Model for change

"If you want to make enemies, try to change something"  Woodrow Wilson

Has your HR Function found it difficult to make the changes it needs to - for some reason it just isn't happening like it says it should in your Change Manual?  Well you're not alone - research shows that whilst most HR Functions are doing some type of change most are struggling to make it work because they lack the profile, capability and influence to make the changes needed.

At CourageousHR our approach to change is pretty stratightforward and it works! 

• Accepting that change is inevitable is the first step.
• The second step is being able to manage it - rather than it controlling you. 

Here is what we do and how we do it :

Measure the current state:  Agree the “Steady State” metrics;  Understand the existing situation through those metrics; Understand stakeholder requirements; Agree the costs and benefits of the current state 

Create a vision for the future: Draw upon a range of sources for inspiration; Link the organisational strategy to the vision; Understand the strategic and tactical talent management reasons for change; Be wary of best practice, use it only as a guide; Clarity and communication are critical.

Design for the future: 
Create a plan that takes the organisation from its current state to its vision state; Build in clear “Design” metrics – both milestones and final objectives; Ensure that the organisational infrastructure (IT, MIS, specialist skills, reward & recognition programmes, training programmes etc) can support the vision and if not, build those changes into the plan; Recognise the need to balance the costs of the Design with the expected benefits it will bring; Recognise that change requires both mindset and behaviour alterations – telling people why they need to change is not enough, you have to show them what to do (often frequently); Involve all stakeholders all of the time; Make 2 way communications integral and ongoing

 Purposeful Implementation: Assign clear ownership and authority to implement; Hold plan owners accountable and reward achievement; Keep focused on the future state; Where necessary make tough decisions but implement with consideration (watch out for the “survivor syndrome”); Involve middle management at all times; Recognise that significant change can take years to be successful 

Seek continuous improvement: Evaluate the Design and Steady State metrics and use the results to modify the design; Continually monitor the impact on customers, employees and key stakeholders (“what gets measured gets acted upon”).

We know you're doing some type of change so why not give us a  us a call and you never know we may be able to help you out!