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Chapter 5: Change Management and System Implementation

Introduction to the Management of Change (1 of 4)

Measure the success of systems development.

Good technical, organizational, and change management skills.

Effective change management: core competency.

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Measure the success of systems development:

It has been estimated that globally the problem of information technology (IT) failures conservatively costs organizations $3 trillion.

A major contributing factor to the failure of these projects is ineffective change management.

Good technical, organizational, and change management skills:

Because employees must adapt to both a technical change and a change in their job requirements and processes.

Effective change management: core competency:

By better understanding the competencies related to managing change, HR professionals can better manage change in their organization and reap the rewards of successful change initiatives.

Learning to manage technology change effectively is an important managerial competency.

Introduction to the Management of Change (2 of 4)

Change Management

Systematic process of applying the knowledge, tools, and resources.

Not instantaneous.

Planned and systematic.

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Change management (CM): Systematic process of applying the knowledge, tools, and resources needed to effect change by transforming an organization from its current state to some future desired state.

Not instantaneous:

The organization must focus on three key elements: the current organizational state, a transition, and a future organizational state.

Effective communication with employees regarding the why, how, and benefits of change for the organization and the employee is important.

Successful change requires a “critical mass of people who are committed, are willing to change, and will sustain their new behaviors to align with the needs of the change.”

Therefore, CM focuses on altering the attitudes and behaviors of employees and can be used on large or small projects.

Any change model chosen must address the important content, people, and process issues during each phase of the change initiative.

Planned and systematic: If the change is planned, the process typically is systematic and includes both a vision and a plan to ensure the change activities are on target for cost, time, and expected results.

Introduction to the Management of Change (3 of 4)

The Change Management Process: Science and Art

Change agent or change leader.

Gap analysis.

Resistance to change.

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Change agent or change leader:

The person who is in charge of the change is referred to as a change agent or a change leader.

This change agent can be internal to the organization (e.g., director of HR), or external to the organization (e.g., a consultant).

Gap analysis:

A gap analysis indicates the differences between the current state of affairs in the organization and the desired future state.

Can be done by senior management or the HRIS project team, and sometimes it is done through questionnaires distributed to employees.

After the gap analysis has been completed and plans for the change process have been made, the next stage is to begin implementing the change.

Resistance to change:

Change is never easy and when faced with change, a natural reaction by employees is to express fear, concerns, struggle, and opposition.

This is natural because employees may feel that the technology has been brought in because they were performing poorly or that perhaps there will be layoffs in the company.

Unfortunately, there is no magic formula or easily prescribed processes to guarantee success to overcome this resistance.

The reality is that change is “messy, complicated, and its outcomes are easily swayed by a host of factors that only complicate our ability to ensure success.”

Introduction to the Management of Change (4 of 4)

The Change Management Process: Science and Art

Framework for diagnosing, planning, and executing change projects.

Distinguish the great from the not-so-great change agent.

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Framework for diagnosing, planning, and executing change projects:

Some might suggest that applying the “right” change model will ensure success.

If this were true, then more companies would be successful in executing change initiatives.

The fate of many change efforts will be worse without a change model to guide change leaders in the process.

Distinguish the great from the not-so-great change agent:

The art of managing change is what distinguishes the great from the not-so-great change agent in making a real difference through the application of the science of change management.

It is understanding the culture and behavior of the organization and employees and determining how best to apply change techniques within the organization.

Models of Change Process (1 of 2)

Overview of Organizational Change

Frameworks models.

Process models and hybrid models.

Categorize information and enhance understanding.

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Satisfies Learning Objective 1: Understand the management of change through the perspectives of various change models.

Frameworks models:

Frameworks focus mainly on topical areas that change leaders must pay attention to when executing a change initiative.

These models are good planning and diagnostic tools to help understand the complexities inherent in organizations and the interdependencies associated with change.

Process models:

Process models are more robust in providing more direct guidance on what should be accomplished and in what order.

Just as a roadmap is useful in getting a driver from point A to point B, so also do process models serve as a roadmap and action plan for any transformation effort.

Hybrid models: Some models can be classified as a hybrid, with characteristics of both a framework and process model.

Categorize information: With literally thousands of bits of information related to a change initiative, models help categorize the information into manageable compartments.

Enhance understanding: Given that a change model has a beginning, middle, and end, if problems arise in any of these areas, we can use this information to help diagnose the problem and where action is required.

Models of Change Process (2 of 2)

Overview of Organizational Change

Interpret data about the organization.

Provide a common language.

Guide action.

Choice of the change model.

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Satisfies Learning Objective 1: Understand the management of change through the perspectives of various change models.

Interpret data about the organization:

There is much interdependence with any change effort.

As such, a model helps us recognize these linkages and take appropriate action to fix any problem areas (e.g., structure and strategy).

Provide a common language:

A model helps provide a common language and vocabulary to discuss the change with stakeholders and the change team.

Guide action:

Most importantly, a model helps provide the roadmap.

The sequence of actions and potentially the priority of those actions (depending on the robustness of the model) helps guide the change journey and enhances the potential for success.

Choice of the change model:

Leading any change initiative is a complex activity, and one model of change cannot be viewed as superior for all organizations.

Since each firm has its own work processes, culture, and competencies, a given change formula may work well in one but fail miserably in the next.

The choice of change model to adopt will most likely flow from prior experience or trial and error and be consistent with the culture of the company.

In many cases, the adopted model will be a hybrid, with elements taken from more than one of the existing models.

Selected Change Models (1 of 8)

Lewin’s Change Model

Two sets of opposing forces.

Force-field analysis.

Change: profound, dynamic psychological process.

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Satisfies Learning Objective 2: Discuss and compare the various change models.

Two sets of opposing forces:

Lewin envisioned a dynamic in which there are two sets of opposing forces, those that are focused on maintaining stability and the status quo and those driving change.

When there is a balance between these two opposing forces, we have what Lewin called a state of “quasi-stationary equilibrium.”

To alter that state and enhance the probability of change, we must decrease the forces that oppose the change while simultaneously increasing the forces for change.

Force-field analysis:

To develop a force-field analysis, create two columns on a sheet of paper.

In one column, list the forces that drive or support a change in an HRIS, and in the other column, list the forces that will inhibit the change.

It is helpful to also assign a relative potency or strength to each force listed.

By plotting the forces, we can better understand which forces need to be strengthened or diminished to bring about change.

Lewin suggested that the path of least resistance, that is, modifying those forces maintaining the status quo would produce less tension and resistance than would increase the forces for change;

Change: Profound, dynamic psychological process:

This psychological process involves painful unlearning and difficult relearning as one cognitively attempts to restructure one’s thoughts, perceptions, feelings, and attitudes.

Lewin’s Change Model consists of three steps: unfreezing, transition, and refreezing.

Selected Change Models (2 of 8)

Lewin’s Change Model: Unfreezing

Psychological disconfirmation.

Three processes: motivate people to change.

Sense of urgency.

Psychological safety.

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Satisfies Learning Objective 2: Discuss and compare the various change models.

Psychological disconfirmation:

Unfreezing is sometimes accomplished through a process of “psychological disconfirmation.”

By introducing information that shows discrepancies between behavior desired by organization members and those behaviors currently exhibited, managers can motivate individuals to engage in change activities.

Three processes: motivate people to change:

Disconfirmation of the validity of the status quo.

The induction of guilt or survival anxiety.

Creating psychological safety.

For any change to occur, some form of dissatisfaction or frustration with the status quo must be presented.

People need to know what drives the need for change, why they should change, and where they are headed.

In addition, they should know what will and will not change.

They should also know the business rationale for change.

Finally, managers should address the rewards or consequences of changing or not changing.

Sense of urgency:

Need to convince people that, if they do not change, individual and organizational goals will be frustrated.

Without a sense of urgency, “people won’t give that extra effort, they won’t make needed sacrifices.”

Instead, they will cling to the status quo and resist initiatives from above.

Psychological safety:

Refers to mitigating the anxiety that people feel whenever they are asked to do something different or new.

People are concerned about losing their identities, looking dumb, and losing their effectiveness.

This anxiety can be a significant restraining force to change.

Without sufficient psychological safety present, change leaders will find the road to change filled with more obstacles than they planned on.

We can address psychological safety by addressing employee needs.

Selected Change Models (3 of 8)

Lewin’s Change Model: Transition

Ending.

Neutral zone.

New beginnings.

Refreezing.

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Satisfies Learning Objective 2: Discuss and compare the various change models.

A three-phase process: A three-phase process that people go through as they internalize and come to terms with the details of the new situation that the change brings about.

Ending:

Before you can begin something new, you have to end what used to be.

You need to identify who is losing what, expect a reaction, and acknowledge the losses openly.

Repeat information about what is changing, it will take time to sink in.

Neutral zone:

The step between the old and new way of doing things is a “neutral zone,” where people need to make the psychological adjustments necessary to say goodbye to the old and begin to welcome the new.

In the neutral zone, people feel disoriented, motivation falls, and anxiety rises.

Consensus may break down as attitudes become polarized.

New beginnings:

This final step is about coming out of the transition and making a new beginning.

In this stage, people develop new identities, experience new energy, and discover a new sense of purpose that makes the change begin to work.

Refreezing:

Stabilize organization at a new state of equilibrium.

Ensure that the new behaviors are relatively safe from regression.

Requires change in organization’s culture.

Selected Change Models (4 of 8)

Gleicher’s change equation formula.

Possibilities and conditions at work in organizational change.

Change formula: simple but useful.

C = (D x V x F) > R

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Satisfies Learning Objective 2: Discuss and compare the various change models.

C = (D × V × F) > R,

C is the change.

D the dissatisfaction with the status quo.

V the vision.

F the first steps toward the vision.

R the resistance to change.

D,V, and F are forces of change.

R is forces against change.

Possibilities and conditions at work in organizational change:

All three forces for change must be active to offset the forces against the change, which are usually manifest as resistance to change from organizational members.

The change program must address dissatisfaction with the present situation, present a clear vision of the future and what is possible, and demonstrate knowledge of the first steps necessary to reach the vision.

If any one of the three is missing, the product of the equation will tend toward zero and resistance to change will dominate.

Skip below!

Change formula: simple but useful:

It can be brought into play at any point in a change process to analyze how things are going.

When the formula is shared with all parties involved in the change, it helps to illuminate what various parties need to do to make progress.

Selected Change Models (5 of 8)

Nadler’s Congruence Model

Organizational performance model.

Four components and their alignment.

work activities,

people that do the work,

formal organization

informal organization

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Satisfies Learning Objective 2: Discuss and compare the various change models.

Organizational performance model:

Built on the view that organizations are systems, and only if there is congruence (i.e., “fit”) between the various organizational subsystems can we expect changed and improved performance.

The basic components of any organizational system include inputs, outputs, and the operating organization.

Four components and their alignment:

The operating organization is composed of four components:

work activities,

people that do the work,

formal organization

informal organization

This model proposes that effective change management means paying attention to the alignment of all four components.

Change agents cannot assume that changing one component will cause the other elements to fall into place.

If the alignment of each component with the others is deficient, then performance will suffer.

The greater the fit or congruence, the greater the organization’s ability to manage a change process.

Selected Change Models (6 of 8)

Nadler’s Congruence Model

Depicts both hardware and software.

Understand the dynamics of change.

Organic, dynamic sets of people and processes.

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Satisfies Learning Objective 2: Discuss and compare the various change models.

Benefits of congruence model:

Depicts both “hardware” and “software”:

If we use a computer metaphor, the model depicts both the “hardware” and “software” dimensions of an organization.

The hardware represents the strategy, work, and formal organization, how the firm is organized to coordinate, communicate, and motivate the workforce in accomplishing its vision and goals.

The software represents the social dimension of the organization, its people, and the informal processes (e.g., shared values) that shape the behavior and performance of employees.

Understand the dynamics of change:

The model helps us understand the dynamics of change by allowing us to predict the impact of change throughout the organizational system.

When leaders conduct a gap analysis to compare results with expectations, it may trigger a review of strategy and a reassessment of what change is needed to achieve stated goals and objectives.

This re-evaluation may lead to changes in work and formal organization.

At this point, too many change leaders stop without undertaking the difficult but critical task of reshaping the firm’s culture to align it with the new strategy.

Organic, dynamic sets of people and processes:

The model helps change leaders see organizations as dynamic sets of people and processes that are interdependent.

It helps us recognize that managing real change is a function of several complex dimensions.

It provides a useful “mental model” for understanding organizational problems

Selected Change Models (7 of 8)

Kotter’s Process of Leading Change

Eight-stage model.

Two key lessons.

Series of phases.

Critical mistakes with devastating impacts.

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Satisfies Learning Objective 2: Discuss and compare the various change models.

Eight-stage model:

Kotter’s (1996) eight-stage model was developed after studying more than 100 organizations undergoing change.

The model offers a process to manage change successfully and avoid the common pitfalls

We can view his approach as a vision for the change process that calls attention to its key phases.

Two key lessons:

Series of phases: The change process goes through a series of phases, each lasting a considerable amount of time

Critical mistakes in any of the phases can have a negative impact on the change process.

First four stages: Lewin’s “unfreezing” first stage.

Next three stages: Iintroducing new practices.

Last stage: Lewin’s third stage “refreezing.”

The model indicates that all the stages should be worked through in order to effect successful change.

Skipping a step or getting too far ahead in the change process without a solid base may create problems.

Without the follow-through that takes place in the final step, the changes may not stick.

Why Do System Failures Occur? (1 of 7)

Leadership

Support of top management.

Leadership and communication skills.

Five broad areas of leadership competency.

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Satisfies Learning Objective 4: Understand the factors that contribute to HRIS implementation failure.

Support of top management:

Without top management support, organizations lack the funding, approvals, and leadership necessary to implement, integrate, and maintain the system.

They cannot lead a major change project effectively unless they possess strong leadership and communication skills.

Leadership and communication skills:

Must be able to communicate clearly, prioritize projects, make tough decisions, manage people effectively, and navigate the political environment.

Five broad areas of leadership competency:

Creating the case for change.

Creating structural change.

Engaging others in the process and building commitment.

Implementing and sustaining change.

Facilitating and developing capability.

Why Do System Failures Occur? (2 of 7)

Planning

Clearly defined project scope.

Scope creep.

Inadequate funding and staffing: maintenance of new systems.

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Satisfies Learning Objective 4: Understand the factors that contribute to HRIS implementation failure.

Clearly defined project scope:

Effective planning is essential to change management.

Each successful project has a clearly identified project scope and strategy that outlines key business requirements and project goals.

It is important to keep team members on the same page and working toward the same outcome.

Scope creep:

It is the enlargement of the original project scope as defined in the project charter.

Although there may be legitimate reasons for scope changes, such as changing business needs, scope creep can be challenging to control and may have unintended consequences on the change process, the timeline of the project, and its costs.

The project scope must be defined in advance and should identify the project objectives, priorities, goals, and tasks. These will serve as the guiding principles for the team throughout the project’s life cycle.

Inadequate funding and staffing: Maintenance of new systems:

Organizations often consider the initial start-up costs for an HRIS project but fail to consider the costs of the change management process, ongoing training, and of the support and maintenance of new systems.

Change leaders must look at the big picture and the resources that will be required to implement and maintain the system successfully.

Change leaders make the mistake of thinking that employees can implement a new system by working on this implementation part-time while continuing to perform all their regular duties.

If team members are not fully dedicated, their regular responsibilities will almost always take priority over the project, causing delays and a lack of focus.

Why Do System Failures Occur? (3 of 7)

Communication

Effective communication: success or failure.

Unfreeze and predispose employees.

Objectives to mitigate potential communication barriers.

Reason for the change.

Johnson, Kavanagh, Carlson, Human Resource Information Systems, Fifth edition © SAGE Publications, 2021.

Satisfies Learning Objective 4: Understand the factors that contribute to HRIS implementation failure.

Effective communication: success or failure:

Leaders who overlook the importance of communicating a consistent change message and vision, fuel some of the negative responses (resistance) encountered in managing change.

No matter what kind of change initiative an organization’s leadership may desire, it will not be successful without the support and commitment of most of its managers and employees.

Unfreeze and predispose employees:

Getting employees “unstuck”, getting them to not only embrace the vision but also change their beliefs and thinking to move in the new direction, is a huge communication challenge.

Communication can be an effective tool in helping to unfreeze and predispose employees to change.

Objectives to mitigate potential communication barriers:

Building awareness of the HRIS project, its benefits, importance, and priority.

Creating interest and in, and energy around, participating in the transition to the new HRIS.

Delivering updates on the progress of the project so that employees can contribute to the success of the project and be recognized for it.

Reason for the change:

Answers the question “Why change?” and creates motivation for change.

Simply saying that one’s job will be better is not sufficient.

Employees need to know the business case for the change and how change affects the bottom line.

Why Do System Failures Occur? (4 of 7)

Communication

Vision of the future.

Plan for getting there.

Believe change is achievable.

Expectations.

Satisfies Learning Objective 4: Understand the factors that contribute to HRIS implementation failure.

Vision of the future:

Answers the question “Change to what?” by providing leadership’s vision of the new organization; and

Creates energy and excitement about the future.

Plan for getting there:

Answers the question “How are we going to change?” and mobilizes people in a common direction.

We want to give the big picture: the agenda, key strategies, and implementation plans.

Believe change is achievable:

Answers the question “Is this really possible?” and encourages interest, engagement, and optimism.

Expectations:

Answers the question “What can I expect of you and what is expected of me?” and helps people prepare for the change while reducing their uncertainty.

Why Do System Failures Occur? (5 of 7)

Resistance to Change

Change behavior overnight.

Develop a comfort level.

A series of failed change initiatives.

Satisfies Learning Objective 4: Understand the factors that contribute to HRIS implementation failure.

Change behavior overnight:

People cannot change their behaviors overnight, “get smarter over the weekend, or ‘grow’ skills they do not have.

It’s natural for individuals to resist change because they are comfortable with the status quo.

Develop a comfort level:

It is easy for successful organizations to become overconfident, complacent, and even a bit arrogant about their success.

It is much easier to hang onto what made you great than to change, which can be costly.

A series of failed change initiatives:

If an organization accumulates a series of failed change initiatives, employees can become burned out and cynical about the change process.

When this happens, it’s hard to create a feeling of enthusiasm and zeal for the next change as employees can feel a sense of “initiative overload, change-related chaos, and employee anxiety, cynicism, and burnout.”

Before one change program can be brought to fruition and institutionalized, there comes another wave.

Soon people become so overwhelmed that they lose track of which change initiative they are working on and why.

Employees are no longer motivated to participate in the change,

Why Do System Failures Occur? (6 of 7)

Resistance to Change

Overcome employee resistance to change.

Understand the value of the new system.

Feedback from resistance to change leaders.

Satisfies Learning Objective 4: Understand the factors that contribute to HRIS implementation failure.

Overcome employee resistance to change:

Change leaders must find a way to move beyond the status quo to overcome employee resistance to change and motivate employees to make the changes necessary to ensure the successful implementation of the new or upgraded HRIS.

Understand value of the new system:

They want to know why the change is necessary and what the change will look like.

Fear and resistance to the new system from HR staff will be common and must be anticipated and addressed.

Employees may be concerned about job loss or the new roles, responsibilities, and uncertainty that will result from the change.

Feedback from resistance to change leaders:

Those resisting the change often care passionately about the organization, and this passion ignites the resistance.

Resistance can help narrow the focus of the change

This increased engagement can potentially deliver greater acceptance and success for the change initiative.

Resistance can heighten the awareness of change and can raise its prominence in the organization, extending its life.

Why Do System Failures Occur? (7 of 7)

Training

May occur in the early or final stages.

Targeted training plan.

Can impact “transition” and “refreezing” stages.

Satisfies Learning Objective 4: Understand the factors contributing to HRIS implementation failure.

May occur in the early or final stages:

Successful companies typically provide training in the early stages of the project to reduce uncertainty about the new technology and to generate increased user acceptance.

In the final stages: Training is also used in the final stage of “refreezing” because employees obtain a better idea of handling the changes.

Targeted training plan:

The training plan identifies the key elements and steps necessary for training the various staff on using the different components of the HRIS.

The plan should include a post-assessment tool to measure users’ knowledge following the training.

Can impact “transition” and “refreezing” stages:

At the beginning of the project, a training plan should be developed.

This plan should include a complete assessment of the current skills and future requirements for all who will be affected by the change.

HRIS Implementation (7 of 10)

End User Training

Should be easy to use.

Analysis of the training needs.

An effective end-user training plan.

Satisfies Learning Objective 5: Discuss the various system conversion approaches.

Should be easy to use:

The goal is to make these systems as easy to use as the apps on our phone.

The challenge is that HR is a very complex and regulated environment, with shifting laws and regulations.

Analysis of the training needs:

To determine the amount and type of training needed for users, the organization should complete an analysis of the training needs and follow the recommended phases for effective training.

An effective end-user training plan:

What training will be provided,

When training will be provided for implementation team members and user groups,

Who will provide the training (e.g., vendors, consultants, staff, or others),

A plan for training new users and addressing turnover issues,

A plan for ongoing training, including advanced skills and refresher training,

A plan for training users in the event of system upgrades or procedural changes,

The resources needed, financial and human, to provide the training.

HRIS Implementation (9 of 10)

User Acceptance

Create user acceptance to avoid failures.

Factors that affect user acceptance.

Employee participation and involvement.

Satisfies Learning Objective 5: Discuss the various system conversion approaches.

Create user acceptance to avoid failures:

Change leaders must create user acceptance. Otherwise, they risk failure as users choose not to utilize the new system.

Research has shown that up to 70% of the functions of new HR systems go untapped because users make the new system do only what the old system did.

Factors that affect user acceptance:

Effort expectancy: The expected effort it will take to use the system.

Performance expectancy: The extent to which an employee believes that the HRIS will enhance his or her job performance.

Social influence (subjective norms): The degree to which users perceive others in the organization to feel that the system is important.

Organizational Support: The extent to which employees believe that the organization is committed and resources are in place to support implementation and use of the system.

Employee participation and involvement:

Can increase job satisfaction, job performance, systems acceptance, and systems success.

Ideally, end users should be brought into the project as early as possible, even as early as defining system requirements.

It is also important that users feel that their involvement is providing real value to the system change and that their ideas and opinions are recognized.

By helping shape the real requirements, users begin to take ownership and a personal stake in the system throughout the development process.

Critical Success Factors in HRIS Implementation (1 of 3)

Top management support.

Adequate and timely resources

Communication.

Satisfies Learning Objective 3: Discuss the elements important to successful HRIS implementation.

Top management support:

Simply stated, the project must have top management support at the beginning and throughout implementation and evaluation.

Top management (e.g., C-Suite members; department or unit heads) must be willing to provide the necessary resources and authority for project success.

Adequate and timely resources:

These resources include not only financial resources but also time and personnel.

To successfully implement an HRIS, it is important that enough personnel can devote time to the project to ensure its success.

Communication:

Everybody involved in and affected by the HRIS project needs to be informed regularly about the goals, progress or lack of it, issues, and challenges throughout the life of the project.

This leaves less room for organizational politics, rumor-mongering, and misapprehensions.