Change Management Strategies to Increase Adop5on of Systems, Programs and Processes

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1 Change Management Strategies to Increase Adop5on of Systems, Programs and Processes Theresa Rabe, Deputy Director of HR, County of San Mateo Jay Krishnan, Director, Product Marke5ng, GuideSpark October 28, 2015

2 Agenda County of San Mateo Story on how they increased adop5on of new HRIS system (Theresa) Tips on managing change effec5vely to drive business outcomes (Jay) Theresa Rabe Deputy Director of HR County of San Mateo Jay Krishnan Director of Product Marke5ng GuideSpark

3 County of San Mateo Profile Located between San Francisco to the north and Silicon Valley to the south. 750,000 residents 6,000 full 5me employees 34% Baby Boomers, 40% Gen X, 24% Millennial, 2% Gen Z Public sector which includes 24/7 facili5es (e.g. hospital, law enforcement with jail, public works) and tradi5onal office workforce.

4 BEFORE: Change Management Challenges Prior Countywide technology ini5a5ves 1. Change Management efforts were minimal and not in tandem with Project Management 2. Post Go Live results led to skep5cism by employees about the County s ability to fully implement, communicate & train the en5re workforce.

5 NOW: Change Management Strategy Before project even started decision to hire a part- 5me Change Manager Align all Change Management efforts with Project Management during implementa5on Grow extensive Change Management team (called Change Network) Concerted effort to use mul5 media AND communicate in person (e.g. one- on- ones, focus groups, demonstra5ons at department staff mee5ngs)

6 Workday Understanding it s Impacts to Stakeholders Replace 30 year old legacy system (only 100 users) & outsourced benefits administra5on with a cloud based, paperless workflow system Transparency Now employees would have access to their personnel and personal informa5on Employee Self Service Tax withholdings, Upda5ng personal informa5on Manager Self Service Access to direct report s records, Repor5ng and Analy5cs Personnel & Payroll Specialists Their day- to- day opera5onal world changed

7 Communica5on Channels to Educate Workforce 3 Readiness Assessments Department Directors, supervisors & management teams and all county employees Roadshows one- on- ones, focus groups, and staff mee5ng demonstra5ons Mul5 media county s intranet, Yammer, s & Guidespark plaporm

8 GuideSpark Plaporm - Library of Short Videos and Analy5cs Workday Overview Short videos Top 7 usages for employees Top 7 usages for managers

9

10

11 Integra5ng GuideSpark content into LMS Combined the video content into one training

12 Results How did we do? Last Readiness Assessment results - more than 2/3 were aware of the change Guidespark analy5cs - 66% of all employees watched Workday Overview video in first week it launched Workday metrics - 75% logged onto system first payperiod Cornerstone training alended by 61% all employees and 80% supervisors & managers Post assessment survey showed 97% awareness

13 Drive Business Results with Effec3ve Change Management & Communica3ons Strategy Jay Krishnan Director of Product Marke5ng GuideSpark

14 What is Change + Structured Approach Change Management? Maximize Benefits of Change

15 70% of all change ini5a5ves fail (HBR) Impact on the organiza5on Produc5vity Engagement

16 Dispersed workforce Gaining staff buy- in Employees don t pay a;en<on Why do change management inicacves fail? Primary Reason: Poor Communica3on Strategy And Fear of Unknown Hard to reach workforce with no Mul<ple languages

17 Top 10 Tips for Effec5vely Managing Change

18 1 Be proaccve in thinking about the types of changes that can impact your workforce Strategic Change (Mergers & Acquisi5on, Spin off, workforce reduc5on) Process Change (Performance Management) Technology & System Changes (Introducing Workday, Successfactors, Timetracking etc.) Program changes (Introducing HDHP, 401K) Examples of Types of Changes Leadership & cultural change

19 2 Change management & communica5ons focuses on people

20 SPIN OFF USE CASE: NO CHANGE? It s s5ll cri5cal to communicate

21 3

22 4 Get an execucve sponsor to back you

23 5 Involve the right stakeholders and change agents in the design and implementacon

24 Example of geung managers excited about change and their role in it.

25 6 Expect resistance to any change and re- enforce the value of it

26 New System? Employees are not going to like it.

27 7 Outline the impact of change and who it s going to affect

28 8 Rethink your communica5ons strategy

29 8a Are you embedding communicacons in your employees workflow?

30 8b Are you leveraging the latest trends? Text Timekeeping to Employee text Timekeeping to Employee gets a link to your company s video Employee watches the video on his/her mobile device

31 8c Are you personalizing your communica5ons?

32 Personalized & targeted What s in it for me? Embed mul5media Subject: Jay, a New System to Make You Productive ************************************** We have invested in a new system - Workday to make your life easier ************************************** A quick overview: 1. Change name, address 2. Managers can view reports 3. Access it anytime anywhere Clear call to ac5on Watch this short video

33 8d Are you conneccng with your workforce in their own language?

34 9 Measure your Results

35 10 Make employee experience your priority

36 Theresa Rabe Deputy Director of HR County of San Mateo Jay Krishnan Director of Product Marke5ng GuideSpark Thank you Ques5ons? Let s con5nue this conversa5on on social Check out our next webinar on Financial wellness & Compliance!

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