embedding integrated talent management (itm) and ... integrated talent management (itm) and managing...

ITM - Ready... Set... GO!Embedding Integrated Talent Management (ITM)

and managing the associated change process

ITM - Ready... Set... GO!

Table of contentsExecutive Summary ............................................................................................... 2

Introduction ............................................................................................................ 4

Stepping it out ....................................................................................................... 4

Ready - how to prepare for a successful implementation ..................................... 5 Set – how to manage implementation and set the foundations for change ........... 7 Go – how to enhance uptake and engagement from ‘go live’ and beyond ......... 10

Looking through the Lens .................................................................................. 12

Executives/senior management ......................................................................... 12 Line managers ................................................................................................... 13 Human Resources ............................................................................................. 14 Employees ......................................................................................................... 15

Conclusion ........................................................................................................... 15

References ........................................................................................................... 16

Executive Summary

Go!• Keep communicating and prepare tailored communications and instruction to deliver just

in time

• Positively reinforce ongoing, effective use of the talent management application

• Provide multiple channels of training and support, to cater for varying levels of capability and different learning preferences

• Track progress and manage ongoing continuous improvement and upgrades

Set...• Deliver frequent, targeted communication to facilitate stakeholder awareness, desire and

knowledge to change

• Promote end user involvement and transparency

• Develop capability to make the change, and engage with the new talent management application effectively

• Manage change resistance, and balance your return on investment in time and resources

Ready...• Clarify the business problems to be solved and the extent of the required change

• Assess change readiness, including awareness, capability, culture

• Develop your change management strategy

• Engage a cross functional project team with representation from HR, IT, Internal Communication/Change and end users

Integrated Talent Management (ITM) solutions promise to create a strategic link between human capital and business results (PageUp People, 2009a); however the most sophisticated systems and processes will not deliver value if they are not embedded effectively in the business. Over the past decade, companies have made significant investments in large-scale technology solutions, with limited attention to the impact on employees. This neglect frequently results in poor system uptake and failure to deliver. PageUp People firmly believe that talent management technology is an enabler rather than a business outcome. The level of employee engagement with systems, coupled with proficiency to apply talent management practices effectively, will influence the ultimate return on talent-related investments.

Implementation need not be lengthy or costly. Rather, paying attention to the broader environment and the impact on end users will increase the value that is derived from a talent management application, be it a single or fully integrated platform.

This whitepaper provides practical steps to:

Ready... Get ready for a successful implementationSet... Manage the implementation process and set the foundations for changeGO! Enhance uptake and engagement from ‘go live’ and beyond.

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Promote transparency and engagement pre, during and post implementation

Apply a structured change process, taking into account stakeholder needs and perspectives

Consider vendor supportduring and post ‘go live’

Plan for aneffective handover

Manage the impact of system upgrades on end users

Engage users insystem demonstrations

and hands on trials

Promote transparency ofthe system throughout

implementation

Clarify the business problem technology will solve

Engage cross-functionalteam in vendor selection

Consider vendor supportand partnership model

Implement long-tailcommunication plan

Use multiple mechanisms to positively reinforce the change

Track progress towardsobjectives and manage

continuous improvements

Implement communicationplan, with frequent, targeted

communication

Develop capability to change

Manage change resistance

Define the scopeof the change

Assess change readiness

Prepare a changemanagement strategy and

communications plan

RefreezeApply recognition, motivationand feedback principles

Foster agility and opennessto change

TransitionManage the impact of change resistance on the broader workforce

Allow for individuals differences in response and time to adapt to change

Unfreeze 1

Overcome a natural human bias towards the status quo

Tap into end user perspectives, motivations and needs; create awareness and desire to change1 Lewin (1958)

PageUp People Whitepaper - ITM Ready... Set... GO! Page 3 of 17


Page 4 of 17 PageUp People Whitepaper - ITM Ready... Set... GO!

IntroductionThe PageUp People whitepaper, ITM – The Evolution, previews the future of Integrated Talent Management (ITM) and its strategic potential to drive business results (PageUp People, 2009a). A recent study conducted by Bersin & Associates found that 75% of companies are in the process of defining how they will integrate standalone HR systems or implement new applications to support their talent management strategy (Levensaler & Laurano, 2009).

With the value and benefits of ITM increasingly well-accepted, the questions have shifted from “what” and “why” to “how”. How can we embed talent management practices? How will we engage managers and employees in applying talent management practices? How do we derive the full value that is possible from an ITM solution?

The introduction of any new technology or business improvement requires a change in the experience and actions of your people. Over the past decades, companies have invested huge sums in new technologies and systems, with limited attention to the impact on employees. All too often, this neglect has resulted in limited uptake of the new system or process and failure to deliver (Prosci, 2009). People risks associated with poor uptake, slow adoption, and ineffective use are particularly salient in relation to talent management.

Lessons from early adopters highlight an opportunity to make greater investments in training and development and change management, and engage employees and managers through implementation (Ganly, 2008; Holincheck, 2009).

PageUp People believes that Integrated Talent Management, enabled through technology, is the way of the future. However, a technology solution alone is not sufficient to achieve competitive advantage. The level of employee engagement with applications, be that a single or fully integrated platform, coupled with management and leadership capability, will determine the ultimate return on talent-related investments.

This whitepaper provides practical steps to manage the change process through system implementation and ongoing, to increase the value that companies derive from their talent management systems. It is based on academic and industry research, input from HR executives representing a cross-section of leading companies (PageUp People, 2009b), and the experience of PageUp People leading the successful implementation of talent management solutions over the past decade.

Stepping it outWhile companies vary considerably in terms of their progress towards an Integrated Talent Management solution (PageUp People, 2009a), the requirement for effective change management to embed systems and technologies remains constant and critical. Corporate change has been a focus of study for the past 50 years Conceptual models of change tend to sit in one of two camps. Theory E (‘economic value’) models of change identify shareholder value as the primary objective and prescribe planned change programs, driven from the top down. Theory O (‘organisational capability’) models of change focus on methods to engage and tap into the capabilities and attitudes of employees (Beer & Nohria, 2000).

Today, most change experts would agree that a combination of these models, taking into account both process and psychology, is necessary to embed a change. Right practice is more applicable than best practice, with the optimal change effort and approach varying across different initiatives and companies. Looking across three key steps to successfully implement talent management systems, ‘ready, set, go,’ we consider the process and psychology of change, in the context of introducing new technology.

" Companies have invested huge sums in new technologies and systems with limited attention to the impact on employees"


Ready… How to prepare for a successful implementation

Embarking on a journey to source a technology vendor can be challenging and confusing, with varying functionality, support and training structures, and pricing matrices across the market. In making a decision to introduce a change of this type, companies must first understand the business problems that need to be addressed (Thielst, 2007).

Uncovering the root cause of your business problems and defining specific objectives is the first step in formulating your talent management strategy, and ultimately identifying your technology solution (Holincheck, 2007). For example, a company seeking to address retention challenges may go out to market for a succession management system, to reduce risk of vacancy in key roles Another company may seek to improve retention by introducing a performance management system and developing a feedback and coaching culture. While the superficial problem (retention) appears to be the same, the underlying causes and desired objectives (vacancy risk versus reduced turnover) help define the best solution. Implicit in this approach is the recognition that technology is an enabler, rather than an end result.

Having defined the optimal solution, taking stock of the magnitude and impact of the associated change is critical. In a recent global benchmarking study over 80% of participants stated that change management should start early, ideally commencing at project initiation (Prosci, 2009). Doing so allows you to be proactive in anticipating potential obstacles and points of resistance, and to integrate these considerations in your project plan. It also brings the people side of change to the fore and encourages early involvement of key stakeholders, in turn generating engagement and better design decisions and solutions (Prosci, 2009).

Getting ready for this change involves 1) defining the change – understanding the gap between current and desired practices, and the speed of the required change; 2) assessing change readiness, to help quantify your change effort and approach; 3) developing your change management strategy and methodology; and 4) engaging a cross-functional team to evaluate prospective vendors.

Technology

• What is the business problem you are trying to solve by introducing a new technology?• How will different vendors support you across the life of your investment? • Have you engaged a cross-functional team to select the best fit vendor for your company?

Process

• Do you have a clear understanding of the size and impact of the change associated with introducing a new talent management system?

• Have you conducted an assessment of change readiness? • Do you have a structured change management strategy in place, alongside your project plan?

Psychology

• Have you taken into account end user perspectives, motivations and needs through the change process? • What steps will you take to ‘unfreeze’ individuals and prepare them for the new talent management application?


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1. Define the changeAre you seeking to introduce a new talent management process? Automate an existing process? Shift from one technology vendor to another? The answers to these questions will begin to clarify the nature of the change that you are introducing, which in turn will have change management implications. Your objectives will help define the desired end result, and create an anchor against which to compare the current reality. For example, if a company is seeking to embed a performance culture, a broader assessment of the current and desired culture, and behavioural change implications should be taken into account, along with new process/system considerations. Prosci (2009) suggests that defining the change requires situational awareness - an understanding of who the change will impact and what it will mean to them. For example, introducing a new performance management system is likely to impact the entire workforce, whereas a recruitment management system is likely to impact a smaller population of recruiters and potentially hiring managers. Both of these changes will mean different things to different stakeholders.

2. Assess change readinessThere are a variety of models and templates available to assist in evaluating change readiness. In the context of talent management, understanding the maturity, sophistication and level of satisfaction with current practices will impact desire and capability to change. These factors will feed into an assessment of a) awareness of the need for change, and b) capability to change (Walinga, 2008). A common belief that there is a need for change, supported by a common understanding of cause and effect, will provide the most fertile grounds for change (Christensen, Marx and Stevenson, 2006). For example, there may be a common belief that performance management processes are highly inefficient, and that the automation of these processes will increase efficiency, thereby supporting change readiness. Capability assessments should also be two-dimensional within each of your stakeholder groups: do individuals have the capacity to effectively participate in the change (e.g. lead change)? Do they have the capability to make the change (e.g. feedback and coaching skills required to effectively implement performance management)? The corporate culture (e.g. open to change versus change resistant) will also influence readiness to change (Perkins & Robson, 2009) and should factor into assessments.

3. Develop your change management strategyChange management has shifted from concept to tangible and repeatable processes, and structure is now considered the hallmark of a robust approach (Prosci, 2009). There are numerous change methodologies and frameworks in place, with Kotter’s (1996) 8-step change process alongside transition/stages of change models perhaps the most widely known. Understanding the preferred methodology in your company, and tailoring this to the context of the change and the level of readiness will form the basis of your change management strategy.

4. Engage a cross-functional team in evaluating vendorsEngaging a cross-functional team is also important in getting ready for the implementation of a new talent management application. Ideally, this team will include experts representing Human Resources, Information Technology, and Internal Communications/Change Management departments, along with key stakeholders from the business, who will be end users of the talent management application. Involving end users as early as possible in the process supports engagement and the selection of the best fit vendor for your company (Edelman, 2004). They are uniquely positioned to understand the realities of current practices, and provide insight regarding possible challenges and product usability. End users should also be encouraged to consider training and usability through the vendor evaluation process. These factors are often given insufficient attention upfront, incurring challenges down the track (Levensaler, 2008; Holincheck, 2009). PageUp People strongly encourages companies to consider the support provided during and post implementation, along with user experience, product quality and functional depth, when making purchasing decisions.


" PageUp People strongly encourages companies to consider the support provided during and post implementation, along with user experience, product quality and functional depth, when making purchasing decisions"



Ready or not?The above four steps provide a rational, structured approach to get ready for the successful introduction of atalent management application; however they will not prepare individuals for change. In fact, it has been arguedthat change, by nature, is irrational and attempts to use common sense to manage the change process are misguided (Aiken & Keller, 2003).

Lewin’s 3-stage change model (1958) helps us understand the three psychological steps involved in change, and has influenced many more recent transition models. Lewin uses an ice cube analogy, with stage one termed ‘unfreeze.’He suggests that ‘unfreezing’ individuals and getting them ready to change is likely to require more effort than the change process itself. This is consistent with research demonstrating our bias towards the status quo (Walinga, 2008; Thaler & Sunstein, 2009). From a practical perspective, it highlights the importance of considering end user perspectives, motivations and needs, from the outset, to facilitate the change process. Whilst you may be ready to commence the change process, the time it takes for individuals to get ready for change will vary and should be taken into account in your change management strategy and communication plan.

Set... How to manage implementation and set the foundationsfor change

Stage two involves the implementation of your change management strategy and specific activities to establish the conditions for success when you deploy a new system. This stage, arguably, varies the most across companies and will be guided by outcomes of stage one – how ready is your business for change? What are the implications in terms of strategy and approach?

However, there are common elements that underpin success through the implementation process. Foremost, is a recognition that corporate change is the outcome of individual change. Prosci (2009) argues that companies don’t change, people within companies change. Their ADKAR model of individual change (Prosci, 2009) defines specific outcomes at an individual level: awareness of the change, desire to change, knowledge of how to change, ability to change and reinforcement of the change.

In the experience of PageUp People, there is often a significant amount of time and energy invested in creating awareness and desire at a senior level in the company; this may even be a pre-requisite to obtain approval for system implementation. Leaders and project teams must not assume that others are at the same point as themselves on the change journey.

If individuals are the unit of change, how do we successfully effect change across an enterprise? Whilst we are all unique, people respond fairly predictably to change and we can use this information to guide company-wide change activities (Aiken & Keller, 2009). Critical success factors in managing the implementation process and preparing for the introduction of a new talent management system or process are outlined below.

1. Deliver frequent, targeted communication

Frequent, targeted communication is critical through the implementation process to create awareness, motivation and knowledge to change. Effective communication relies on a message being understood and acted upon (Fragiacomo, 2008; cited by Perkins & Robson, 2009), and the ADKAR model assists in framing messages to achieve specific outcomes. Communicating through the change process involves the structured release of messages targeting a specific stakeholder group. Take, for example, the introduction of a new succession management system.

" Leaders and project teams should not assume that others are at the same point as themselves on the change journey"

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Early communications will need to clearly address why this change is taking place and articulate ‘what’s in it for me’ (WIIFM) to the receiving audience (Prosci, 2009). Different stakeholder groups will be impacted differently by the change and the WIIFM will thus vary. For business leaders, messages may focus on business performance outcomes and reduced human capital risks. Moving down through the company, messages may emphasise career development implications and address concerns relating to job security.

Considering the voice, or preferred sender, of the communication and equipping these individuals to deliver a change message effectively is also important. Industry research suggests that people prefer to hear business messages from the CEO or a senior leader, and personal messages from their direct manager (Prosci, 2003; 2005; 2007). Finally, formal communication will involve careful use of a range of mediums selected to best reach your target audience. Participants in the PageUp People roundtable series (2009b) highlighted communication saturation as a key concern in delivering change messages. Selecting innovative communication channels, using well-placed messaging and reinforcing consistent messages are critical in our increasingly noisy work life.

Even when all of the above considerations are taken into account, there is an opportunity for speculation and rumour to undermine your efforts. You can proactively address this risk and mitigate speculation by:

• Taking steps to structure informal communications, and equipping key influencers and people managers in the business with a consistent, simple and succinct message to circulate.

• Engaging your extended project team as ‘ears’ of the project to listen to feedback and concerns in the business.

• Providing one single source of truth (eg. a dedicated page on your intranet), which employees can access to understand the change, and consistently referencing this source in change materials.

(Perkins & Robson, 2009; Ganly, 2008).

Technology

• Have you engaged end users to participate in system demonstrations, hands on trials and testing through the implementation process?

• How will the system cater to different levels of experience and capability using technology?

Process

• Are you delivering frequent, targeted communications, which can be understood and acted upon? • What feedback loops have you put in place to gather and respond to stakeholder input? • How are you supporting key stakeholders, and preparing them to use the new talent management application? Have

you considered system training and behavioural change implications?

Psychology

• How susceptible is your broader workforce to negative messages and change resistance? What are the implications in terms of resistance management?

• How will individual differences in their response to change impact the speed of adoption and system uptake?

" Employee communication does not just have a role to play in the management of change, it has the role"

Quirke1995



2. Promote involvement and transparency

The engagement of a cross-functional team, including end users, will continue to be important in setting the foundations for change. Often referred to as ‘change coalitions’, forming relationships with end users will enable you to influence the communications being disseminated and seek input to process design and system configuration. Providing system demonstrations before the user acceptance testing stage, requesting open feedback from end users, and creating opportunities for ‘hands on’ trials will promote involvement and transparency throughout the implementation process.In turn, these early involvement techniques serve to:

• Increase engagement and ownership, and develop a pool of early adopters who champion the new system when it is deployed

• Identify system adoption issues associated with usability

• Improve the quality of the end solution

(Edelman, 2004; Holincheck, 2009)

Creating transparency and involving the broader stakeholder group impacted by this change is also possible. In a recent seminar, Perkins and Robson (2009) shared a case study demonstrating how video can be used to bring a new system to life, and increase transparency at an early stage in the change process. This technique serves to clarify a planned change and bring to the fore potential concerns early in the change process.

Pragmatic methods to gather input from a wide pool of stakeholders may include online surveying or an email drop box. PageUp People cautions companies to be mindful of how they will respond to feedback and integrate it within the end solution. Ignoring employee messages is likely to be more detrimental than choosing not to invite input at all.

3. Develop capability to change

The change management literature consistently emphasises the need to develop skills and ability to make a desired change (Aiken & Keller, 2009). Companies consistently indicate that there is an opportunity to improve training and documentation provided during and post the implementation of talent management applications (Holincheck, 2009). Nonetheless, it would seem that most companies continue to invest insufficient time and resources in this critical success factor.

For example, a recent global survey of 716 respondents highlights “insufficient training and performance support for managers and employees” as the number one challenge during system implementation (Levensaler, 2008). It follows that system training should not be neglected, regardless of usability (Holincheck, 2009); however if behavioural change is required to achieve your objectives, this is likely to require a greater investment and deliver greater returns. In the experience of PageUp People, the importance of behavioural change frequently comes to the fore during performance management system implementations. The most robust performance management system on the market will not deliver business outcomes if managers do not have the capability to set business relevant SMART goals, provide positive and constructive feedback, objectively evaluate performance and engage in meaningful performance discussions.

Conducting a training needs analysis upfront, and providing experiential opportunities to practice new skills and behaviours, will ideally sit alongside system training. Holincheck (2007) suggests that analytics, competency models and coaching content are critical to ensure managers and employees obtain full value from talent management systems. PageUp People concurs, with the proviso that managers are provided with sufficient training and development to apply these tools to coaching conversations and effective human capital decisions.

" The most robust performance management system on the market will not deliver business outcomes if managers do not have the capability to set business relevant SMART goals, provide positive and constructive feedback, objectively evaluate performance and engage in meaningful performance discussions"



4. Manage change resistance

There is no ‘one size fits all’ prescription to manage resistance to change. Kotter (1996) would argue that change efforts are best directed towards the majority, rather than small pockets of resisters who can drain time and resources disproportionate to your return.

On the flipside, successful stories of change frequently place an active resister at the centre of change efforts, and encourage them to take ownership of the change and thus influence others (“If John thinks this will be ok, that’s good enough for me ...”). Psychological research teaches us that we prefer to follow social norms (Thaler & Sunstein, 2009), and that when we are ambiguous about change we are more open to be influenced by others (Zorn, 2002).

These findings suggest that efforts to manage change resistance should be modified, depending on the impetus for change across the company and the level of engagement with change amongst the majority of employees. As individuals progress through the stages of awareness and desire for change, resisters are likely to have less impact on the broader change effort. This is a useful rule of thumb; however it will not apply if the change resisters are key influencers in your business. In these cases, additional investment in managing resistance and converting vocal change resisters to champions is warranted.

Go! How to enhance uptake and engagement from ‘go live’and beyond

In the experience of PageUp People, system deployment or ‘go live’ is often and mistakenly the final milestone; the last line in a project plan. In reality, the ongoing management of change is equally critical, and arguably more important, from this point forward. Having set the foundations for change, there is a reasonable business expectation that the new talent management system will now deliver.

At the same time, different people will most likely be at different points in the change process, and several of the critical success factors identified during stage 2, most notably communication and capability development, should continue to feature prominently as the system is deployed. Steps to maximise uptake and engagement and deliver against project objectives post system deployment are important and should not be overlooked.

Technology

• How does your vendor facilitate effective post-implementation handover?• What post-implementation training and support is available through the vendor? • What access do you have to system upgrades and new releases on an ongoing basis?

Process

• Have you put in place ‘just in time’ communication and instruction to facilitate transition to the new system? • What mechanisms will you use to positively reinforce the change, and drive accountability?• How are you managing change and continuous improvement on an ongoing basis?

Psychology

• Are you using learnings from psychology (eg. positive feedback, motivational research, the impact of social norms) to encourage system uptake and reinforce behavioural change?

• Is there an opportunity to deliver a small, but unexpected reward to enhance change motivation?

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1. Keep communicating

This point is best demonstrated by example. Imagine that you have advised Department A that, as of Monday, all recruitment activities must be managed through the new recruitment management system. You have provided training and there is a general consensus that the new system will resolve inefficiencies in the existing recruitment process. When Monday morning arrives, however, very little changes. What has gone wrong? Perkins and Robson (2009) suggest that it does not work to tell people what you expect of them next week or at some point in the future, as they will typically need to ask again. Factoring in a simple communication, with instruction, at the point of change will assist to overcome uncertainty and clarify steps in the new process. In instances where it is difficult to anticipate when individuals will be required to use a new system for the first time, consider well-placed and prominent communications or a fact sheet providing ‘just in time’ instruction.

2. Positively reinforce change

Positive feedback drives individual change, and the creation of short-term wins can motivate a broader segment of your workforce to adopt the change (Kotter, 1996). For example, publishing time savings through process automation, or the number of learning and development opportunities available through the new system, might constitute short-term wins, which you can continue to build on. Sharing success stories, case studies and testimonials, and providing leaders with messages to deliver through existing communication channels (eg. team meetings) are simple, effective techniques to continue to reinforce system uptake (Perkins & Robson, 2009).

Social norms can also be used to drive change. An innate tendency to follow the crowd and seek conformity is amplified when actions are visible to others (Thaler & Sunstein, 2009). Consider whether there is an opportunity to create transparency across the business and encourage others to follow early adopters, eg. comparative reporting on new system adoption rates.

Changes often have a ripple effect, especially when standalone talent management applications are introduced, with a plan to integrate with other talent management activities at a later date. Considering how system usage links to employee accountabilities and reward systems will clarify expectations and shape responses to frequently asked questions upfront. Creating strong linkages may also assist in reinforcing system usage. For example, if employee bonuses will link to performance ratings, this is likely to encourage adoption of a new performance management system. If managers are expected to keep succession plans up to date for their team, ensuring they have a performance objective in place to reflect this will drive accountability. McKinsey authors argue that money is an expensive motivator and highlight research demonstrating that employee satisfaction equates to perception minus expectation; “reality has nothing to do with it” (Aiken & Keller, 2009). In other words, if an employee doesn’t expect a reward, and they receive something, however small, this can have a disproportionate impact on your change effort. For example, the former CEO of a large financial institute sent all employees a bottle of champagne at Christmas to thank them for their work on a corporate change program. This may be considered a ‘token gesture’ by some; however employees consistently report that small, unexpected rewards have a positive impact on their motivation (Aiken & Keller, 2009).

3. Provide multiple channels of training and support

Today’s workforce is diverse in terms of experience with technology and learning preferences, and this necessitates a multi-pronged approach to training and support post system implementation (Edelman, 2004). Industry research demonstrates that training and handover creates significant challenges as the implementation process draws to a close, with large companies experiencing the most significant challenges at this point (Holincheck, 2009). This is hardly surprising, given the additive effect that workforce size has on training and development requirements. It is ideal to use multiple avenues to facilitate ongoing system training and support, eg. electronic help guides, paper-based toolkits, and step by step video and audio guides. It is also a reasonable expectation that system administrators will have access to 24/7 technical support provided by the system vendor. Confirming the support available and any associated costs should be considered in getting ready to introduce a new system during the provider selection process (Holincheck, 2009).

More complex learning and development, which relies on behavioural change, is ideally facilitated face to face (Perkins & Robson, 2009). PageUp People employs a long-tail approach in behavioural change programs, to reinforce ongoing


" Positive feedback drives individual change, and the creation of short-term wins can motivate a broader segment of your workforce to adopt the change"


development following face to face learning sessions. Examples of applied learning methods include mentoring programs, structured on-the-job activities, business projects and peer feedback and support networks facilitated through an alumni community. Structured on the job assignments help overcome the barriers to ongoing development and skills practice in the workplace (Aiken & Keller, 2009).

4. Track progress and introduce continuous improvement

In the experience of PageUp People and conversations in the market, senior HR professionals consistently reinforce the importance of linking talent management solutions with business strategy and objectives. While anticipated business returns often drive talent-related investments, the business impact of talent management solutions may lose focus as implementation proceeds. There is a risk that a new system becomes the solution, rather than a business enabler. Clearly tracking progress against measures such as system uptake and speed of adoption of the new system, as well as pre-defined business outcomes (eg. retention rates, performance measures, cost savings) will focus ongoing change efforts. Lewin’s (1958) model of change terms this final stage ‘refreezing’.

In today’s environment, change is not a linear process with a clearly defined beginning and end. As talent management technologies continue to mature and buy-in across the business becomes increasingly widespread, opportunities for continuous improvement will be ripe (PageUp People, 2009a). Having access to upgrades and new releases through your vendor will be critical to ensure your talent management application remains relevant and keeps pace with the rapidly evolving market. Concurrently managing the impact of incremental change for end users will be important in maintaining effective and widespread system use.

Looking through the LensManaging the introduction of new talent management processes and technologies effectively is the responsibility of everyone in the company. The value and benefits derived from a talent management investment will shrink dramatically if the workforce misunderstands or resists it, with success or failure equally dependent on how the change is made as the solution itself.

A McKinsey study found that companies with change management operating effectively at every level in their business generated 143% of the expected return from their change program. These companies involved senior and middle managers and employees in the change process, clarified responsibilities and ensured that there was an understanding of the reasons for change throughout the business. In the same study, companies that experienced challenges at all three levels (senior management, management and employee) returned only 35% of the expected value. The authors state that “executives know that the wild card in their pack is their employees’ capacity to adapt to a new order” (LaClair & Rao, 2002). In the experience of PageUp People, engaging executives and line managers is often the most critical hurdle for the project team, paving the way for broader employee engagement.

Executives/senior management

The importance of senior management in sponsoring successful change initiatives is a consistent and constant message throughout the literature. Prosci’s change management benchmarking series identified ‘active and visible executive sponsorship’ as the top contributor to successful change programs over six consecutive studies (1998 - 2009), most recently by a margin of four to one. Historically, senior management has placed less emphasis on HR initiatives than other initiatives in the business (PageUp People, 2009a). This is expected to change as integrated talent management systems 1) align strategic talent planning with business goals and objectives, and 2) produce sophisticated analytics to demonstrate the ongoing ROI of the system (PageUp People, 2009a). In the short-term, demonstrating the tangible value of talent management will continue to be critical in commencing the executive engagement process. There are multiple industry studies demonstrating the relationship between effective talent management practices and business outcomes (eg. O’Leonard, 2009). Putting these findings in context for your company will underpin the business case for talent-related investments and garner the support required to proceed.



Senior leadership involvement in talent management initiatives is critical from the outset. Specifically, the role and responsibilities of executives and senior management through the change process include:

• Ensuring the change program features prominently on the executive agenda

• Clarifying accountability for the change

• Providing recognition for strong performance

• Actively and visibly participating throughout the duration of the change process

• Building and maintaining support for the change from other key business leaders and stakeholders

• Communicating directly, effectively and consistently to the business; delivering a clear, compelling story

(Prosci, 2009; LaClair & Rao, 2002)

Participants in the PageUp People Roundtable Series (2009b) agreed that change leadership is a core competency for senior leaders today; and whilst it frequently appears in leadership frameworks, on-the-job effectiveness reportedly varies. This is supported by Prosci’s 2009 benchmarking study, which found over 20% of companies surveyed were struggling with effective change sponsorship. This study also found that executives were generally willing to sponsor change projects, however a majority did not have an adequate understanding of the role of sponsor. Clarifying expectations of executives and senior managers in the change process is a ready opportunity to enhance change management effectiveness.

Developing capability to lead change and communicate it in a compelling manner is also an important consideration. Often it is mistakenly assumed that senior managers have an innate ability to lead change when they rise to the top of the company, while promotions continue to be based on business achievements and technical merit. Developing change leadership competence, along with broader leadership capability, requires dedicated resources, executive self-awareness, and commitment to personal change (Aiken & Keller, 2009).

Line managers

Line Managers are likely to be the most resistant cohort of employees to change. Participants in the PageUp People Roundtable Series (October 2009b) unanimously agreed that line managers represented

the most challenging stakeholder group to engage, but also the group with the most potential to influence success or failure of talent management initiatives. Work

load – or work overload – was the most commonly cited reason for change resistance. Similarly, Prosci’s benchmarking research (2009) identifies managers and supervisors as most resistant to change, and recommends that resistance management planning focuses on this cohort. This is particularly concerning in the context of talent management. Managers have a critical role to

play in engaging, managing, and

developing individuals and teams. The

management of talent – and the introduction of new

talent management practices and processes – falls on the line manager’s

shoulders and they own the “management bit of change management” (Karp and Helgo, 2009).

Selling the benefits of the new talent management process or technology is therefore critical at an early stage in the change effort. In practical terms, this involves early communication


Through the change process, it is the role of line managers to:

• Communicate the change to their team and provide feedback on progress/status

• Demonstrate support for the newsystem/process

• Motivate and coach employees

• Achieve key outcomes and measurable results in a timely manner

(Prosci, 2009; LaClair & Rao, 2002)


to line managers explaining the reasons for change, addressing potential concerns, and highlighting the benefits from a management perspective. Taking time upfront to engage this cohort of employees and prepare them to communicate the change to direct reports is important (Prosci, 2009).

Developing management capability to coach employees through change and providing them with supporting management tools is also critical through the implementation of talent management systems. In particular, understanding the psychology of change and how to anticipate and influence reactions to new systems and processes is important from a line management perspective. Since Kotter’s (1996) seminal work on change management the discipline has matured significantly, however research suggests that the success rate of change programs has not improved from a baseline of 30% (Aiken & Keller, 2009). Managers have the opportunity to directly influence the success of change programs by tapping into employee and team motivators, providing small, unexpected rewards for participating in the change, and addressing the diverse development needs of individual team members (Aiken & Keller, 2009).

The following practical tools should also be provided to line managers to assist them in introducing change:

• Communication packets – including key messages to convey to employees

• Responses to frequently asked questions

• Overcoming resistance tools and tips

• Guidelines to track employee engagement/compliance with the change

(Prosci, 2009)

While line managers are likely to require the most significant time and resource investment through the introduction of talent management systems, their positive and active participation will be critical to success.

Human Resources

The HR function typically drives the implementation of new talent management systems and plays a key role as custodian of the talent system and data. HR professionals must proactively manage the change associated with new processes and systems to influence outcomes and increase the likelihood of delivering on talent management objectives. A change management roadmap should sit alongside the project plan, and incorporate communications, sponsorship, coaching/training and resistance management plans (Prosci, 2009). The specific role of HR in managing change will vary depending on the change management capability within the company. Ideally it will be possible to engage a Change Manager to support the development and implementation of a change management strategy; however this resource may not be available or even exist.

Resistance from different HR silos or HR Business Partners is to be expected in the initial stages of the change process as individuals seek to understand how the proposed system will impact their function and internal customer base (PageUp People, 2009a). Managing this resistance and ensuring that the HR team is engaged in the change will enable you to present a united front to the business.

From a HR perspective, there is much to learn from early adopters of talent management applications. Companies report that training and support for managers and/or employees constitutes a key implementation challenge (Levensaler, 2008). Be aware of vendors that market “zero training” user interfaces, based on the claim that their applications are so easy to use, no additional support or training is required. Industry analysts suggest this assumption is false, with the largest companies typically experiencing the greatest training challenges (Holincheck, 2009).

Ease of use is necessary but not sufficient for successful uptake of a new system; the best user experience will go unused if managers and employees are not engaged in the change process and understand what’s in it for them (Holincheck, 2009). Recent industry research points to product quality as the primary concern in evaluating and implementing new talent applications. From a change management and implementation perspective, early user involvement is critical and strong ‘use cases’, which describe the series of interactions between users and the system, should be developed in conjunction with end users (Holincheck, 2009; Levensaler & Laurano, 2009).




More broadly, new technology deployments highlight an opportunity for companies to increase user participation earlier in the process, make greater investments in end user training and focus more on change management (Ganly, 2008). Responsibility to facilitate an effective implementation process will typically lie with the HR function.

Finally, the best processes and systems will not achieve desired results if they are not used widely and effectively, and aligned to the needs of the business (Holincheck, 2007). It is imperative that HR invest in managing the change process and developing employee and management capability to deliver against talent management objectives.

Employees

Today’s workforce has higher levels of accountability and ownership than ever before; they are empowered to ask questions and challenge the status quo. Employees are no longer likely to respond to traditional ‘change through compliance’ tactics. Instead they are likely to demand reasons for change and involvement through the process. While the

empowerment of the workforce has produced many benefits, it adds an additional layer of complexity to corporate change (Prosci, 2009). Employee engagement through the change process

and clear messaging, which articulates the rationale for change and the benefits at an employee level, are now essential.

The generational mix within most companies today adds further complexity to the introduction of new systems and technologies. Research has found that technology adoption decisions vary across age groups and levels of experience. Employees in older age brackets and those with less technology experience tend to focus on behavioural control (or perceived control) and ease of use in decisions to adopt a new technology. Younger, more technology savvy individuals tend to give more weight to functionality and productivity gains possible through a solution. These

findings suggest that a ‘one size fits all’ approach to employee communications and training will be unsuccessful. Instead, tailored communications, training and support

should be provided based on a thorough user analysis. (Morris & Venkatesh, 2000)

Age-based variation in technology adoption is likely to fade as the use of technology and digital media becomes the norm. The technology savvy, empowered workforce that is

emerging has implications for how companies select and embed talent management applications. Focusing on the needs and preferences of end users, and product usability and accessibility should increasingly

guide decisions regarding technology purchases. Even so, the gap between user expectations and actual system capabilities is likely to continue to grow (Basso, 2008). Encouraging employee feedback through the implementation of new talent management systems and ongoing will be important to manage expectations and facilitate employee engagement.

There is also an opportunity to leverage digital communication mediums through the change process, and encourage employee interaction and feedback through the use of social networking tools (eg. yammer, wikis, blogs). Tapping into the preferred communication channels of your workforce, both formally and informally, has significant potential to influence the success of your change program.

ConclusionTalent management solutions promise to create a strategic link between human capital and business results (PageUp People, 2009a); however the most sophisticated systems and processes will not deliver value if they are not used effectively across the business (Holincheck, 2007). Implementations need not be costly or lengthy. Rather, paying attention to the environment into which you are introducing a new system and the impact on end users can influence speed of adoption and uptake across the business.

Technology is an enabler, rather than an end solution; however it frequently becomes the scapegoat when talent management systems fail to deliver. Addressing concerns relating to ease of use and value, developing management and employee capability, and clarifying end user accountabilities enables companies to derive maximum value from their talent management applications.



ReferencesAiken, C. & Keller, S. (2009). The Irrational Side of Change Management. The McKinsey Quarterly 2009 Number 2.

Basso, M. (2008). 2018: Digital Natives Grow Up and Rule the World. Gartner Research 28 July 2008.

Beer, M. & Nohria, N. (2000). Cracking the Code of Change. Harvard Business Review May – June 2000.

Christensen, C.M. Marx, M. & Stevenson, H.H. (2006). The Tools of Cooperation and Change. Harvard Business Review October 2006.

Edelman (2004). Engaging your Employees in New Technology Launches. Employee Thinking November 2004.

Ganly, D. (2008). Successful ERP Projects Require Good Change Agents. Gartner Research 21 October 2008.

Holincheck, J. (2007). Unlocking the Strategic Value from Talent Management Application Investments. Gartner Research 26 December 2007.

Holincheck, J. (2009). Lessons Learned From Employee Performance Management Software Implementations. Gartner Research 25 February 2009.

Karp, T. & Helgo, T.I.T. (2009). Reality Revisited: Leading People in Chaotic Change. Journal of Management Development Volume 28, Number 2.

Kotter, J.P. (1996). Leading Change. Harvard Business School Press.

LaClair, J.A. & Rao, R.P. (2002). Helping Employees Embrace Change. The McKinsey Quarterly 2002 Number 4.

Lewin, K. (1958). Group Decision and Social Change. In E.Macoby (Ed.), Readings in Social Psychology. Harper & Row, New York.

Levensaler, L. (2008). Considerations for Selecting the Best Performance and Succession Management Solution for your Organization. Bersin & Associates October 2, 2008.

Levensaler, L. & Laurano, M. (2009). Talent Management Systems 2010. Bersin & Associates Research Report V 1.0 September 2009.

Morris, M.G. & Venkatesh, V. (2000). Age Differences in Technology Adoption Decisions: Implications for a Changing Workforce. Personnel Psychology July 1, 2000.

O’Leonard, K. (2009). 2009 Talent Management Factbook. Bersin & Associates Fact Book Report V 1.0 July 2009.

PageUp People. (2009a). ITM – The Evolution. PageUp People.

PageUp People. (2009b). ITM Ready Set Go Roundtable Series, October 2009.

Perkins, C. & Robson, P. (2009). Change Communications Workshop. Change Management Institute, August 2009.

Prosci. (2009). Change Management Learning Center Tutorial Series. www.change-management.com

Quirke, B. (1995). Communicating Change. Mc-Graw Hill, Maidenhead.

Thaler, R.H. & Sunstein, C.R. (2009). Nudge. Penguin Books Ltd, Great Britain.

Thielst, C.B. (2007). Effective Management of Technology Implementation. Journal of Healthcare Management July 2007.

Walinga, J. (2008). Toward a Theory of Change Readiness. The Journal of Applied Behavioral Science, Volume 44, Number 3, September 2008.

Zorn, T.E. (2002). The emotionality of information and communication technology implementation. Journal of Communication Management, September 2002.


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