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CSC - Change Management Guidebook v2 PDF
CSC - Change Management Guidebook v2 PDF
Transforming Organisations
The developmetnt and printing of this knowledge product was made possible through the
support of the Australian Government through the Philippines Australia Human Resource and
Organisational Development Facility (PAHRODF).
PAHRODF encourages the use, translation, adaptation and copying of this material with
appropriate credit given to the Facility and its partner organisation/s.
Although Although reasonable care has been taken in the preparation of this material, neither the
publisher and/or contributor can accept any liability for any consequence arising from the use thereof
or from any information contained herein.
First printed and bound 2016 in Manila, Philippines. Second printing in 2017.
Published by:
Philippines Australia Human Resource and Organisational Development Facility (PAHRODF)
Level 3, JMT Building, ADB Avenue
Ortigas, Pasig City
Tel. No: (632) 638-9686
Email: [email protected]
Website: www.pahrodf.org.ph
CSC INTEGRATING FRAMEWORK OF A CHANGE MANAGEMENT PROGRAM
TABLE OF CONTENTS
Purpose of this Guidebook 4
Understanding Change Management 6
Glossary 63
References 70
CHANGE MANAGEMENT GUIDEBOOK
This guidebook aims to help any Change Agent make big or small change projects
successful before, during and after its launch.This is written to help Leaders and Change
Agents build their confidence by applying the CSC Change Management Framework in the
conduct of the Change Management Program within the Public Sector environment.
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UNDERSTANDING CHANGE
MANAGEMENT
The only thing constant in this world is Change. An organisation needs to efficiently
transition if there is a new strategy. This may require new structure, new skills, and
new technology.
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DESIRED
STATE
N
IO
CT
RE
DI
INTERVENTIONS
W
NE
GAPS
CURRENT
STATE
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THE CHANGE
MANAGEMENT FRAMEWORK:
The 4C’s of Change
COMMITTING CAPACITATING CONTRIBUTING & CELEBRATING &
TO CHANGE FOR CHANGE COLLABORATING CONTINUING
CHANGE
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COMMITTING CELEBRATING
CAPACITATING CONTRIBUTING &
TO CHANGE COLLABORATING & CONTINUING
FOR CHANGE
CHANGE
CHANGE MANAGEMENT
Why:
Use a Change Management Process to effectively and efficiently introduce necessary changes in policies, processes,
and structures within the organisation and among its Stakeholders. This will facilitate the achievement of any organisation’s
vision and mission = the new strategy!
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Committing to Change
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The core of change implementation is the roll-out of processes and practices that
actualize the desired change specifications.
Change is not implemented overnight and its results are not readily apparent. Change
needs to be deliberately reinforced and sustained until it has been embedded into the
culture of the organization. Otherwise, the new processes and practices can easily be
eroded by the convenience of past practices, that may derail the momentum to move
forward due to possible inconveniences brought about by change.
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RESISTANCE IS
A NATURAL REACTION
TO CHANGE.
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CREATE AWARENESS,
DEFINE DESIRED CHANGE IN ACCEPTANCE AND
BEHAVIOR, STRUCTURE, COMMITMENT FROM
AND TECHNOLOGY ALL CONCERNED
STAKEHOLDERS
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Contribute to the
analyses of the
current realities
Provide
inputs/insights/
recommendations on
current realities
Engage employees to create critical mass for Change. This kind of involvement creates a
sense of ownership for the change initiative that effectively negates resistance.
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COMMITTING
TO CHANGE
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“The art of
leadership is the art
of abandonment.
Effective change
agents know when to
let go of the old ways
of doing business and
forge ahead with the
new.”
-Peter Drucker
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WORLD CAFE
theworldcafe.com
DICE ASSESSMENT
dice.bcg.com
4ES ASSESSMENT
leader-values.com/
3. Involve multiple stakeholders from different levels and offices of the organisation, four_ees.php
including clients. Take care to closely coordinate schedules and provide appropriate
lead times to ensure maximum participation from the different stakeholders. OCS
(Organizational Climate
Survey)
4. Use content analysis to extract information that can identify and design capacity teambuildersplus.com/
development interventions. articles/organization-
al-climate-surveys
5. Initiate the introduction of the change initiative in the central office or from the
OST
office where the change emanates and then cascade to the to the affected offices.
(Open Space Technology)
As the cascade is being done, the Central Offices and the Regional Offices must
openspaceworld.org
closely coordinate to ensure the change efforts are properly done and supported.
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CHANGE MANAGEMENT GUIDEBOOK
INTERVENTIONS
1. Orientation on Leading Change
Open avenues for change agents’ suggestions from all levels.
Emphasizes the need to deliberately manage change from the perspective of the
change agent. Use DICE Assessment. This technique looks into the Duration between
the reviews of change interventions, the Integrity and capability of teams facilitating
the change, the Commitment of the management and employees,as well as the Efforts
needed in implementing change.
2. Mobilization Workshop
Once the commitment of top management have been achieved, kick-off the change and gather
the current situation of the organisation. Change agents are responsible for consulting and
involving people to create a sense of ownership, which addresses
people’s resistance and facilitates change. Involvement can take
the form of determining the current status of the organisation with
respect to change and/or soliciting suggestions/recommendations
to implement change.
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• Identify the behaviour and mindsets that need to change. What are critical behaviours
modification vis-a-vis desired state?
• Early engagement of people in the assessment process. Make them feel part of the
initiative to create buy-in and ownership.
• Review past initiatives. Analyze successes. Leverage on learnings from past failures.
• Prioritize initiative. Create and identify “urgent now” and “not so urgent” initiatives.
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CAPACITATING
FOR CHANGE
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2. Be clear about the competency needs of the different key players in the change
initiative and use competency assessment to ascertain readiness to implement
change. Be prepared to provide or design and develop the competency building
programs that will boost the capabilities of the key players in the change initiative.
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INTERVENTIONS:
• Development of a Change Management Plan with Monitoring
and Evaluation (M&E)
Framework, Risk Management Plan and Communication Plan
• Systems, Methods and Procedures Design and Development – Tools and aids that aim
to simplify and establish systems, methods or procedures that are needed to launch or
introduce certain initaitives.
• Organization and Structural Design and Development – Defines how activities such as
task allocation, coordination and supervision are directed towards the achievement of
organizational aims. There is a need to review and design the organization that supports the
change initiatives.
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CONTRIBUTING &
COLLABORATING
FOR CHANGE
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-William Bridges
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2. Use multiple communication channels to ensure that all stakeholders are aware of the
roll-out/implementation plans and schedules. Inform the stakeholders of the proper
coordination and collaboration among them.
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INTERVENTIONS
• Process Roll-Out (Actual Change/Project Implementation) – Puts in motion the initiatives that need to
be launched or introduced. There is a need to prepare the Communication Plan, e.g. Frequently Asked
Questions in order to sell the initiative to the Stakeholders.
• Monitoring and Evaluation – Provides a mechanism to keep track of goals and assessment results as inputs
to possible process enhancement or development of additional competency development programs
• Process Enhancement (if required as indicated by the Monitoring and Evaluation results) – Develops a
continuous improvement mindset in Change Management.
• Additional Competency Development Programs (if required as determined by the Monitoring and
Evaluation results) – Aims to identify competencies that will be needed for capacity development to fully
achieve the desired future state.
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Document and
Agree on quorum. send out notes right
Insist on substitutes if after the meeting.
main team members Ensure acceptance of
can’t make it. next steps.
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CELEBRATING AND
CONTINUING
CHANGE
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“Companies can’t
accelerate what they
don’t measure”
-DeAnn Aguirre
-Abdullatif A. Al-Othman
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2. Document the implementation of the change initiative to ensure that the gains achieved so far will
be maintained. The documentation must be covered by a Policy, Order or a Resolution to ensure
that its implementation becomes standard procedure.
3. Use Rewards and Recognition Programs (PRAISE) to reinforce gains that the implementation of
the change initiative has achieved so far.
4. Facilitate the preparation of the Re-Entry Action Plan (REAP) and the
Sustainability Action Plan by posing the following process questions:
a. What needs to be implemented within the next six (6) months?
b. What will sustain the implementation of the change initiative?
c. How can there be continual improvements in the implementation
of the change initiative?
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INTERVENTIONS
• Documentation of new processes and practices — Captures new systems and policies that are critical to
the sustainability of the initiative.
• Re-Entry Action Plan Workshop — Ensures that the learning gained from the intervention is significantly
applied in their respective workplaces/communities. It facilitates discussions and agreements between the
participants and supervisors and/or support organization/s on what has been learned and how they these
will be applied at work. It promotes commitment building from both the employees and the supervisors/
support organization/s to address the identified development concern of their organizations/workplace.
• Sustainability Action Plan (SAP) Workshop — Facilitates the institutionalization of the outputs and
gains of the Intervention. SAP capitalizes on the competencies acquired by the Organization’s trained
counterpart team, the Outputs produced during the HR/OD Intervention, and the outputs of the
REAPs. It also bridges the gains of the various Re-Entry Action Plans. The Sustainable Action Plan can
then be adopted into the team’s regular management processes, and becoming the framework for ongoing
sustainability improvements. The development and implementation of the SAP is the responsibility of the
process owner/s where the improvement of the capacity is located.
• Inclusion of individual and group roles and responsibilities in the Performance Management System
specifically in their Individual Performance Commitment Report (IPCR) and the Office Performance
Commitment Report (OPCR)
• Milestone Celebration – Aims to recognize and reward initiatives that the organization wants to reinforce
and support programs that are identified as critical to the organization
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“Individual
commitment to a
group effort - that is
what makes a team
work, a company
work, a society work, a
civilization work.”
-Vince Lombardi
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SAMPLE
TEMPLATES
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SAMPLE TEMPLATE A
Change Management Plan Template
I. Introduction
Situate the change initiative through a backgrounder and its link to the strategic goals of the
organization and other change initiatives:
Identify the person that will lead the change project and will be responsible for its
implementation and completions.
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2. Develop the Change Management Competencies that will enable CSC to manage
change by itself effectively
3. Embed desirable change management practices into the CSC structure, systems and
culture.
Enumerate what the change itself will achieve in terms of new behaviors, structures, systems,
processes and practices. Specify the changes that will happen in terms of “before” (from) and
“after” (to) scenarios.
FROM: TO:
1. Mostly transactional mindsets and 1. More developmental and strategic
practices mindsets and practices
2. One-way, hierarchical 2. Two-way, consultative
communication communication
3. Silo mindset 3. Collaborative and cross-functional
4. Resistant and critical 4. Engaged
5. Lack of systematic feedback on 5. Continuous improvements on change
change initiatives initiatives
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DRIVERS CONSTRAINTS
1. The need to achieve the CSC Vision 1. Lack of the needed competencies
and Mission. and tools to perform tasks essential
2. The need to create a difference and to the implementation of the HR
an impact on the bureaucracy as its Initiatives and to the change process
central HR. in general (e.g. analysis and diagnosis;
3. The need to lessen workload and selecting, designing and developing
decrease work-related stress by interventions; etc.)
performing work more effectively 2. Multiple tasks resulting in time
and efficiently constraints; lack of time to meet and
perform tasks/assignments
3. Volume of transactional workload
thwarting strategic focus; Need for
paradigm shift with respect to core
(transactional) and strategic tasks.
4. The lack of systems and structures
that will facilitate coordination and
collaboration and enable working in
an integrated manner.
VI. Stakeholders
Who plays the key roles in leading and supporting change? Who will be directly affected by the
change? Who will benefit or lose from the change? How ready are they for the change?
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How should the necessary changes in behaviors, structures and technologies be made? What
needs to be done to prepare individuals and organizations for change implementation? When
should these interventions be implemented and for whom? How will we know the interventions
are effective?
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on Leading Change
Mobilization Process Owners Facilitators trained
Workshop Commitment to implement Change
ExeCom/Change
M&E Framework Mgt Team (CMT) M&E Framework approved
preparation Members
ExeCom/Change
Workshops Mgt Team (CMT) Competencies and capabilities are
Members developed
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Joint Orientation on All officers and All officers and employees can explain
HR Initiatives employees HR Initiatives
Concerned
Competencies and capabilities are
Workshops officers and
developed
employees
Documentation ExeCom/Change
Policies, Guidebook and Storybook are
(Policies, Guidebook Mgt Team (CMT)
approved
and Storybook) Members
ExeCom/Change
REAP and SAP approved
REAP and SAP Mgt Team (CMT)
Members
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SAMPLE EVALUATION
Results Based Matrix
FROM
TRANSACTIONAL TO
STRATEGIC HROD
PRIME
PGS* SPMS* L&CB* CBRQS* CBLDP*
HRM*
The Results-Based Matrix above illustrates how the Change Management Framework introduced in a project of the
organisation. The vision is critical considering that the organisation is the central HR of the bureaucracy. As such, it can
create a significant impact on the way government agencies provide public services. To achieve this, the organisation
recognizes the need to shift from their traditional transactional approach to a strategic HR through the implementation of
various HR Initiatives. The Change Management Framework serves to facilitate the integrated implementation of the HR
Initiatives through deliberate and systematic change interventions that consist of behavioral, structural, and technological
interventions.
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SAMPLE TEMPLATE B
Communication Plan Template
I. Introduction
How will communication support the Change Management Process? What should
communication achieve? Inform people to create awareness? Enable decision making and
commitment? Motivate action?
II. Stakeholders
From the Stakeholders identified in the Change Management Plan, who can help facilitate
change? How? Who can hinder change? Why? Who are expected to influence and support
change? Who are expected to directly implement change?
STANCE: ROLE:
STAKEHOLDERS (Facilitate/Hinder) (Influence/Support/
Implement)
Commission
Process Owners
Directors
Rank-and-File
Partner Agencies
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What key messages will effectively inform, enable decision making and/or motivate action?
What will enable stakeholders to shift their stance to facilitating change and effectively perform
their respective roles in influencing, supporting and implementing change?
What media will best deliver the key messages to its targeted audience (stakeholder)? When,
how often, how and by whom should the key messages be delivered?
Face-to-face: Dialogues, Meetings, FGDs, Assemblies, Road Shows
Correspondences: Letters, Correspondence, Circulars, Memos, Orders
Collaterals: Flyers, Brochures, Posters, Cards, Guidebooks, Manuals
Tri-media: Papers, Magazines, Newsletters, Radio, TV
Electronic Media: Email, Website, Social Media, Texts Messaging
Learning Interventions: Orientations, Workshops
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SAMPLE TEMPLATE C
Monitoring and Evaluation (M&E) Framework
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GLOSSARY
OF TERMS
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HARD SIDE OF CHANGE – consists of the time it takes to complete a change initiative,
the level of commitment of both management and employees, number and competenceof
people and teamsrequired to execute it, and effort needed to be exerted. The correlation
between the outcomes of change programs (success vs. failure) and these four hard factors,
also called the DICE Frameworkare proven to be highly consistent. The DICE framework
is a simple formula for calculating how well a company is implementing, or will be able to
implement, its change initiatives.
HUMAN RESOURCE - refers to both the “people” in the organisation who contributes
to the achievement of its objectives and tothe “function” that manages the people to enable
them to efficiently and effectively contributeto the achievement of the organisation’s
objectives. It refers to the people, their qualifications, competencies, talents and potentials.
As a function, HR pertains to the management, development and engagement of the people
towards the excellent and ethical achievement of the vision of the organisation.
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SOFT SIDE OF CHANGE – considers how do we get the right team, how do we
understand the team members personal motivations, how do we create a good team working
environment and how we resolve conflict
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SYSTEMS AND PROCESSES are the flow and interrelationship of tasks and activities
that produce products and services. Some examples of HR systems and processes
are: Human Resource Information System; HR Planning; Recruitment, Selection and
Placement; Records Management; Payroll; Benefits Administration; Learning Management;
Performance Management
WORLD CAFÉ –is a simple, effective and flexible format for facilitating large group
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References:
HBR’S 10 MUST READS ON CHANGE, Harvard Business Review Articles
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