Access Exclusive, Trusted HR News & Resources >>> New Professional Members Save $20 Today
We asked HR professionals to tell us about their time in HR. Here are their stories.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Set yourself up for success with virtual SHRM-CP/SHRM-SCP Certification Prep Seminars.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Innovative approaches for change management
ATLANTA—When it comes to implementing new HR technologies, change is never simple. But it can be easier if you decide on a strategy first.
So said two presenters during a seminar on change management and technology adoption at the International Association for Human Resource Information Management (IHRIM) annual conference earlier this month.
During the session, nearly half of attendees said their organizations were either considering adopting new technologies or were currently in the middle of an HR technology system implementation. A third of attendees said they were responsible for change management at their organizations.
The session, “Innovative Approaches for Change Management to Drive Successful HR Technology Transformations,” was led by Aon Hewitt partner Michael Martin and Aon Hewitt organization development and change management consulting lead Jennifer Baker.
Session attendees were from organizations as diverse as NASA, Kaiser Permanente, Home Depot and Ingersoll Rand.
Attendees were told that it isn’t enough to simply inform employees that change is coming. Instead, it is better to get their input and make them feel part of that change—even though many may be accustomed to regular changes in the technology they use in their everyday lives, like on websites and social apps.
Martin and Baker’s list of change management essentials when implementing a new HR technology system were:
Keep in mind that “new systems don’t impact everyone in the same way,” Martin said. The presenters also said that leaders should be actively demonstrating the desired behaviors associated with the change. Additionally, there should be clear alignment between the program’s objectives and business drivers.
Have answers to such questions as: “Why are we doing this? Why is HR spending all of our money on HR technology?” Martin said. These questions should be answered clearly by those implementing the change. Identifying stakeholders and making sure they are engaged and on board with the new technology implementation is critical.
“Identify who the stakeholders are and … build a plan to manage stakeholders. Cultural aspects will have to be considered, too,” he said. “[Especially] for a global company.”
For new HR system implementations, the learning materials for end users should be simple and easy to understand. “You need to remember communication and training, of course,” he said.
Citing a study by Harvard, Martin said that “93 percent of organizations [that] have used communication without a comprehensive change-management strategy abandoned their initiative within eight to 12 months without significant success.”
Many companies have their projects delayed, he said, because of a delay in user adoption.
“Change management isn’t about sending an e-mail [and] saying ‘I’ve built awareness,’ ” Baker added. “Nowadays, employees don’t want you to send them an e-mail. They want the e-mail at point of action. They’re looking for in-the-moment help. That help may occur at any time of the day. The evolution of change management has evolved from training manuals to on-demand in-the-moment preparedness,” she said.
“Change behavior requires addressing four common employee responses,” Baker said, “and HR should make sure they are aware that people have four common responses to change:”
“What do you need to do to recognize positive behavior and have the outcomes outlined?” Baker asked.
“As you think about these four responses to change,” she continued, “consider the eight levers of change.” The first two are:
Leadership and Stakeholder Management. “Give leaders the tools to help make sure, from an end-user perspective, that individuals who are going to use the system have been engaged in the implementation of the system so [they] understand how to navigate through it or provide feedback on it,” Baker said.
Communication and Measurement. “If you send an e-mail six weeks out and don’t communicate with [employees again] until implementation, they won’t remember that.” Don’t forget to measure the outcome and tie that into your direct strategy in order to build momentum, she said.
Staffing Capability and Capacity. For all workers using the new technology who will be doing something different, consider whether they have the skills and time to do what the new technology will force them to do. How do you ready these employees so they can successfully take on new positions and tasks? “Analyze the future state of what that person will do once the new software goes live,” Baker said.
Policies, Processes, and Performance and Goals. “Make sure your policies and processes are not in conflict with what you’re asking people to do,” Baker said. As for performance and goals, “Get friends who are stakeholders,” she said. Make sure you have a common success measure or goal to “make sure the ball doesn’t get dropped,” she said.
Aliah D. Wright is an online editor/manager for SHRM.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Apply for the SHRM-CP or SHRM-SCP Exams
SHRM’s HR Vendor Directory contains over 3,200 companies