PROJECT: Change Management
CLIENT: Central Highlands Regional Council
Central Highlands Regional Council (CHRC) is a mid-sized local government with around 500 employees and an operating budget of $120 million and capital expenditure of $70 million.
Council’s approach to change management in the past had been quite ad-hoc. Whilst they followed structured project management principles they didn’t follow principles associated with managing their people through change.
Projects were getting delayed because there were no strategies to create staff engagement and deal with pockets of staff resistance.
Using the world-acclaimed Prosci three-phase model, SeeChange supported CHRC to prepare for, manage, measure, reinforce and document the change management process for their staff throughout the life of the project.
This involved development of the change management strategy and the subsequent plans required to make the project a success – managing resistance, communication, and training. Also, through coaching, it involved engaging all leaders within the organisation to understand what they needed to do on a daily basis with their teams to make this change happen.
Implementation of the model allowed the leaders to individualise the change and opened up their minds to how ineffective some of the communication and staff engagement processes had been in the past.
One of the major benefits of this process has been that the project is currently on time and on budget. A key reason for this is they are now able to accurately measure, at regular intervals, the effectiveness of this change, not just for the employees, but in relation to the performance of the organisation as well.
CHRC are building a workforce of like-minded people who understand the importance of change management and their role in it. Through SeeChange’s facilitation they now have the tools to address people problems within projects. When they see pockets of resistance, they acknowledge that they exist, and then build the right communication plans and strategies to address these.
The leaders now value the need to influence each individual, one at a time, and bring each one of them on the journey of change for a change to be successful. Leaders now acknowledge that people deal with change in different ways and at different speeds.
One of the most powerful changes is in the behaviour of staff. The conversations have changed from, “Why do I have to do this?” to, “When and how do I get involved?” It used to be about, ‘’What are you doing for me?” and now it has changed to, ‘’What can I do to make this successful?” People now want to know how they can be a part of making this change a success.
Overall it is transforming their internal culture from one of ‘can’t do’ to ‘can do’ and has fundamentally given them a new foundation to work from that’s more sustainable and will lead to better outcomes for everyone over time.
BACK TO PROJECTS