Thursday, October 27th, 2011 - 17:11
Thursday, October 27, 2011 - 17:05
To help employees prepare for and cope with the transformation to Shared Services, stakeholders and change leaders should keep in mind the five Cs for effective change.
In our last post, we introduced two of the five Cs for effective change, credibility and communication. Today, we will discuss the remaining three C's.
An effective change management program tackles potential issues from all angles. Training is essential and doesn’t have to be costly, time consuming, or boring—consider an easily-accessible, web-based training module to offer an overview of the Shared Services program and address basic self-service actions. Set-up a temporary war room to accompany the implementation—a location on-site staffed with people who can answer phone calls or in-person questions. Clearly document new processes in a searchable format that is easily accessible by all, such as in a knowledge management repository or intranet site. Distributed desk-side job aids or reference cards to those who may need them. Openly celebrate short-term wins.
Increased customer satisfaction is one of the key benefits of a Shared Services model. Metrics including transaction times, issue resolution cycle times, and customer satisfaction survey results conducted repeatedly before, during, and after the Shared Service implementation provide hard data regarding what is working well and what needs improvement. Share that data in the communications along with any resulting actions that will be taken for continuous improvement.
Base the change management program on what the population truly needs, its core values, and its norms. What has been effective or not effective in the past? Helping employees to create a true psychological alignment with the change requires understanding and addressing the culture of the organization.
Coming up next
Join us next week as we discuss maintaining customer satisfaction in a Shared Services environment.
Caryn Reedy is a Senior Managing Consultant in IBM’s Organizational and People Practice. Over the last 15+ years, she has gained expertise in change management, organizational transformation, training, strategy, and strategic communications across a number of industries, including telecommunications, publishing, e-Commerce, and consulting for both private and public sector clients. Since joining IBM in early 2011, Ms. Reedy has leveraged her experience across a number of workforce transformation projects.
Ms. Reedy has been awarded dual professional certifications as a Project Management Professional (PMP) and Senior Professional in Human Resources (SPHR), and has a Masters degree in Industrial and Organizational Psychology.
Caryn Reedy (firstname.lastname@example.org)
Adam Jelic has over 18 years of Business Transformation and Information Technology experience. He has deep expertise across several industries including financial, industrial, communications, and the public sector. Mr. Jelic has led large and complex programs including Strategic Business planning, Shared Services, Enterprise Infrastructure, Supply Chain, Human Resources, and Customer Relationship Management.
He has an excellent track record of delivering successful programs for Fortune 50 firms and government agencies in the United States and Canada.
Adam Jelic (email@example.com)