© 2015 Nakisa Inc. All rights reserved.
Managing change duringreorganization
#NakisaHCM
© 2015 Nakisa Inc. All rights reserved. 2
Providing solutions
since 2001
Headquartered in Canada
Leader in HCM and
Financi...
3© 2015 Nakisa Inc. All rights reserved.
HCM Technology & Transformation Solutions
We help you design for integrated human...
© 2015 Nakisa Inc. All rights reserved. 4
Key business trends
Leading the change
Nakisa solutions
Key takeaways and recomm...
© 2015 Nakisa Inc. All rights reserved. 5
Key Business Trends
#NakisaHCM
6© 2015 Nakisa Inc. All rights reserved.
Current business challenges
• Human Capital
• Operational Excellence
• Innovation...
7© 2015 Nakisa Inc. All rights reserved.
01
02
03
04 05
Which strategic initiatives are HR executives
most focused on?
© 2...
© 2015 Nakisa Inc. All rights reserved. 8
Why change management?
#NakisaHCM
9© 2015 Nakisa Inc. All rights reserved.
Process
When is change management needed?
Process
People
StructureCulture
Systems...
10© 2015 Nakisa Inc. All rights reserved.
Organizational models
Culture
• Client and field driven
• Variation: “have it yo...
11© 2015 Nakisa Inc. All rights reserved.
What is change
management?
Definition: The process, tools and
techniques to mana...
12© 2015 Nakisa Inc. All rights reserved.
Change management process and tools
#NakisaHCM
13© 2015 Nakisa Inc. All rights reserved.
Solution is designed, developed
and delivered effectively
(Technical side)
Solut...
14© 2015 Nakisa Inc. All rights reserved.
The Goal of change management
Address and manage the natural human dynamics of c...
15© 2015 Nakisa Inc. All rights reserved.
Why change management fails
• Lack of clarity in purpose
• Lack of transparency
...
16© 2015 Nakisa Inc. All rights reserved. 16
Leading the change
“It is not the strongest of the species that survives, nor...
17© 2015 Nakisa Inc. All rights reserved.
Establishing
a sense of
urgency Forming a
powerful
guiding
coalition
Creating a
...
18© 2015 Nakisa Inc. All rights reserved.
Leading change
From minor to major transformation
 Department
alignment
 New m...
19© 2015 Nakisa Inc. All rights reserved.
Leading change
Change impacts the entire business
Process
People
Structure
Cultu...
20© 2015 Nakisa Inc. All rights reserved.
Assessing current state
What’s working What isn’t working Potential barriers
Str...
21© 2015 Nakisa Inc. All rights reserved.
Analyzing the gap between present & future business reality
Current Business
Mod...
22© 2015 Nakisa Inc. All rights reserved.
Risk Management Curve
Continuous Improvement
Transformational
High Risk
• Risk o...
© 2015 Nakisa Inc. All rights reserved.
Leadership across all levels is key
“The character of an organization’s leadership...
24© 2015 Nakisa Inc. All rights reserved.
Importance of executive sponsors
36% 40%
73%
85%
0%
10%
20%
30%
40%
50%
60%
70%
...
25© 2015 Nakisa Inc. All rights reserved.
Key executive sponsor responsibilities
The Prosci® Project Change Triangle (PCT)...
26© 2015 Nakisa Inc. All rights reserved.
Communicate directly and often
Participants identified senior business leaders a...
27© 2015 Nakisa Inc. All rights reserved.
Are you
ready for
change?
27© 2015 Nakisa Inc. All rights reserved.#NakisaHCM
It’s all about Human Capital
 HR asked to provide business value
 Effective management of change
© 2015 Nakisa Inc. All ...
29© 2015 Nakisa Inc. All rights reserved.
To do list for successful change management
Model differential scenarios
Define ...
30© 2015 Nakisa Inc. All rights reserved.
What does this mean for HCM?
Aggregated macro views of
organization
Strategic pl...
31© 2015 Nakisa Inc. All rights reserved. 31
Nakisa’s Strategic Organizational Design Accelerator
#NakisaHCM
32© 2015 Nakisa Inc. All rights reserved.
Strategic Organizational Design Accelerator
Enabling strategic change
• High lev...
33© 2015 Nakisa Inc. All rights reserved.
Strategic Organizational Design
Key features
#NakisaHCM
• Collaborative “scratch...
34© 2015 Nakisa Inc. All rights reserved.
Strategic Organizational Design Accelerator
Cascading responsibility, more granu...
35© 2015 Nakisa Inc. All rights reserved. 35
ABCCompany has embarked on a global imitative to transform from a Product sty...
36© 2015 Nakisa Inc. All rights reserved.
VP/
LOB
Mangers
HRAdm/ManagerHR Compliance
Central
re-org
team
Executive
SVP/
VP...
37© 2015 Nakisa Inc. All rights reserved.
Strategic Organizational Design Accelerator
Business Scenario: organizational de...
38© 2015 Nakisa Inc. All rights reserved.
People
Strategic Organizational Design Accelerator
Benefits
• Create & compare o...
© 2015 Nakisa Inc. All rights reserved. 39#NakisaHCM
Key takeaways and recommendations
40© 2015 Nakisa Inc. All rights reserved.
Key takeaways
 Model differential scenarios
 Define clear business outcomes
 ...
© 2015 Nakisa Inc. All rights reserved.
Thank you! Questions?
#NakisaHCM
Please contact us at nakisa@nakisa.com
Book a dem...
42© 2015 Nakisa Inc. All rights reserved.
Useful resources
CONNECT with us on Twitter,
LinkedIn, Facebook, YouTube, and
Go...
43© 2015 Nakisa Inc. All rights reserved. 43
Providing solutions
since 2001
Headquartered in Canada
Leader in HCM and
Fina...
of 43

Managing change during reorganization

To meet the challenges of economic fluctuations, demanding competitive environments, and aggressive market conditions, companies need to be continuously evolving and adapting. Supporting the evolution are change management processes that focus on processes, structures, talent strategies and their alignment to the business realities. Change management involves tried and tested methodologies, supported by robust HCM technology to evaluate scenarios, monitor impact and embrace change with flexibility, clarity and efficiency.
Published on: Mar 3, 2016
Published in: Recruiting & HR      
Source: www.slideshare.net


Transcripts - Managing change during reorganization

  • 1. © 2015 Nakisa Inc. All rights reserved. Managing change duringreorganization #NakisaHCM
  • 2. © 2015 Nakisa Inc. All rights reserved. 2 Providing solutions since 2001 Headquartered in Canada Leader in HCM and Financial Solutions 700+ enterprise customers subscribers 4M+ Available in languages 18 Utilized in 125 countries Caters to 24+ industries @NakisaInc #NakisaHCM #NakisaHCM
  • 3. 3© 2015 Nakisa Inc. All rights reserved. HCM Technology & Transformation Solutions We help you design for integrated human capital management Strategic services for iHCM program, process and change planning We implement with excellence Implementation services using our proven 4LENSES APPROACH® We help clients optimize and take it to the next level Support services to drive adoption, optimization and business value Implementing the best in HCM technologies since 2006 Certified implementation partner for best-of-breed HCM Suites We help clients build and maintain job content for an integrated world Today’s integrated HCMS platforms require scalable job content that transcends the HR functions. JDMS® combines best practice competency and job design methods with our own SaaS-based content development engine (integrates with all HCM platforms) With 45+ healthcare clients and counting we know healthcare! Helping healthcare achieve regulatory compliance, patient satisfaction and efficiency through process, content and technology accelerators
  • 4. © 2015 Nakisa Inc. All rights reserved. 4 Key business trends Leading the change Nakisa solutions Key takeaways and recommendations Agenda #NakisaHCM Why change management?
  • 5. © 2015 Nakisa Inc. All rights reserved. 5 Key Business Trends #NakisaHCM
  • 6. 6© 2015 Nakisa Inc. All rights reserved. Current business challenges • Human Capital • Operational Excellence • Innovation • Customer Relationships • Global Political/Economic Risk • Government Regulation • Global Expansion • Corporate Brand and Reputation • Sustainability • Trust in Business © 2015 Nakisa Inc. All rights reserved.#NakisaHCM
  • 7. 7© 2015 Nakisa Inc. All rights reserved. 01 02 03 04 05 Which strategic initiatives are HR executives most focused on? © 2015 Nakisa Inc. All rights reserved.#NakisaHCM
  • 8. © 2015 Nakisa Inc. All rights reserved. 8 Why change management? #NakisaHCM
  • 9. 9© 2015 Nakisa Inc. All rights reserved. Process When is change management needed? Process People StructureCulture Systems #NakisaHCM
  • 10. 10© 2015 Nakisa Inc. All rights reserved. Organizational models Culture • Client and field driven • Variation: “have it your way” mindset IT • Customer database linking internal & external information • Knowledge bases built around experience Core Processes • Client Acquisition • Solution driven • flexible procedures Mgmt systems • Revenue and share of wallet driven • Rewards based on client feedback • Lifetime value of client analysis Organization • Entrepreneurial client teams • High skills in the field Customer Intimacy Product Leadership Culture • Concept, future driven • Variation: “out of the box” Mindset • Attack, go for it win IT • Person to person communication systems • Technologies enabling cooperation and knowledge management Core Processes • Invention, commercial. • Market exploitation • Disjoint work procedures Mgmt systems • Decisive, risk oriented • Reward individuals’ innovation capacity • Product life cycle profitability Organization • Ad hoc, organic and cellular • High skills abound in loose knit structures Culture • Disciplined teamwork • Process focused • Conformance, “one size fits all” mindset IT • Customer database linking internal & external information • Knowledge bases built around experience Core Processes • Product delivery and basic service cycle • Built on standard, no frills fixed assets Mgmt systems • Command and control • Compensation fixed to cost and quality • Transaction profitability tracking Organization • Centralized functions • High skills at he core of the organization Operations Excellence #NakisaHCM
  • 11. 11© 2015 Nakisa Inc. All rights reserved. What is change management? Definition: The process, tools and techniques to manage the people side of change to achieve the required business results • A process used by project teams to manage the people side of the change process • A management competency • A strategic capability © 2015 Nakisa Inc. All rights reserved.#NakisaHCM
  • 12. 12© 2015 Nakisa Inc. All rights reserved. Change management process and tools #NakisaHCM
  • 13. 13© 2015 Nakisa Inc. All rights reserved. Solution is designed, developed and delivered effectively (Technical side) Solution is embraced, adopted and utilized effectively (People side) + Project management and change management have a joint value proposition oriented toward business results = Success Current state Transition state Future state Project management Change management Integrating change management & project management #NakisaHCM
  • 14. 14© 2015 Nakisa Inc. All rights reserved. The Goal of change management Address and manage the natural human dynamics of change to achieve better stakeholder buy-in and facilitate a smoother and more effective transition. #NakisaHCM
  • 15. 15© 2015 Nakisa Inc. All rights reserved. Why change management fails • Lack of clarity in purpose • Lack of transparency • Lack of focus • Misalignment with strategic goals • Ineffective communications • Insufficient employee involvement © 2015 Nakisa Inc. All rights reserved.#NakisaHCM
  • 16. 16© 2015 Nakisa Inc. All rights reserved. 16 Leading the change “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” - Charles Darwin #NakisaHCM
  • 17. 17© 2015 Nakisa Inc. All rights reserved. Establishing a sense of urgency Forming a powerful guiding coalition Creating a vision Communicating the vision Empowering others to act on the vision Planning for and creating short-wins Consolidating improvements and producing still more change Institutionali- zing new approaches Transforming organization process #NakisaHCM
  • 18. 18© 2015 Nakisa Inc. All rights reserved. Leading change From minor to major transformation  Department alignment  New management  Consolidations  New retail stores  Consolidation of development offices  Opening new markets  Consolidation of supply chains  Realign to new culture  Moving to new operating model  Right sizing of major levels #NakisaHCM
  • 19. 19© 2015 Nakisa Inc. All rights reserved. Leading change Change impacts the entire business Process People Structure Culture What do you need to accelerate this process? What do you need to ensure the result is accurate? Systems #NakisaHCM
  • 20. 20© 2015 Nakisa Inc. All rights reserved. Assessing current state What’s working What isn’t working Potential barriers Structure Process People Culture impact Systems #NakisaHCM
  • 21. 21© 2015 Nakisa Inc. All rights reserved. Analyzing the gap between present & future business reality Current Business Model New Business Model Strategic Human Resource Plan Change Gap Analysis { { External Factors Internal Factors #NakisaHCM
  • 22. 22© 2015 Nakisa Inc. All rights reserved. Risk Management Curve Continuous Improvement Transformational High Risk • Risk of failure: 5 – 10% • Risk of failure: 20 – 35% • Risk of failure: 35 – 50%+ Incremental • Risk of failure: 10 – 20% ChangeMgmt.Investment* Implementation Risk 0 5 - 10% 10 – 17.5% 17.5 - 25%+ 0 – 5% * % Project Budget to Add for CM/C Common Implementation Risks  Complexity of Change  Readiness to Manage Change  Change Impact on Users  Compressed Schedule  Competing Initiatives  History of Failed Implementations  Resource Gaps (Team, Budget)  Insufficient Motivation for Change #NakisaHCM
  • 23. © 2015 Nakisa Inc. All rights reserved. Leadership across all levels is key “The character of an organization’s leadership determines a company’s destiny.” Forbes “Men make history and not the other way around. In periods where there is no leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to change things for the better.” Harry S. Truman #NakisaHCM
  • 24. 24© 2015 Nakisa Inc. All rights reserved. Importance of executive sponsors 36% 40% 73% 85% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Sponsor was very ineffective (average score < 2) Sponsor was ineffective (average score between 2 and 3) Sponsor was effective (average score between 3 and 4) Sponsor was very effective (average score between 4 and 5) Correlation of sponsor effectiveness to meeting project objectives Sponsor effective rating average Percentofrespondentsthatmet orexceededprojectobjectives © Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report #NakisaHCM
  • 25. 25© 2015 Nakisa Inc. All rights reserved. Key executive sponsor responsibilities The Prosci® Project Change Triangle (PCT) is a trademark of Prosci, Inc. All rights reserved. Resources Strategy and scope Timing and dates Executive decisions Executive actions Active and visible participation Direct communication Coalition building Leadership/ Sponsorship Project Management Change Management Projects meet objectives Projects finish on time and on budget Return on investment (ROI) realized #NakisaHCM
  • 26. 26© 2015 Nakisa Inc. All rights reserved. Communicate directly and often Participants identified senior business leaders as the preferred senders of messages about the business reasons for the change 0% 10% 20% 30% 40% 50% 60% 70% 80% Other Change management team leader Change management team member Project team leader Project team member Human Resources representative The employee's supervisor Department head Senior manager Executive manager CEO/President Percent of respondents Business messages Personal messages © Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report #NakisaHCM
  • 27. 27© 2015 Nakisa Inc. All rights reserved. Are you ready for change? 27© 2015 Nakisa Inc. All rights reserved.#NakisaHCM
  • 28. It’s all about Human Capital  HR asked to provide business value  Effective management of change © 2015 Nakisa Inc. All rights reserved.#NakisaHCM
  • 29. 29© 2015 Nakisa Inc. All rights reserved. To do list for successful change management Model differential scenarios Define clear business outcomes Know your talent Collaborate and manage change throughout the company #NakisaHCM
  • 30. 30© 2015 Nakisa Inc. All rights reserved. What does this mean for HCM? Aggregated macro views of organization Strategic planning, design capabilities Collaboration, transparency and objective-based Cascading views, functionality, objectives from macro to micro #NakisaHCM
  • 31. 31© 2015 Nakisa Inc. All rights reserved. 31 Nakisa’s Strategic Organizational Design Accelerator #NakisaHCM
  • 32. 32© 2015 Nakisa Inc. All rights reserved. Strategic Organizational Design Accelerator Enabling strategic change • High level reorganization and strategic planning tool • Macro views and analytics • Macro planning functionality • Model and compare • Objectives planning #NakisaHCM
  • 33. 33© 2015 Nakisa Inc. All rights reserved. Strategic Organizational Design Key features #NakisaHCM • Collaborative “scratch pad” for design • Assessment and comparison functions • Complex analytics (e.g. SOC, depth, fully loaded costs) • Merge/Split, Grown/Shrink • Copy/clone or import by template • Set and monitor cascading targets • Integrated cascading workflow • Export models and distribute • Gain employee buy-in
  • 34. 34© 2015 Nakisa Inc. All rights reserved. Strategic Organizational Design Accelerator Cascading responsibility, more granular functionality • Re-Organization Cascading Responsibility Assignment • More granular re-org functionality base on level • Granular analytics, Objectives inherited from top level • Changes roll-up to strategic level #NakisaHCM
  • 35. 35© 2015 Nakisa Inc. All rights reserved. 35 ABCCompany has embarked on a global imitative to transform from a Product style organization to a Consulting style organization. Pursuant to this goal a complete shake-up of company structure is required. A design team has been assembled to model proposed high-level structures, and based on selection to design and assign cascading targets for business unit senior VP’s. Solution demonstration Story Flow #NakisaHCM
  • 36. 36© 2015 Nakisa Inc. All rights reserved. VP/ LOB Mangers HRAdm/ManagerHR Compliance Central re-org team Executive SVP/ VP HR ProfessionalExecutive SVP/ VP Central re-org team 1 2 3 4 5 Large-scale re-org plan with cascading assignments • Multi-step process with many actors • Top level assessment and BU planning • Set the objectives and KPIs • Cascading objectives to LOB managers/HR • Approval review and sign-off • HR compliance and write-back #NakisaHCM
  • 37. 37© 2015 Nakisa Inc. All rights reserved. Strategic Organizational Design Accelerator Business Scenario: organizational design, assess & benchmark  Define, assess and benchmark Organizational Design principles across the organization  Establish OD standards for your organization  View/Assess organizations based on these standards  Use these standard in all org change processes  Track critical OD metrics such as:  Span of Control  Layers, Depth  Pay Ratio Reporting  Use industry benchmarks in your analysis  Set targets and monitor
  • 38. 38© 2015 Nakisa Inc. All rights reserved. People Strategic Organizational Design Accelerator Benefits • Create & compare org structures • Gain deep analytical insight • Merge, cleanse & align • Rearrange structures and objectives • Set cascading designs and objectives • Share & collaborate ROI Value-accelerated HR  Realize value of ReOrg  Improve clarity of talent strength & quality  Reduce uncertainty & flux, enhance retention  Reduce time & resources  Improve stakeholder buy-in #NakisaHCM
  • 39. © 2015 Nakisa Inc. All rights reserved. 39#NakisaHCM Key takeaways and recommendations
  • 40. 40© 2015 Nakisa Inc. All rights reserved. Key takeaways  Model differential scenarios  Define clear business outcomes  Design the communication and training strategy to empower people to embrace the change  Know your talent  Collaborate and manage change throughout the company Nakisa has all the tools to assist! #NakisaHCM
  • 41. © 2015 Nakisa Inc. All rights reserved. Thank you! Questions? #NakisaHCM Please contact us at nakisa@nakisa.com Book a demo now! http://www.nakisa.com/demo-request-form
  • 42. 42© 2015 Nakisa Inc. All rights reserved. Useful resources CONNECT with us on Twitter, LinkedIn, Facebook, YouTube, and Google+ for the latest news & events. WATCH The organizational and talent management demo sneak peeks videos youtube.com/user/nakisa BOOK a personalized product demonstration: nakisa@nakisa.com VISIT the Nakisa Resource center for on-demand webinars, solution briefs, case studies, whitepapers & more. nakisa.com/resources VISIT the Nakisa Accelerators web page: nakisa.com/accelerators #NakisaHCM
  • 43. 43© 2015 Nakisa Inc. All rights reserved. 43 Providing solutions since 2001 Headquartered in Canada Leader in HCM and Financial Solutions 700+ enterprise customers subscribers 4M+ Available in languages 18 Utilized in 125 countries Caters to 24+ industries @NakisaInc #NakisaHCM #NakisaHCM

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