Managing change successfully (3): Planning the change
Author: Debra Cadman
In this guide to managing change successfully, we look at the factors HR teams should consider when planning a change to ensure its success when implemented. This is the third guide in our series on managing change successfully:
- In Managing change successfully (1): The importance of change management we look at why it is important to plan and manage change and the different kinds of change that need to be planned.
- In Managing change successfully (2): The business case we look at how to approach the first step in a change management programme; exploring the business case behind the proposed change.
- In Managing change successfully (4): Embedding the change we explain how to embed a change within your organisation, by communicating with and involving stakeholders.
- In Managing change successfully (5): Evaluation we discuss how to evaluate the impact of a change.
- Planning how a change will be managed is key to the success of any change management project. The HR team should set out the details in a "charter for change" and a project plan. (See How to approach the change project)
- HR should calculate the cost of the change project in conjunction with the finance team. (See Costs)
- When planning the change project, HR should consider timescales for key tasks, drawing on, for example, previous experience of change within the organisation. (See Timescales)
- HR should appoint someone to oversee the change, and they may wish to appoint a change management team. (See Roles and responsibilities)
- HR changes often arise from, or lead to, changes in information technology, so effective collaboration with the IT department will be essential. Technology can also help HR teams to embed a change more successfully, for example through gamification. (See Technology)
- There may need to be a different approach towards implementing the HR change in different areas of the organisation. (See A tailored approach)
- The impact of the change on employees is an essential consideration for HR. (See Human impact)