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Toprotecttheconfidentialandproprietaryinformationincludedinthismaterial,itmaynotbedisclosedorprovidedtoanythirdpartieswithouttheapprovalofHewittAssociatesLLC.CreatingSustainableChangethroughOrganizationalAlignmentandManaginganIncreasinglyDiverseWorkforceFebruary18,2008NASSCOMIndiaLeadershipForum2008:Dowehaveleadershipcommitmentandstakeholdersupport?Consequence:Arewemeasuringandrewardingdesiredbehavior?Communication:How,whatandwhenshouldwecommunicate?Capability:Dowehavetheresourcesandcapabilitiestoachievethis?Culture/Org.:Whatculturalnuancesshouldwetakeintoaccount?3ChangeChallengesClientsTypicallyFaceduringTransformationChangechallenges/riskscompaniestypicallyexperienceRecommendedbestpractices•Definesuccessas“getthetechnologyup”,insteadofdefiningsuccessas“end-usersadopteddesiredbehaviors”:•Ensureprojectteamandsponsorsdefinesuccessasbehaviorchange•Clearlydefinedesiredbehaviors(e.g.“stop/start/continue”doing)•Defineandtrackmetricsindicatingadoptionofdesiredbehavior•Develop“consequencemanagement”plantoencouragedesiredbehaviorsanddiscourageunwantedbehaviors•Stakeholders,especiallymanagers,areresistanttothechange(e.g.usingwork-aroundsorcontinuetouseoldsystem),orhaveemotionalreactionstothechange•Conductastakeholderanalysistounderstandwhichandhowemployeesareimpacted,theirconcerns,howtobestaddressthoseconcerns•Develop“what’sinitforme”messagestailoredtomanagersandotherkeystakeholdergroups•Conductworkshoptosupport“personaltransitions”•Developtailoredandtimely2-waycommunications•Insufficientengagementfromsponsorsandleaders:•Developstrategyforinvolvingsponsorsandleadersinleadingthechangeandholdingthemaccountablefortheresults•Providesponsorsandleaderswithon-boardingandskill-buildingsessions•Holdregularcheck-inswithsponsorsandleaders•InsufficientChangeManagementcapabilityand/orresourcesonclientteam•OutlinetheroleandrequiredskillsofChangeTeammembersandselectandfullystaffbasedontheroleprofile(s)•ProvideChangeTeamwithon-boardingandskill-buildingsessions•Holdregularreviewsofchangemanagementlessonslearned5TheHumanDynamicinChangeOrganizationMomentumTime•“Changeisexciting”•“Ourcompanyistakingaboldstep”Fear/uncertainty•“Whatdoesthismeanforme?”•“Whataremyprioritiesnow?”Paralysis•“Ican’tactwithallthisuncertainty”•“Myhighestpriorityistostayontopoftheintegrationnews”Adaptation•“Trainisleaving,Ibettergeton”•“It’shard,butwecandoit”Commitment•“Itistherightthingtodo”•“Wewillsucceed”Departure•“ThisisnotsomethingIwanttobepartof”•“I’lldowhatisnecessarytosurvive”WithdrawalEarlyeuphoria67EngagingEmployeesAcrossDiverseGeographiesNationalCultureOrganizationalCultureValuesPracticesFamilyWorkSchool88EngagingEmployeesinTransition•Sellthe“What’sinitforme?”—Motivateemployeeswiththerightmessages—Giveemployeesareasontocare•Brandtheculture—Re-defineexpectationsandcommitments—Educateandpromotethevaluetoemployees•Sustainemployeebehaviorchange—Keepthebrandalive—Activelymeasureandmanage•Alignprograms,communications,anddelivery—Createaconsistentexperience—Reward/reinforcetherightbehaviors9DefinitionofEngagementHowmuchIlikethingshere.HowmuchIwanttoandactuallydoimproveourbusinessresults.EngagementSatisfactionHowmuchIwanttobehere.CommitmentThreekeybehaviorsthatindicatestrongengagementSay!,Stay!,Strive!Engagementisastateofemotionalandintellectualengagement