Driving Change and Managing Transformation Change in business and in life is a constant, and it creates issues and problems that impact the ability to compete. HR professionals must have a deep and broad understanding of change as an aspect of business and understand and be facile in the tools and technologies for managing change successfully to help ensure improved business results. This means becoming a change agent, capable of sensing, leading and managing people and organizations through anticipated and unanticipated change. Driving change and managing transformation involves skills in the following areas: Change Theory Understanding change as a concept and a constant and that it is a separate "state" in time that can and must be managed to ensure individual and organizational success. Change Tools The tools, graphics or narrative descriptions explaining change and how it can be managed. Examples of change tools include the Galbraith Model, the OP Model, the Beckhard and Harris Transition Model, and various team development techniques. (See the OE web site for more details) Success Measures Translating means for managing change into defined metrics or initiatives with timing to evaluate progress and success. Change Process The knowledge that there is a systemic approach to manage change made up of defined processes to ensure success. Values/PVP The core beliefs which drive the organization's behavior, help provide a context for decisions, and become attributes of its culture. Relationships The interaction and interdependencies in and between organizations and people which must be understood in planning, organizing and effectively managing change. Management of Conflict Understanding that change is often resisted, causing pressure and conflict which impede progress and impact results. Seeing conflict as a positive force and learning how to manage it iscritical to success. Leadership Role The leadership role is the critical catalyst for making the change successful. Developing and supporting leaders in their work is a critical role for HR professionals. Core Skills Assessment Print this page and circle all areas below where you have demonstrated successful results in using the core skills listed. You may circle items in different skill levels. The skills listed below are stratified to help determine the actual level of experience a person has so plans can be developed to gain more experience/proficiency. Basic • Understands models and tools and can apply them to basic situations in the business. • Understands and can train others in the theory of change and the change process, and how they apply to improve operating results. • Capable of developing success measures for business change efforts, and on how to evaluate progress/modify plans to achieve results. • Can lead discussions on how change plans are built around PVP to ensure constancy of purpose and continuity. • Able to build good/effective working relationships as the lever for change, and understands the fundamentals of managing conflict and differences to drive progress. • Clear on the leadership role in change and on techniques for coaching/developing leaders. Advanced • Can lead the change process and select the models and tools appropriate to achieve successful results in the business. • Sought out by BULT and others as a resource and developer of others in change management. • Creates comprehensive change efforts with clear measures and can rapidly develop counter measures/plans as issues arise requiring course correction. • Models the behaviors of PVP in interactions and in leading the process. • Recognized as a builder of solid relationships with leaders and those impacted by change to ensure successful outcomes. • Has successfully developed of leaders for change efforts. Master • Sought out as the "sage"/advisor on complex change processes. Has deep command of all change models/tools and successful experiences from using them. • Key resource and advisor to top managers in the company. May also be recognized outside of P&G. • "Change Master" status has led to being the resource/developer of leaders and in leading the development of aspiring change agents. • Has led change successfully at almost every level in the organization and in most every type of organization. CLICK HERE to open the assessment file that lists all core skills on one page . change agent, capable of sensing, leading and managing people and organizations through anticipated and unanticipated change. Driving change and managing. have a deep and broad understanding of change as an aspect of business and understand and be facile in the tools and technologies for managing change successfully