These pages have now been updated and moved to SharePoint. Please visit the new Managing Organisational Change pages through the link below.
Managing Organisational Change SharePoint
A simplified version of the content can be found below and you can also read the attached PDF which includes associated images and graphics
Managing Organisational Change.
Organisational change is the process of shifting an organisation’s structure or other significant elements, such as processes, to improve operations and meet challenges being faced now and/or expected to occur in the future.
Successful change depends on all those involved and/or impacted by the change being engaged in the process with the effective changes properly planned and communicated.
These pages will guide you through each of the stages of organisational change and factors which should be taken into consideration.
Every organisation will experience change, and there can be many drivers for these changes including:
- Growth opportunities
- Financial, including economic downturns and challenging budgets
- Change in strategic objectives
- Technological developments
Examples of Change:
- Transformational Change*
- Behavioural/Culture Change
- Adoption of new technology/systems
- Restructuring a team/service*
- Establishment of new post(s)*
- Redesign/disestablishment of existing post(s)*
- Employee change between Cluster*
*Delegated authority approval will be required when considering one, or a combination, of those asterisked changes in the list above and the delegated authority requirements of the Org Change Process v2.0 Quick Guide should be followed in these cases.
Roles in Change Management
| Role | Description | Change Management Tool(s) |
| Sponsor of the Change | Provide active and visible sponsorship and commitment to the change. They provide visibility and credibility and ensure the business reasons for the change are promoted. | Adoption & Change Management Plan
|
| Change Practitioner | Ensures communications and training and acts as a Change Agent Network. | Adoption & Change Management Plan
|
| People Manager | Ensure communications and training and key influencers, they know their teams and can support personal impact of change. | CLARC Model / Adoption & Change Management Plan
|
| Project Manager | Provide solutions and subject matter expert on driving the project, with focus on design, development and delivery including budget. | Adoption & Change Management Plan and Project Plan
|
| Employee personally impacted by the Change | Employees undergoing change must understand it and understand their response and barriers to change, must receive communication to enable them to understand the change. | Change Management Course |
Good change management will often have additional roles or tasks such as:
- Business Analyst
- People and Organisational Development
- Subject Matter Experts
- Communications
- Training
The Role of People Managers
People Managers are critical to the success of any change initiative. Prosci* research shows that people managers have the following five unique and important roles to play during times of change which are presented as The CLARC Model. Fulfilling each of these CLARC roles enables a people manager to have a positive impact on each individual’s journey through each stage of the ADKAR Change Model which is described further – add link
The CLARC Model
C – Communicator
Share personal impact messages direct with teams about the change. The People Manager builds awareness of the need for change within their team.
- What does this change mean to me?
- What’s in it for me?
- Why should I get on board?
- What are we doing this?
L – Liaison
Engage with and support the project team. The People Manager liaises between employees and the project team, they provide feedback and concerns during implementation in order to influence reinforcement to sustain the change.
A – Advocate
Demonstrate support for the change. The People Manager influences desire to participate and support the change. Employees look to their manger for direct messages about the change. If a People Manager is not seen to support the change their employees are more likely not to.
R – Resistance Manager
Identify and mitigate resistance to change. The People Manager can influence their employees desire to support a change as well as reinforcement to sustain the change. People Managers will know their employees and recognise resistance within the group and can identify barriers so they can then look at solutions.
C – Coach
Help employees through the change process. The People Manager can coach their employees through the change ensuring the necessary information, knowledge and support is provided and any training is identified to enable the change, as well as ensuring employees have the ability to implement the desired skills and behaviours.
How People React to Change
It is important to recognise that everyone deals with or reacts to change in their own different way. This can depend on the actual or expected impact of the change on them personally.
There are numerous models which reflect how individuals are impacted during change. We have identified the Kubler-Ross change curve; a popular model, which sets out the stages of change people can go through- with indicators at the side for how to minimise impact and help people through the change process.
Using a planned approach to your change, using tools like those covered below, has the benefit of enabling you to successfully identify all the individuals who are in scope and potentially impacted by the change.
Our Adoption and Change Management (ACM) tool will support you in identifying where, when and how you can effectively engage these groups and support them positively throughout the change process. Early engagement often both improves the change as well as having a better change journey. This engagement can identify early adopters who can positively influence and support those who are within the impacted group.
There may be the potential for resistance in any change process, this is a normal human response, however, we can better manage and understand this by applying effective change management from the start of a project or initiative. This includes building trust through clear communication, engagement and co-creation of the change.
Effective change management requires the identification of root causes of any resistance, to truly understand it.
The Organisational Change Process
The Organisational Change Process consists of the above 4 stages. It is important to manage your organisational change in line with these to maximise positive outcomes for everyone involved. At each stage there are recommended core steps, and the Adoption and Change Management (ACM) Toolkit will support you throughout the process in planning and delivering successful change.
During the change process there may be a need for job evaluation and/or a formal delegated authority staff business case depending on the change and direct impact on employees – these requirements are primarily considered under stage 2 and stage 3 of the process and where applicable additional steps apply.
In addition, there are links to guidance on Delegated Authority Staff Business Cases (where you will also find more information about ‘Business Case Gateway Checks’ which ensure people and budgetary implications are fully considered and scrutinised at a corporate level), job evaluation and formal consultation.
Your P&OD Advisor can support you throughout, providing advice on undertaking each stage specific to your proposed change.
ADD LINKS TO OTHER OCD PAGES
Additional links
ACC Learn – Change Management Training
People Anytime – Talent and Recruitment
Trade Union Representatives – SharePoint
Contact an advisor from the Organisational Change & Design team for further guidance and support on the process and tools. The team will be able to advise whether Delegated Authority Approval, e.g. via Business Case, is required for your change (see more detail under the Organisational Design Process section below), and including your Finance contact in discussions is also critical at an early stage, to ensure that financial viability and best value will be sustained throughout the change process.
Additional Organisational Change Pages
Adoption and Change Management Toolkit
Delegated Authority Staff Business Cases