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1、To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. Creating Sustainable Change through Organizational Alignment and Managing an Increasingly Diverse Workforce Febru
2、ary 18, 2008 NASSCOM India Leadership Forum 2008NASSCOM India Leadership Forum 2008 2 Business Events have Huge Change Management Business Events have Huge Change Management ImplicationsImplications Post Merger Post Merger AlignmentAlignment Combines two legacy organizations to realize synergies Inn
3、ovation Innovation & Growth& Growth Focuses on generating new ideas and products OutsourcingOutsourcing Transitions services and transactions to external providers Global Global ExpansionExpansion Sources new markets or talent for top-line growth or for cost arbitrage Change in Change in OwnershipOw
4、nership Alters ownership, priorities of operations and deliverables Technology Technology ImplementatioImplementatio n n Realigns application portfolios, automates transactions Cost Cost OptimizatioOptimizatio n n Reduces costs and associated resources RestructurinRestructurin g g Realign units for
5、better performance &quality TransactionsTransactionsTransformation & ExpansionTransformation & Expansion Commitment: Do we have leadership commitment and stakeholder support?Commitment: Do we have leadership commitment and stakeholder support? Consequence: Are we measuring and rewarding desired beha
6、vior? Consequence: Are we measuring and rewarding desired behavior? Communication : How, what and when should we communicate?Communication : How, what and when should we communicate? Capability: Do we have the resources and capabilities to achieve this?Capability: Do we have the resources and capabi
7、lities to achieve this? Culture/ Org.: What cultural nuances should we take into account?Culture/ Org.: What cultural nuances should we take into account? 3 Change Challenges Clients Typically Face during Change Challenges Clients Typically Face during TransformationTransformation Change challenges/
8、risks Change challenges/risks companies typically experiencecompanies typically experience Recommended best practices Recommended best practices Define success as “get the technology up”, instead of defining success as “end- users adopted desired behaviors” : : Ensure project team and sponsors defin
9、e success as behavior change Clearly define desired behaviors (e.g. “stop/start/continue” doing) Define and track metrics indicating adoption of desired behavior Develop “consequence management” plan to encourage desired behaviors and discourage unwanted behaviors Stakeholders, especially managers,
10、are resistant to the change (e.g. using work- arounds or continue to use old system), or have emotional reactions to the change Conduct a stakeholder analysis to understand which and how employees are impacted, their concerns, how to best address those concerns Develop “whats in it for me” messages
11、tailored to managers and other key stakeholder groups Conduct workshop to support “personal transitions” Develop tailored and timely 2-way communications Insufficient engagement from sponsors and leaders : : Develop strategy for involving sponsors and leaders in leading the change and holding them a
12、ccountable for the results Provide sponsors and leaders with on-boarding and skill-building sessions Hold regular check-ins with sponsors and leaders Insufficient Change Management capability and/or resources on client team Outline the role and required skills of Change Team members and select and f
13、ully staff based on the role profile(s) Provide Change Team with on-boarding and skill-building sessions Hold regular reviews of change management lessons learned 5 The Human Dynamic in ChangeThe Human Dynamic in Change Organization Momentum Time “Change is exciting” “Our company is taking a bold st
14、ep” Fear/uncertainty “What does this mean for me?” “What are my priorities now?” Paralysis “I cant act with all this uncertainty” “My highest priority is to stay on top of the integration news” Adaptation “Train is leaving, I better get on” “Its hard, but we can do it” Commitment “It is the right th
15、ing to do” “ We will succeed” Departure “This is not something I want to be part of” “Ill do what is necessary to survive” Withdrawal Early euphoria 郑州不孕不育医院: 郑州人工授精医院哪家好: 郑州同济医院: 6 7 Engaging Employees Across Diverse GeographiesEngaging Employees Across Diverse Geographies National Culture Organiza
16、tional Culture Values Practices FamilyWorkSchool 8 8 Engaging Employees in TransitionEngaging Employees in Transition Sell the “Whats in it for me?” Motivate employees with the right messages Give employees a reason to care Brand the culture Re-define expectations and commitments Educate and promote the value to employees Sustain employee behavior change Keep the brand alive Actively measure and manage Align programs, communications, and delivery Create a
