HRIS is turned off, the new HRIS is turned on

2. Parallel Conversion
New software is turned on for a period of time before
the old software is turned off
System Conversion (Switch over)
3. Pilot Conversion
The new system is piloted in a single, pilot location

4. Phased Conversion
The system is brough online through a series of
functional components
Questions?
Thank You
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