Change Management provides the process to manage the impact that change has on the people in an organization.  It is concerned with the human resource and organizational aspects of change.

What is the Methodology’s Approach to Change Management?

The Change Management methodology:

• ensures that the organization is ready to successfully undertake the change,
• establishes a communications program to minimize resistance or confusion and maximize acceptance of the change,
• assesses the impact that the change will have on the organization,
• develops the organizational and human resource infrastructure required to support the change,
• supports the implementation of the change,
• monitors and evaluate the effectiveness of the change management program.

How does Change Management relate to other methodologies?

The Change Management methodology is a support methodology.  It is used on projects that promote change within an organization (e.g., BPE, EWAS, SSP, C/S, RAD).   The Change Management methodology is presented as a separate methodology but it is not a stand-alone methodology.  Its activities and tasks are linked to the stages of the BPE, EWAS, SSP, and development methodologies where they are performed.

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Change Management Methodology Reading List

EMPLOYEE ORIENTATION – HUMAN RESOURCES CHECKLIST

Recruiting Kit:

Deliver the following reading material to the prospective employee along with the letter of offer:

• Company Code of Conduct (including confirmation slip to be signed by employee)
• Benefit Summary
• Summary of Career Paths
• Standard marketing information (for business unit)
• General Information Form (contact and family information, etc.)
• Personal Tax Forms
• Payroll Direct Deposit Form
• New employee or change of bank account form
• Medical and dental enrolment forms
• Employment equity statement and form
• Application for Security Clearance
• Business Card order form
• Nameplate order form
• Confidentiality instructions (e.g., for locking material away, guarding conversations in elevators and rest rooms, etc.)
• Application for a business credit card and a calling card (if the employee will be travelling a lot)

Prepare the following New Hire Welcome Kit ready for first day arrival:

• Welcome letter
• Employee training plan
• Group Retirement Savings Plan booklet and form
• Group insurance plan information
• Employee membership programs and forms (e.g., Employee PC purchase plan form, cellular phones, etc.)
• Latest employee newsletters (also refer to website/LAN)
• Employee handbook
• Employee phone list
• Contact information (who to contact for the various office support services)
• Quality policy
• Internet policy
• Promotional material

Before the New Employee Arrives (1-2 weeks if possible):

Enter employee’s general information into the company’s human resources database (after receipt of offer).

Advise the following people of the new employee’s start date:

• Project Manager
• Facilities Support
• Technical Support

Review and complete all forms sent to employee, and action items as appropriate (e.g., order nameplate).

Review and complete Payroll Advice Form (if completed).

Register employee for New Employee Orientation Session.

Prepare Orientation Invitation and deliver to Project Manager (for distribution to new employee).

Announce new arrival in the company employee newsletter.

On the First Day:

Create Human Resources file for employee.

Provide employee with employee identification number.

Provide New Employee Welcome Kit (as above).

Review organization charts and where employee fits in.

Identify the primary company and project communications vehicles (e.g., company and local newsletters, phone information lines, Intranet sites, lunch and learn sessions).

Review schedule of upcoming social and educational events.

Review most frequently asked questions:

• Vacation accrual
• Pay schedule
• Payroll deductions
• Statutory holidays
• Employee problem process
• Dress code
• Relocation practices (if applicable)
• Immigration (if applicable)
• Opportunities (internal, travel)
• Other

Review travel information (if applicable):

• Business credit card information
• Travel Handbook/Directory
• Travel profile form
• Company car rental information
• Company preferred hotel information
• Passport/visa information
• Travel and expense claims procedure

Provide/review Employee Orientation – Employee Checklist and outline orientation activities.

During the First Week:

Complete any orientation activities not completed on the first day.

During the First Month:

Contact new employee to determine what orientation information is missing and to provide that information as appropriate.

In conjunction with Project Manager/Team Leader, assist new employee to identify job related (project specific) training and development requirements.

At the End of the Second Month:

Distribute Employee Orientation – Evaluation Checklist to new employee and have the completed evaluation returned to Human Resources.

Yearly:

Conduct attrition analysis for new employees hired in the past year.

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Do some research ahead of time to understand the individual’s personal aspirations and career development plans.

Introduction:

Start by describing the job initially at a high level (including the overall purpose and the major responsibilities) and tell the individual why they are being considered.

If the person thinks they can handle the responsibility, describe the job in more detail including what the person will spend most of their time doing, and to whom they will report. Include what you would consider to be both the good and the bad points about the assignment (if you only talk about the good, the individual may feel surprised and cheated later on when they begin to discover the negatives). However, keep the phrasing neutral, as what you consider to be good or bad may be viewed differently by the person being interviewed.

Ask open questions from the examples provided below to gain further insight into the individual being considered. As you do this, be careful to keep the tone of the interview open and supportive (interview rather than interrogate). Your objectives are not only to assess whether this person will be able to be successful in the assignment, but also to have him or her feel positive about the selection process.

Open-Ended Questions:

• Which of your previous projects or assignments have you found to be most enjoyable and why?

• What did you like least about some of these assignments and why?

• What kind of additional responsibilities have you taken on in your previous positions?

• What new skills have you developed recently?

• What particular strengths do you think you would bring to this project?

• Which areas of your personal performance are you most looking to improve upon?

• How do you feel this assignment might help to strengthen you in these areas?

• What other skills would you like to gain from this assignment?

• Describe what you consider to be a significant recent success, and tell me why it was a success.

• Describe what you consider to be a recent mistake you have made, why it was a mistake, and what you learned from it.

• What is your preferred working style – alone or as part of a team – and with what level of supervision?

• How comfortable are you interfacing directly with the customer?

• Besides salary and benefits, what do you look for in your work life?

• What would you like to be doing in five years or so, and why?

• How might this project help you to achieve those goals?

• What else about this project is most interesting to you?

• Describe any other special skills or characteristics you have that might prove useful in this assignment (examples might include speaking Spanish, or having some special insight into the particular customer/market).

• What concerns, if any, do you have about joining this project?

• To what extent are you able to meet the special requirements of this job (e.g., travel, overtime, weekend work, heavy deadline pressure, etc.)?

Closing:

What more can I tell you about the project and this assignment to help you determine if it is a good fit?

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