HR often has the responsibility of managing change within the organization. This 2014 Ohio HR Conference presentation includes best practices in assessing change readiness and strong communications. Kimberlie England, Principal, Findley Davies and Debra Crow, Corporate Communications Manager, The Andersons, discussed how to navigate change, influence employee behavior, and engage managers.

1. Navigating Change: A Proven Model for
Influencing Employee Behavior
2014 Ohio HR Conference
September 17, 2014

2. 2
Change Management
• Change management is a structured process that helps
organizations implement successful change
• This approach focuses on helping employees through a
transition
Without successful change management, organizations face distracted
employees, lost productivity, and turnover of high performers

3. 3
Change Management Model

4. 4
Review
Phases
Questions
to Ask
Story
Telling
Other
Information
Please ask questions throughout the presentation. We are here to have a dialogue
with you.
1
Today’s Presentation
?

5. 5
Phase 1: Assess
• Survey the workforce to understand
their current state of mind
– Include demographic questions to support
your analysis of different needs
• Conduct structured focus groups to
explore barriers
– Use an external facilitator to encourage
richer discussions
• Analyze results and make
recommendations
– How ready is our workforce?
– What do they need to know?

6. 6
Questions to Ask Yourself
• How does your culture support change?
– Does it happen quickly, or are you slow to react?
• How ready is your workforce for change?
• What metrics should we use to define success?
• How can your existing survey results help you
understand current state?
• Do you need more information from focus groups?

7. 7
Stories from the Assess Phase
• Goal was to understand
employees’ current stock
purchasing activity and to
evaluate interest in the
program
• Assembled groups of
managers and employees
to determine whether the
program should be
implemented

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Stories from the Assess Phase
• Goal was to solicit insight
on current performance
management system
• Integrate these opinions
into a new performance
management process
• Discovered culture traits
that will be used during
design and communication
of the new process

9. 9
Global Technology Sample

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Phase 2: Prepare
• Assemble a team of stakeholders
– Determine who has a vested interest
– This group becomes your advocates
for change
• Facilitate a planning session
– Goals are to:
• Reach consensus
• Develop the change management strategy
• Gain stakeholder support of the
change management strategy

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Questions to Ask Yourself
• What key stakeholders would you assemble for planning
sessions?
– Define audiences
– Draft key messages
– Determine channels
– Develop timeline
• What barriers to change exist?
• Who will be the supporters or champions of the change?
• Do you want to test any components of the strategy
(for example, use a pilot group)?

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Questions We Need to Ask
Motivation Audience Message Method
What are we trying
to get the
recipients to do?
Understand
Support Initiative
Change behavior
Who are we trying
to impact?
Internal audience
• line worker
• manager
• f-t/p-t
External
• investors
• recruitment
• customers
What do we want
them to know,
remember, act
upon?
Key points
Action oriented
Information
Clarification
What channel will
we used to
communicate?
E-mails
News Releases
Face-to-face
On-line/phone
Letters

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A Tool to Prepare: Compression Planning
• Facilitation technique to get results quickly
• Use this process to develop the
change management strategy
• Begin the session with the
data you collected during the
Assessment phase

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Let’s Give it a Try!
What are the biggest
barriers to change at
your organization?
Pick the top 2
How can we overcome
these barriers?

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Stories from the Prepare Phase
• Determine audience
• What is important for them to think, feel, or do
• What you are going to say to encourage that behavior

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Other Considerations for the Strategy
Questions to Explore Where it Impacts the Strategy
What other changes are happening at
your organization?
Timeline: When should the change be
introduced
How are your employees feeling about
the pace of change at your
organization?
Timeline: How quickly can you expect
changes
What do employees need to accept
the change?
Communication: What messages
should you send
Resources: Where can they go for help
What do you define as “success”? Measurements

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Phase 3: Create
• Write clear communications to motivate
change
– Answer the “why” and “what’s in it for me”
• Design materials that reinforce the brand
message
• Reach all audiences using a variety of
channels
– How do employees like receiving information?
• Provide managers with the tools to
lead the change
– Define a manager’s role as a
communicator

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Questions to Ask Yourself
• What channels work best for your organization?
• What image do you want to project with these
communications?
• How will the materials be used (for example, new hire
orientation, one-time campaign, manager toolkit)?

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Engaging Managers

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Stories from the Create Phase

21. 21
CEO Communications

22. 22
Stories from the Create Phase

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Phase 4: Reinforce
• Employees begin to embrace change
– Acceptance has begun
• Measure change; revise or repeat key
messages
– Understand why others are being
left behind
– Find out what else you need to
sustain change
• As more employees embrace change,
successful and lasting changes become
the “New Normal”

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Questions to Ask Yourself
• How can we measure progress toward the objectives?
• What channels can we use to create a dialogue with
teammates?
• How will new employees and mangers be supported?

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How to know what your employees prefer

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Stories from the Reinforce Phase
26
The benefits information was mailed to everyone’s home.
Receiving the printed information at
home made it convenient to review
and consider my plan choices
I would have preferred to receive
materials at work instead of
mailed to my home
80%
20%

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Stories from the Reinforce Phase

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Stories from the Reinforce Phase
28
Consumer Plan
Enrollment
Consumer Traditional
78 72 68 57
22 28 32 43
2011 2012 2013 2014
$1,184
$1,387 $1,402
$1,500
$1,400
$1,300
$1,200
$1,100
$1,000
Avg HSA contribution
2011 2012 2013

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Stories from the Reinforce Phase

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Ways to Overcome Common Pitfalls
• Determine what employees know
– Do they consider the changes complex?
– What perceptions exist about the change?
– How does your culture support change?
• Use a variety of channels
• Personalize whenever possible answering “What does
this mean to me?”
• Develop a consistent brand that conveys key messages
• Involve managers in the change management process
– Ask for their input
– Provide them tools to communicate effectively

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Are you considering this type of change?
• Implementing a new computer system
• Starting a new performance management process
• Changing the food in your vending machines or ceasing
to provide soda
• Emphasizing safety at your organization
• Changing a vacation policy
• Acquiring or merging with a new organization

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Benefits to your Organization
Increased productivity and lower turnover
Improved focus on organizational goals
Maximized use of technology
Higher teammate satisfaction and engagement levels
Higher employee satisfaction and engagement levels

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Questions?
Kimberlie England
Principal, Change Management
Findley Davies Inc.
419-327-4109
kengland@findleydavies.com
Debra Crow
Corporate Communications Manager
The Andersons, Inc.
419-891-6483
Debra_Crow@AndersonsInc.com