Framework Flashcards
Change Management and Communication (Assess and Design)
We need to view change management as more than institutional-level behavioral modification; rather, we need to view it as a risk mitigation approach that identifies and addresses critical issues around strategy, process, technology, and people over the complete lifecycle of the transformation.
- *1.** Assess prev. approach and current status
- -> what worked and didn’t (communications and change management efforts), where are we now?
2. Leadership alignment sessions to est. clear + achievable vision (start w/ Business Chemistry and/or “As One Diagnostic”?)
3. Stakeholder analy. at all levels
–> who are key influencers? Who is impacted how/when? Assess Influence/Support
4. Change readiness assessment – focus on 1. Why? 2. What? 3. Who? 4. How?
–> Analyze nature of org in relation to proposed change
–> Need clarity on why the change is happening, the vision for the what (future state and what we want to do), the key stakeholders who are impacted and involved, and how the change will be executed.
5. Establish KPIs including change in eNPS and EngagePath scores, plan quick wins
What do we want to be able to say at the end of X months?
Use industry benchmarks
eNPS = Employee Net Promoter Score (=%promoters of your company “I’d recommend others to work here” v. % detractors)
EngagePath – Deloitte tool that can be used to help measure employee engagement levels and drivers behind engagement, can measure changes throughout the change management effort when engagement is liable to dip if not tended to.
6. Identify change agents
7. Create comm. calendar incorp. digital nudges, multiple channels (and new channels as per DHCR), aud. pref., and feedback loops
8. Build in micro-learning opportunities for key players to improve their skills and knowledge in supporting change management efforts.
–> Bite-size lessons. Could be like Google’s “whisper courses” named for the idea that you need a reminder and not another class to try what you know — like a whisper into a manager’s ear.
Org Design (Assess and Design)
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Examine previous attempts at org ∆, current org chart and succession chart:
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ID key/hard-to-fill roles, flight risks, redundancies
- Do activity analysis, use people analytics and market analysis
- Set KPIs including turnover rate, average time to fill, HR-to-Employee ratio, Revenue per Employee.
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ID key/hard-to-fill roles, flight risks, redundancies
2. Design new org chart and succession plan using workforce analytics, quantify changes, draft R&R and job assignments. Consider need for contingent/contract workers.
—> Use workforce analytics to project diff scenarios
3. Choose shared services model v. outsourcing (RFP)
4. Design transition plan + timeline:
- Performance management
- Compensation
- Communication b/w silos
- Knowledge transfer
Technology (Assess and Design)
- Gap analysis and tech audit
- Determine vision, metrics, and budget
- Solicit RFPs from vendors –> ensure the tech is meeting the customer needs and is not a limiting factor to doing best-quality work for the customer
- Design or get vendor to create training plansincluding train-the-trainer and leveraging super-users - offer multiple training styles - e-learning, in-person, etc.
6. Plan feedback loops and incentives for adoption
Compensation, Benefits, Recognition (Assess and Design)
1. Industry/market benchmarking across all levels, plan pay adjustments
2. Design changes to bonuses and non-financial rewards to align with what employees value
–> DHCR – only 8% of orgs say they are effective at providing individualized and flexible rewards.
–> Deloitte’s research shows the ineffectiveness of typical approaches to compensation and rewards, with most companies failing to differentiate themselves or to target what their employees value rather than copying what other companies are doing in a race to the middle.
Culture (Assess and Design)
1.CulturePath assessment
–> Gain insights into how to better align culture with business strategy.
2. Decide on desired culture and KPIs and revise VMV
–> vision, mission, values – all-hands involved in rewrite
–> if post-M&A, decide which culture dominates, whether to create new culture, or whether to keep separate.
–> Work to create a learning culture by encouraging reflection, empowering employees, and demonstrating learning’s value.
3. Change readiness assessment across all levels of org
–> clearly ID desired outcomes and the internal factors that will promote/inhibit
4.Plan Minimum Viable Changes (MVC)
–> that can change the culture from within, such as the efforts at a Fortune 15 company to create a fail fast and learn faster culture by having the leader team add fail-fast components to their meetings, then cascading down the org to get people to be less afraid of failing.
5. ID current champions and change champions
Talent Acquisition (Assess and Design)
Create recruitment plan by:
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Talent and Process Gap Analysis given business strategy and shared competencies of highest performers
- what talent do we want?
- Analyze attrition rates / exit interviews / job performance / DEI to ID gaps in current process and prev. mistakes.
- ID KPIs, incl. diversity, perf. post-hire, time to hire, employer brand
à employer brand metrics, such as engagement on LinkedIn
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Market analysis for comp.
- glassdoor, etc.
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Design sourcing, recruitment, and recruitment brand strategy – campus programs, referral programs, recruitment partnerships, social media strategy
- (LinkedIn analytics tools, etc.)
- be aware of diversity issues, don’t just go to the same universities current employees went to.
L&D (Assess and Design)
1. Training Needs Assessment across employee lifecycle.
–> Onboarding, performance reviews, after promotions
2. Set desired end goals for changed behavior or demonstrated skill set, not simply participation in program.
3. Eval current programs (comp., pp, effectivenes
4. Design trainings for diverse needs:
- Onsite-offsite
- Culture/language
- E-learning
- Mentoring programs
5. RFPs and ID super-users or champions to lead trainings
Talent Management (Assess and Design)
- Eval talent by potential/performance, ID high potentials and low performers
–> Pay for performance vs. hated performance review conundrum
- Org review and talent map à figure out who can grow into key roles
- Create plan to accelerate high potentials’ development, to offboard low performers, to provide more structured career paths.
- Measure and set goals around Career Path Ratio
- how many internal moves are promotions versus lateral transfers across different departments and specialties
- DHCR: 60% of companies are not effective enough at helping employees manage their careers.
- Gap analysis and action planning re: performance management processes.
Go To Questions at start of case
- Can I align with you on what the desired end state is, big picture and make sure I understand why we want to do this?
- What’s the metric for success? Financial? Timeline?
- What’s the business strategy and goal?
- What is Deloitte’s role?
- I want to make sure I understand the key challenges:
- What’ the org’s culture?
- Current tech?
- Who’s on board and who opposes, and why?
- What has been tried so far?
- Timeline for implementation and cost/process restriction?
Common Workstreams: HR or other department transformation
Org Design, Tech, L&D
Common Workstreams: M&A
Culture, Compensation/Benefits/Recognition, Tech, Org Design
Common Workstreams: Tech
Tech, L&D
