Developing a Change Management Plan Strategy

The last few years have brought tremendous, large-scale change to organizations around the globe. During the COVID-19 pandemic, for example, getting work done remotely and in person required new protocols. There are many large change projects that organizations manage every day—return to work strategies, safety protocols, technology updates, mergers and acquisitions, or introducing new systems of record via HR, payroll, benefits, etc.

The reality is that large change efforts can be complex. No matter the size of the change, it pays to create a change management plan to prepare your organization for any type of transition. Every project can benefit from having a solid change management strategy that educates and engages all stakeholders, which includes leaders, managers, frontline employees, union populations, retirees, and more.

What Is Change Management?

Change management is a widely used term, but its meaning can be unclear. In many cases, people think change management means “changing someone’s mind.” In fact, it’s preparing people within the organization for a change through a planned, comprehensive, and strategic approach. It requires careful consideration of both large and small aspects of the change. It often includes answering questions like the following:

• What is our vision for this change?
• Are we ready to do this?
• How can we support our employees and other key stakeholders?
• What challenges might we face?
• What opportunities do we have?
• Who should we involve in the project?
• How will we measure success?

How to Build a Change Management Plan

The first step is to bring together a core team with representation from different departments and stakeholder groups. This helps gather varied perspectives to the table because each person understands how the change will impact their area of the organization. For example, consider including stakeholders from management, HR, payroll, accounting, operations, supervisors and shift managers, communications, marketing, training, and possibly frontline employees. The steps for building a strategy are imperative, and include the following:

1. Evaluate current state and what’s changing. The first step is to outline the current landscape and clarify how you do things today. Afterward, define what’s changing and what is staying the same. For example, is your organization introducing a new operating system or upgrading your software solution? Are you adding new time off policies or are you looking at a new human capital management (HCM) system? Most importantly, define what success will look like and how this will be measured. An example might be a specific participation rate in a new mobile app for employees to easily access their pay, time off, and benefits information without having to ask their manager or HR.

2. Identify how the change impacts each stakeholder. With good representation of stakeholders from the start, it’s easier to define how the change might affect different parts of the organization. What might be the motivation—the “what’s in it for me?”—that will help people understand and accept the change. What information do you need to deliver to each audience and when? Consider all of your constituents—for instance, employees who may be on leave when the change happens, non-desk workers, retirees, union members, new hires, spouses, family, and partners. You may need to develop different communication strategies for these individuals.

3. Define key messages. These are the main points and information you want your stakeholders to hear, understand, remember, and act on. They are ideally bite-sized messages that clearly articulate what’s changing, why, and what’s in it for them. They should be the following:
   • Concise: Short and to the point.
   • Strategic: Defined, differentiated, and possibly aligned with your organization’s overall value proposition. For example, serving as an employer of choice, innovation, etc.
   • Relevant: Focused on “what’s in it for them.” For example, easier access to their information via a mobile app or self-service portal.
   • Compelling: Meaningful information designed to drive action.
   • Accessible: Content must be available via sight, hearing, and touch; content must be readable and understood with clear instructions, and be able to be accessed with assistive technology, browsers, and languages, as your stakeholders require.


4. Develop a communications plan with creative tactics. We live in a world where everyone is multi-tasking and often distracted. The average person has their phone within arm’s length, in addition to working on laptops, desktops, and tablets. To communicate effectively, we must think like a marketer. Define what will grab people’s attention and cut through the clutter. Develop a communications plan that takes this into consideration. Use a multi-pronged, multi-touch communications approach and keep the information simple, short, and to the point.

   For example, use of short videos, texts, infographics, social media (e.g., Slack, Yammer, Teams), and podcasts. This could also include use of quick response (QR) codes, manager briefings, handouts, narrated PowerPoint presentations, and even contests. Use all the channels at your disposal, such as standups before shifts, calendar invites, signage in bathrooms (yes, they work), magnets on lockers, wellness challenges, and contests.

5. Deploy, measure, refine, repeat. Now it’s time to kick off the change management effort and put the plan into action. Do you have change champions, like senior management, supervisors, union reps, and HR business partners? These are the stakeholders who are on board already and clear on what needs to happen.

But you’re not done yet. As the plan unfolds, measure whether it has resulted in the changes you defined for success. Gather input, then refine the content and training as needed. Reinforce key information, maybe using different methods.

Top 10 Considerations for Communicating Change

To summarize, here are 10 tips to keep your change management effort on track:

1. Focus on long-term impacts—not just quick wins.
2. Prepare leaders, managers, and HR business partners—empower them and help them understand their role in the process.
3. Create a team of change champions to help evangelize the message.
4. Know your employees; continuously explain “what’s in it for them?”
5. Keep it real; don’t sugarcoat or “spin” the story.
6. Regularly evaluate communications channels and adjust as needed.
7. Take “deskless” workers and shifts into consideration.
8. Understand that a “one-size-fits-all” communications strategy doesn’t work.
9. Listen for understanding; respond quickly and consistently.
10. Be mindful that communications are an ongoing effort.

Following this outline will enable you and your organization to implement effective change management policies that can result in a positive and lasting impact.