What is Organizational Change Management (OCM)?
Organizational Change Management (OCM) is a framework designed to provide the emotional support employees need through the change phases. While training plans are critical, they do not address the emotional side of change. To understand OCM it is important to know the differences between "Change" and "Change Management." Change is a movement from one's current state into a transition state that leads to a future state. Change management takes that process one step further and supports the individuals impacted through these phases of change.
It is important to understand that defining the solution is not part of the OCM methodology. Designing, developing and implementing the solution are elements of a project management methodology. Recognizing the need for change and providing necessary emotional supports are elements of an OCM methodology. Both methodologies are required for any project to be successful but are mutually exclusive and parallel.
How will the PMO help with OCM?
- Align leaders on the project. Business leaders tend to focus almost all their attention on "what" needs to be accomplished with a project without focusing on the "why" or the "how." But, when it comes to change, it's the leaders' job not only to lead the way, but also to prepare others. OCM is the application of concrete methodologies. When executives understand the principles of OCM and become advocates for it, that spirit can send positive ripples throughout the organization, increasing support and adoption.
- Use OCM methodologies to support employees. Recent studies show 62 percent of the issues faced during an IT implementation are people related. Change projects that lack OCM can result in transaction errors, operational siloes, and process and system workarounds that hinder progress. OCM is an investment in the company's employees. By providing them with support, training, clear communication and time to focus on the project, they will understand they are the organization's top priority.
- Let employees get their hands dirty. Employees understand the purpose of OCM best when they engage and see it in action. When key employees familiar with the existing systems and processes receive hands-on training and education about the new processes and systems, they can act as trainers for their colleagues, so everyone winds up with a greater understanding of the changes and their expected day-to-day impacts. When employees can think practically about the change process, they are more likely to adapt.
- Create a process for transferring knowledge. Knowledge transfer is a two-part process aimed at making sure the organization can carry out business transformation projects in the future. The first step is for the organization's change personnel to learn how to effectively manage change. The second step is to document what's needed for future change projects, including charting a clear path to achieving goals and creating a checklist of required activities.
- Build an OCM team. Previously OCM practitioners were either subject matter experts with big ideas or diplomats who could facilitate a project and manage relationships. But as technology rapidly evolves, organizations often must go through multiple waves of change; a small training staff aren't always able to keep up. A dedicated OCM team can help support employees who find that change is becoming more of a constant or overwhelming.
What are the OCM Processes?
Change Impact process: map the current and future states (for example, the business processes, culture, mindset, software, technology, climate situation, social norms, policy, or procedures), identify the impacted groups and roles, estimate the level of impact.
Organizational Readiness process: assess change project awareness, support, past change experience, capacity for change.
Training process: standardized employee training plan, template, and tool for planning, tracking, and managing all aspects of their training program. Identify the skills and proficiency gaps for each user, develop training topics, measure progress for each trainee.
Change Champions Management process: work with managers to identify champions, gauge each change champion's level of change experience, communicate with Managers re: Champion's progress.
Stakeholder Assessment and Management process: identify which stakeholders are critical, gauge support or resistance to change, plan for engagement activities.
Manager Coaching process: identify your coaching mentees, learn their level of change competency, create a strategy for each coaching session.
Communications process: understand who your communication audiences are, map out communications for each, decide on delivery channels, prioritize.
Resistance Management process: identify where resistance may occur, learn which stakeholders can have the biggest impact on your project, create a strategy for resolving resistance.
How to Engage and Enroll for Organizational Change Management?
Email: engageIT@maine.gov
Steps to get you signed up: First contact, MOU with statement of work, establish a budget, length of engagement TBD based on project scope. Rate of $85 an hour.