Preparing Your Workforce for Transformative Organizational Change

New technology, tools and processes are important elements of any enterprise project, but workforce adoption is the most critical component. Misalignment between the technology team and business leaders, or lack of organizational readiness within the workforce, can dramatically extend adoption, invite process work arounds and jeopardize overall project success.

Mosaic’s Organizational Readiness approach utilizes a progression of information and coaching that guides your workforce through the phases of change: Ready, Willing and Stable. Tasks and activities are built around providing the communication, information, tools/resources, support and coaching necessary for impacted employees to be ready and willing by the time training comes along. Change management activities continue post go-live in order to ensure long-term sustainment and achievement of project goals. The change must be fully adopted by the entire workforce to reach stable.

The main vehicle for communicating and coaching employees throughout the phases of change is a Change Network. Mosaic works with your organization to create a structured, intentional program made up of multiple levels of leadership hierarchy that are responsible for cascading communications, coaching the level beneath them and gathering feedback. Initially, the purpose of messaging is awareness — “what” changes are being implemented and “why” these changes are crucial for business success. We then move to more granular, role-specific information — the “when” and the “how” (training).

Readiness Surveys: The Key to Success

Mosaic utilizes readiness surveys, administered over the lifecycle of a project, to measure the workforce’s level of readiness and adoption at various points, and to document the overall trajectory of readiness from beginning to end. The surveys examine the workforce’s strengths and weaknesses in understanding the new technology, tools and processes, and provide insight into the state of readiness employees feel at any given stage.

Surveys provide not only quantifiable data from individual readiness surveys, but also qualitative data that is aggregated from focus groups, stakeholder interviews, pulse checks and feedback at meetings. This data provides a level of awareness that enables leaders to make adjustments to change management and training programs along the way, based on where employees are at on the readiness spectrum.

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Key Takeaways

  • Organizational readiness creates a workforce that is marching toward the same goal before go-live. Employees enter training ready to learn the “how,” not asking “why.” Key decisions are communicated and discussed ahead of time, and change resistance is identified early on so the appropriate course corrections can be made along the way.
  • As the workforce enters the Stable phase of the change experience, the ROI of change management is evident. The four phases of surveys measure workforce readiness and adoption from beginning to end. Leaders have concrete data that indicates whether or not employees are using the new systems, tools and processes, if they are satis ed with the new business state, and if they are receiving the support they need. But most importantly, the data provides stakeholders with clear insight into the success of specific project objectives.

How Clients Describe the Value of Readiness Measurement

“The front-end analysis performed by Mosaic was very insightful, and the change management piece helped prepare our employees for the process and technology changes. By the time we got to the actual Mosaic-developed training classes, our employees weren’t asking why, but how.

By the third survey, which was administered after the first round of training, employee and organizational readiness dramatically increased. For the first time, we were able to point to ROI as an output of change management.”

– Scott Shepherd, VP Natural Gas Distribution