Change Management Template February 5 2022 All information

Change Management Template February 5, 2022 All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 1

What is Change Enablement? Change Enablement is the process of changing individual behaviors to increase readiness and productivity when implementing a process, technology or organizational change.

Our Conversation Today… IS about: IS NOT about: § A practical approach to § Change theory orchestrating change § An endorsement of § What people need in any one of the order to be able to hundreds of change models out there § Laying foundation for a (we’re change model successful transition agnostic)

Agenda – Note change based on final outcome Plan § § Define Success Manage Expectations Establish Controls Define Roles Discover § § Review Experiences Audience Analysis Impact Analysis Identify Barriers Build § § Establish Message Build Communication & Marketing Plan Build Training Plan Identify Action Items All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 4

Change Management Overview All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 5

Change Management § Your implementation can only be successful if it rolls out well § End user adoption § Understand the need § Maximize your investment in technology and business process § Organizations will only change if the individuals change first All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 6

When To Start Change Enablement

Change Implementation Related to Objectives

Change Enablement Effectiveness

Greatest contributors to success § Active and visible executive sponsorship § Frequent and open communications § Structured change management approach § Dedicated resources for change management § Employee participation All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 E In all five Prosci C hip studies, sponsors was #1 How effective are your sponsors? 10

When we don’t manage change effectively, we can expect: • Lower productivity • Passive and Active resistance • Turnover of valued employees • Disinterest in the current or future state • Arguing about the need for change • Changes not fully implemented • People finding work-arounds • People revert to the old way of doing things • The change being totally scrapped • Divides are created between ‘us’ and ‘them’ All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 11

Change Management § Change produces some degree of stress in humans § Some people perceive change as a threat All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 12

Change Management § People change at their own pace § You only have ONE chance at making a first impression All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 13

Four Fundamental Needs KNOWLEDGE SKILLS S K BASICS S STRUCTURE M MOTIVATIO N

Four Fundamental Needs KNOWLEDGE Covers all the information people need to know in order to change: • • • Your own footer What does the change involve When Interim steps Who is responsible for what New policies Where to find ongoing access to training K

Four Fundamental Needs SKILLS Covers all the things people need to be able to do in order to change: • • New technologies New processes and procedures S

Four Fundamental Needs MOTIVATION Refers to what people need to believe in order to change: • • • Your own footer Why this change is being made What benefits can be expected Why and how the change matters to the organization, culture, mission, etc. M

Four Fundamental Needs STRUCTURE Encompasses all the elements that ensure change happens, and reports on progress: • • • Your own footer Success criteria and reporting Program expectations Management oversight & accountability S

Typical Ways to Meet Needs KNOWLEDGE: § § § Communication Documentation Schedules & calendars Memos, email Meetings, teleconferences STRUCTURE: § § § Active Sponsorship & Support Progress reports & follow-up Feedback mechanisms Ownership accountability Advocacy program SKILLS: § § § Training & meetings Practice & feedback Checklists Job aids Coaches MOTIVATION: § § § Organizational “Story” Marketing campaigns Leader advocates Positive reinforcement Accomplishment celebration

Change Strategy All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 20

Components of a Change Strategy Plan Discover Build Define Success Review Experiences Establish Message Manage Expectations Audience Analysis Build Comm & Marketing Establish Controls Impact Analysis Review Build Training Define Roles Identify Barriers Identify Action Items All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 21

Plan All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 22

Define Success Plan your success metrics to confirm that you configure the system to allow access the data you need later. Plan Discover Build Define Success Review Experiences Audience Analysis Impact Analysis Review Identify Barriers Establish Message Manage Expectations Establish Controls Define Roles Build Comm & Marketing Build Training Identify Action Items § System decisions must ultimately reflect how you hope to impact your organization All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 23

Measuring Your Success What do you plan to accomplish with the initiative? Response: What metrics can be added or adjusted to best show the impact you have made? Response: What metrics will your organization expect to see? Response: All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 24

Measuring Your Success Are there data points that will need to be collected outside of the system? Response: How will people know if they are using the system successfully? Response: All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 25

Success Metrics Success Metric Impact Measured How this will be collected All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 Audience Frequency 26

Setting Expectations Plan Discover Build Define Success Review Experiences Establish Message Manage Expectations Audience Analysis Impact Analysis Review Identify Barriers Build Comm & Marketing Establish Controls Determine short and long term goals to confirm you are meeting your roll-out plan Define Roles Build Training Identify Action Items § Roll-out plans can be broken out in any time frame you prefer § We recommend 30 90 180 365 All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 27

Expectations and Examples – include the explanations in the previous slide 30 • Roll-out 90 • Roll-out 180 • Tactical 365 • Strategic All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 28

30, 90, 180, 365 Day Expectations Timeframe What will be measured Example- 30 Day Number of users who have logged into the system How this will be collected Audience System reports HR Leadership Example All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 Method of Delivery Excel report 29

Establish Controls § Develop a Change Management project plan § Determine team structure to deliver change management § Understand post go-live process to ensure continued reinforcement and change process § Establish feedback channels Plan Discover Build Define Success Review Experiences Establish Message Manage Expectations Audience Analysis Impact Analysis Review Identify Barriers Build Comm & Marketing Establish Controls Define Roles 30 Build Training Identify Action Items

Roles Needed to Execute Change Sponsors Change Advocates Change Targets • Make Decision to Change • Fund Change • Confirm Change and Support it Plan Discover Build Define Success Review Experiences Establish Message Manage Expectations Audience Analysis Impact Analysis Review Identify Barriers Build Comm & Marketing Establish Controls Define Roles • Change Leader • Communications • Marketing • Trainers • Influencers • Those effected by the change 31 Build Training Identify Action Items

Change Roles & Action Plan Change Role Expectations Of Role Organizational Name Unit Action Items Authorizing Sponsor Reinforcing Sponsor Change Advocates All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 32

Discover All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 33

Review Experiences Plan Discover Build Define Success Review Experiences Establish Message Manage Expectations Audience Analysis Impact Analysis Review Identify Barriers Build Comm & Marketing Establish Controls What roll outs have you experienced recently? Define Roles Build Training Identify Action Items § What worked well? § What do you want to duplicate? § What did not work? § What do you want to avoid? All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 34

Audience Analysis Who is impacted by the change? Plan Discover Build Define Success Review Experiences Establish Message Manage Expectations Audience Analysis Impact Analysis Review Identify Barriers Build Comm & Marketing Establish Controls Define Roles Build Training Identify Action Items Groups to consider Executives Organizational Unit Leads Unions IT Human Resources End Users External, e. g. Partners and Vendors All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 35

Audience and Impact Analysis Who is impacted by the change? How are they impacted by change? What motivates them? All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 36

Impact Analysis What resistance might they have about this change? What is source of resistance (emotional, cognitive, behavioral)? Who influences these people? All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 37

Impact Analysis How can you leverage influencers to manage resistors? What do they need to KNOW relative to the change? What do they need to DO relative to the change? All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 38

Impact Assessment All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand © 2012 39

Identify Barriers What are there barriers which will inhibit change? Plan Discover Build Define Success Review Experiences Establish Message Manage Expectations Audience Analysis Impact Analysis Review Identify Barriers Build Comm & Marketing Establish Controls Define Roles Build Training Identify Action Items Political Geographical Financial Cultural Technical Informational Time Restriction All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 40

Barriers Assessment Barrier Type of Barrier How it Impacts Change Plan to Overcome Example All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 41

Build All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 42

Build Communication To begin creating your message, start by building your ‘elevator pitch’ Plan Discover Build Define Success Review Experiences Establish Message Manage Expectations Audience Analysis Impact Analysis Review Identify Barriers Build Comm & Marketing Establish Controls Define Roles Build Training Identify Action Items § This gives you § Building blocks to build out future communications § Consistency, while allowing each person to develop their message on their own All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 43

Establish Message: Brainstorming Why did your organization decide to make this change? Brainstorming: Concise (Refined) Message: All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 44

Build Communication Deliver the right amount of data to your audience at the point they need the information All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 Plan Discover Build Define Success Review Experiences Establish Message Manage Expectations Audience Analysis Impact Analysis Review Identify Barriers Build Comm & Marketing Establish Controls Define Roles Build Training Identify Action Items 45

Delivery of Materials l de tai of to e liv te da Le ve l ity How it effects you im ox What we need from you, Pr Overall concept, High level What to do, When to do it All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 46

Frequency of Message Utilizing multiple methods to reach your audience assures that your message is heard § Multiple deliveries are required for receiver recognition § Reference- television commercials § 12 times § Single method delivery § Not effective All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 47

Getting Your Message Heard In order to take the time to pay attention your message, the reader must have some reason to care § Executives or direct line management All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 48

Marketing Communication Ideas What can you use to create a buzz about the change? Plan Discover Build Define Success Review Experiences Establish Message Manage Expectations Audience Analysis Impact Analysis Review Identify Barriers Build Comm & Marketing Establish Controls Define Roles Build Training Identify Action Items Options to consider Events Contests Campaigns Give-Aways All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 49

Methods of Delivery How does your company communicate? What methods are most effective and for whom? What avenues do you have to deliver your message? Options to Consider: Team Meetings , Quarterly Addresses, HR BP Meetings, Newsletters, Intranet, Lunch and Learns, Posters, Table Tents, Email Signatures, Web. Ex All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 50

Communication Plan Audience What will be communicated Method of delivery Executives and Human Resources Review of why we changed PPT at performance vendors, monthly what the benefit of the meeting new partnership will be, when the change will take place, and who will be impacted by the change Timeline Example All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 8 weeks before live Owner/ Author VP of HR 51

Finalize Your Communication Plan Once you have added all messages to the tables provided, you may find it helpful to transfer the dates to a calendar or add them to your project plan § This visual format tends to be more useful for better understanding deadlines § You may find it helpful to start with a calendar and work backward to add it to your Communication Plan All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 52

Build Training Plan Discover Build Define Success Review Experiences Establish Message Manage Expectations Audience Analysis Impact Analysis Review Identify Barriers Build Comm & Marketing Establish Controls How does your company learn? All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 Define Roles Build Training Identify Action Items 53

Training Delivery What methods of training are available? Response: What methods are most effective and for whom? Response: What training methods worked well in the past? Where can you improve? Response: All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 54

Training Outside of training on technology, are there new processes or procedures to be integrated into the training? Response: How will training be delivered after the initial roll-out? Just in time training: Training for new hires: All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 55

Training Plan Audience What are the skills to be trained Regional admins Reporting Method of delivery Timeline Example Online training in LMS All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 3 days before live Owner Project Lead 56

Action Items All information herein is strictly confidential and may not be shared or reproduced. Cornerstone & Cornerstone On. Demand are registered trademarks of Cornerstone On Demand, Inc. Cornerstone On. Demand© 2012 57

Action Items ID Follow-up Item Owner Comments 1 2 3 4 5 6 58

Closing Thoughts As long as you keep the needs of people at the heart of your plan, there are many ways to orchestrate successful and lasting change.