A health care organization was in the midst of implementing completely new HR and finance systems. Their new system, Workday, a human capital and financial management software vendor, was not receiving mind-share from the leadership team and employees were unaware of the impending changes. The client described an opt-out culture that was being replaced with a culture of creating organizational excellence. The program management office for the Workday implementation provided limited change support. Also, the internal change lead was new to the organization and new to a structured change management approach. The client was in need of a customized change approach that leveraged their internal strengths and utilized industry best practices. They wanted sound strategies for change and applicable tools to implement throughout the lifecycle of the Workday project implementation.
Utilizing change readiness assessment tools, Stewart Leadership assessed the current state of change readiness, internal strengths, and opportunities for change management effectiveness. Leader and employee openness to change was identified, belief in future success of the Workday Implementation measured, and key areas identified where there were registered concerns by internal stakeholders. From there, Stewart Leadership developed change management strategies and tactics based on data to mitigate anticipated resistance and reduce risk. Stewart Leadership’s tailored solution, based on their own change management model, designed change strategies and tactics, leveraging strengths inherent in the organization. In addition, Stewart Leadership supported the new internal change lead through a rigorous knowledge transfer program.
The client embraced the change management strategies and tactics with assurance that they would be able to lead their employees through a successful Workday implementation. Clarity and confidence was built using assessment data and a structured change methodology and a detailed change plan. Project team members endorsed the additional change support. Through executive stakeholder management, alignment was gained around the need for change and how to successfully prepare employees for the Workday implementation. Gaps were identified and closed in the training strategies and approach. The client mentioned that the change management plan, along with its leadership and caregiver alignment activities, was the most organized and focused element of the project team.
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Regional Health is an integrated health care system with the purpose of helping patients and communities live well. The organization, with headquarters in Rapid City, South Dakota, provides community-based health care in more than 20 communities in two states and 32 specialty areas of medicine. As the largest private employer in western South Dakota, Regional Health is comprised of five hospitals, 24 clinic locations and employs nearly 5,000 physicians and caregivers.
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Daniel Stewart, Keynote
“To Collaborate or Not to Collaborate: That is the Question!”
WISCONSIN STATE COUNCIL SHRM 2017
August 10th – 11th, 2017
Heidel House – Green Lake, Wisconsin
11:15 a.m. – 12:30 p.m
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