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Change Management Techniques to Drive Change

Presenter Marcela McCarthy, CPPDate October 2016 1

Panelists/Speakers

• Marcela McCarthy, CPPDirector Payroll ServicesMcKesson Corporation

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Agenda

• Change Management – What is it?• Identifying who it impacts• Plan -“If you fail to plan you are planning to fail”

-Benjamin Franklin• Implement change

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The discipline of managing the people side of change

What is Change Management?

Helping people do their jobs more

effectively

Helping groups improve or expand

what they do

What success looks like…The business is

readyUsers have adopted

the change and are satisfied

Executives are aligned

Risks were mitigated

The organization is productive and efficient

The Business Case was realized

How will we train people on the new way of working? What does the training collateral contain?How can we wrap the change impactsaround that collateral?

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Change Leadership Approach

Change Leadership

Stakeholder Engagement

Business Change Impacts

Communications

Training & Readiness

Who are the sponsors, executives, and impacted users for this project? How will we engage them?

How, when and what will we communicateto the stakeholders? How will we measure the effectiveness of the communications?

How will we capture issuesor troubles raised after go-live? How will we communicate to all managers to share solutions?

How will we identify theProcess and procedurechanges resulting from theimplementation? How will weshare this information withthe user audience?

On-going Sustainment

Roles in Change Management

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Executive and Senior Managers

Middle Managers

and Supervisors

Project Team

Change Resource

Team

Project SME’s and Support

Communicator Advocator, Coach,

Resistance Manager, Liaison

Active and visible build coalition

communications

ExpertiseExperienceKnowledge

DesignDevelopDeliver

Integrate Change

Apply structure approach with resources and

funding to drive adoption and usage

Change Acceptance Curve

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Aw

aren

ess

>

Und

erst

andi

ng >

Acc

epta

nce

> C

omm

itmen

t

Go Live

DENIAL

RESISTANCE

EXPLORATION

PHA

SES

COMMITMENT

TIME

Leader Actions for Phases

COMMUNICATE REWARD

LISTENFAC

ILITATE

DENIAL

RESISTANCE EXPLORATION

COMMITMENT

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Identification of Project

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•Vision and benefits are understood• Initiatives are well integrated•Right people are involved•Business resources are committed•Program risks and issues are managed•Strategy, schedule and key milestones are understood

Leadership Readiness

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•are strong sponsors of the change •communicate the vision, benefits & key decisions•act as role models for the new ways•proactively track progress and remove obstacles•hold teams accountable for contributions to project•coach teams through the change process.

Change Management Tips for Leaders

• Change = fear and anxiety• How we work though the change management process

and support these individuals through the transition is the biggest single issue leaders have to deal with.

• A plan that doesn’t address employees’ feelings is fundamentally unstable.

• Expect emotional responses – anxiety, fear, defensiveness, grief – it’s just human nature. Be prepared for, but not apprehensive about , these reactions

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•Proactive, Not Reactive• You have to spend time with employees to get their buy-in.

• Our people must change and be realigned to support the intent and outcomes of this outsourcing initiative. They must understand the business reasons for the change and embrace them enough to acquire new mindsets and behaviors that will achieve the desired corporate results.

• People are Key Assets• They possess critical knowledge, and without their buy-in, the success of

this transition is at risk. Make sure to treat them that way. Think of them as “customers” of the change.

• In discussions, try to redirect to the facts/business drivers to avoid emotion-based resistance.

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Change Management Tips for Leaders

Your Role in Helping Ensure Success

• Be available and accessible as your team members have questions.

• Give people frequent updates. Without updates, employees often assume that news is being withheld from them, and rumors will fill the grapevine.

• One way communication alone isn’t effective, give employees a chance to voice their concerns and address them openly and honestly.

• Realize people may be worried, even if they are not directly impacted.

• Don’t underestimate the importance of the people - the project won’t be a success unless the people are transformed, alongside the process and technology.

• Help maintain morale. Be positive and reassuring.

• Help rebuild trust in our corporate vision during the transition process by continually reinforcing the strategy behind these changes.

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Keeping Team Informed

• Transparency• Frequent updates• Defined plan• Communicate Communicate

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Change Readiness Roadmap: Notifications

Other Stakeholders

8:30 – 12:30 Impacted SF

team Individual

Transition in Organization

Training

8:30 – 12:30 Dallas team

Individual Transition in Organization

Training

10:00 – 1:00 CSTManaging

Transitions in Organizations

Training

All Mgrs Notification Materials Review - deck - talking points - FAQ - awareness msg

ManagerRisk Retention Review with HR & CL

Final Preparation with CL & HR

Manager Debrief with CL & HR Post Notifications

Talking points sent to Sr Leader Direct Reports, CFOs & HRLT

Stakeholder Message

Payroll Dept notification - SF Payroll 8:30 PST - Dallas Payroll 10:30 CST - M&A / Accounting/Tax 8:30 PST

SF Payroll employee 1:1 with HR – review severance and retention bonus specifics . Share FAQs & roadmap

Tuesday Weds Thursday Friday Monday Tuesday Weds Thursday Friday9 10 11 12 15 16 17 18 19

July

Payroll Dept follow-up Mtgs - SF Impacted - Other SF- Dallas

8:30 – 12:30 Non-Impacted

SF team Individual

Transition in Organization

Training

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Communication

• Staff• Sensitivity

• Executive Updates• Customers – HR, employees

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Change & Business Readiness Roadmap (example)

March April May JuneJune July August Sept Oct Nov Dec Jan and beyond

Go Live

Pre Transition Transition Post Transition

Change Transitions

Training

Go Live

Culture & Training Others Training -

Dallas

7/12Stakeholder Awareness

Msg

Monthly Executive Update





Wk of 8/5Stakeholder Mtg TG1 Report Out


Wk of 11/11Stakeholder MtgTG3 Report Out


Monthly Payroll Dept Mtgs





Resume Building - SF Impacted

Professional Presence &

Networking -SF Payroll

Weekly CL Mtgs Weekly CL Mtgs Weekly CL Mtgs Weekly CL Mtgs Weekly CL Mtgs

Payroll Mgr Change Readiness

Weekly CL Mtgs

Payroll Business Readiness

Stakeholder Updates & Business

Readiness

Financial Planning Overview – SF Impacted


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Payroll Team Change Readiness

Change Transitions

Training – AllChange

Transitions Check in &

Teambuilding – All

Working with Virtual Teams

Training - Dallas

Build Personal Brand &

Interviewing – SF impacted

Resilience Training –

All

What’s Next – Sample What’s next communication

• Week of 12/2 is a light week with only 2 confirms• Week of Dec 9 is a big week for Genpact

8 confirms this week 5 of these occur on 12/10 Create new Exec Payrun ID for exec payroll in

TXE, S1E, S2E• Looking good for transition as scheduled on 12/23• Transition retained items to Carrollton

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Payroll Optimization: Project Roadmap

March April May June

Project/Genpact

Phase 2: Knowledge Transition

9/3 – 10/11On the job (OJT) training

8/5 - 8/30Pre-training

7/22 – 8/2Solution ID

10/14 - 11/8Ramp Up

11/11 – 12/20 Pilot

Go LivePhase 3: Process Execution

TransitionPhase 1: Announcement &

Project Readiness

Genpact begins testing new payroll processes and ramping up full India based teamMcKesson Payroll department supports exception processing and questions

Genpact begins transactional execution in production increasing to 100% volume by pilot end

Track progress & analyze metrics

Small group of Genpact team on site to baseline current AS IS processes

Define adapted processes

Finalize and sigh-off scope of work

Broader Genpact team is brought up to speed on AS IS processes that were documented in Solution ID

Intensive on-site knowledge transfer, including work shadowing and hands on practice under supervision.

Mckesson team certifies Genpact OJT team with License to Operate (LTO).

8 15 22 29 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 2 9 16 23July August September October November December

Change & Business Readiness

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Training

• New Roles• New Skills• Plan of action

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Metrics

• Expected out comes• New Service Level Agreements• Performance evaluations

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Pilot Volume Transition - Date View

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• The chart below shows two things:• Dates when worklist transitions to GP• All confirm dates during Pilot and who is doing the confirm

Pay RunWorklist

Transition Date to GP

Confirm DateRamp Up Wk 4

11/3 - 11/9

Confirm DatePilot Week 111/10 - 11/16



Confirm DatePilot Week 4

12/1 - 12/7

Confirm Date Pilot Week 512/8 - 12/14


TXE 29-Oct N/A 11-Nov 22-Nov N/A N/A 9-Dec N/A

GMS 29-Oct N/A 12-Nov N/A 24-Nov N/A 10-Dec N/A

MWK 13-Nov 5-Nov 12-Nov 19-Nov 24-Nov 3-Dec 10-Dec 17-Dec

ZSM 13-Nov 5-Nov N/A 20-Nov N/A 4-Dec N/A 18-Dec

S2N 13-Nov N/A 12-Nov N/A 24-Nov N/A 10-Dec N/A

TXN 13-Nov N/A 12-Nov N/A 24-Nov N/A 10-Dec N/A

S1E 23-Nov N/A 11-Nov 22-Nov N/A N/A 9-Dec N/A

S2E 23-Nov N/A 11-Nov 22-Nov N/A N/A 9-Dec N/A

S1N 25-Nov N/A 12-Nov N/A 24-Nov N/A 10-Dec N/A

= GP Confirms= McK confirms

Key highlights

Project Timelines Key Adaptations

Onsite Solution identification exercise completed with effective “As Is” process understanding and agreement on adapted process design

Process Risk Register (FMEA) and Sol id Action log prepared, to be jointly reviewed periodically

Key stakeholders aligned and governance structure set up De-Risk Approach- Lift & shift model with minor adaptations Canada activities to be out of scope for G and will be revisited

during Q1 2014

Key Risk/Focus Areas & Mitigates

Closed On track Delayed At Risk

All paper inputs to be scanned and route to Genpact via CRM tool Hand off between G and retain team for auditing and further

processing to be routed via CRM tool All fulfillment services (check printing, distribution activity etc.) to be

retained at McK. Communication between both the teams via CRM tool

G to post final Payroll after confirmation from team Communication with employees on recovery of overpayment and

collections of LOA to repay will be done by team

Metrics/Status report example

Project Milestones Key Dates Status

Start Closure

Solution ID (TG 1) 22-Jul-13 02-Aug-13

Transition Setup (TG 2) 05-Aug-13 30-Aug-13

Knowledge Transfer (TG 3) 02-Sep-13 08-Nov-13

Pilot (TG 4) 11-Nov-13 20-Dec-13

Change Management and Stakeholder Management

Change Management Strategy & communication plan developed and driven by McK

Complete & Accurate KT – Onsite KT planned at one location i.e. TX. Limited visibility to the SF process complexity / nuances

Process 100% similar at both the locations

Trainer from SF to travel to TX site during onsite KT. Also, to travel to India during ramp up KT

Implementation of new CRM tool - Key adaptation for G In scope activities

Detailed IT UAT to be planned G team to also participate in

UAT testing

Recognition

• Determine timing of recognitions• Bonuses• Activities

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Thank you

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