Change can require a lot of time, patience, and energy… but how do you know your organization is ready for it? Simply put, to make change successful, you must assess whether or not all parties involved are prepared for that change. In other words, it’s important to get a “temperature check” on the situation prior to the implementation phase. This is achieved through a series of readiness assessments.
Are you wondering if your organization needs a readiness assessment? We’ll explain everything you need to know in greater depth below.
Understanding and Conducting Readiness Assessments
Before embarking on any change management initiative, change practitioners conduct two types of readiness assessments: analysis of the change itself as well as the organization’s readiness for change. Conducting readiness assessments is a key component in the change process because it allows the organization to consider all angles of the situation. The data collected from the assessments will be critically valuable in developing an effective change strategy.
Readiness assessments measure the scope, depth, and overall size of the change. This includes the number of employees and departments or enterprises impacted, the type of change (e.g., process, technology, strategy), and how drastic the change is from the current state.
On a larger scale, organizational assessments measure the overall culture and value system, capacity for change, leadership and power structures, residual effects of past changes, and middle management and employee readiness for change. Although readiness assessments fall on a smaller scale as an initial step, they lend to the greater assessment of the organization. Readiness and organizational assessments allow the project and change management teams to anticipate potential obstacles in planning, implementing, and sustaining change.
Data Collection and Common Questions
Readiness assessments can be conducted using various methods, including employee and manager interviews, anonymous surveys, or focus groups. More specifically, the data collected is centered around employee perceptions of the organization’s readiness for change, their personal readiness for change, personal understanding of the change, and perception of how they will be personally impacted.
A common interview format is asking stakeholder groups for answers on a scale of 1 to 5 in response to a statement (1 being strongly disagree and 5 being strongly agree). Example statements include:
- I understand why the change is taking place
- My manager(s) are receptive to feedback
- The change will make my job easier/more enjoyable
- Past changes in my organization/department have been successfully implemented
- My organization and team celebrate successful change
- My manager/leadership has openly communicated what the change is and how I am affected
- Leadership openly advocates for the change
- The change will be disruptive to my current process(es)
Timeframe
It’s important to note that readiness assessments are the initial step in the change management process—they’re the spark that starts the fire. The time spent collecting data will vary based on change complexity or organization size, but overall, assessments should be completed within a minimal time frame. Following data collection, practitioners quickly compile and analyze results to move on to the next step, which is the development of a tailored change strategy
Analysis and Change Practitioner Involvement
The data from assessments will be integrated not only into the change strategy but also into the project’s communication plan. Based on stakeholder data, change practitioners can determine the top priorities for the parties most affected by the change as well as their unique communication preferences (e.g., vehicle, frequency, level of detail). This information helps shape the overall communication strategy. The main goal for the change team is to build an ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) blueprint which is based on Prosci methodology. This includes helping stakeholders understand the “What’s in it for me?” (WIIFM) to help build a strong coalition in support of successful change.
The Benefits of Working with an External Vendor
It is important that the interviewer or facilitator comes from an external organization in order to avoid employee discomfort in providing candid responses. Working with an unbiased external vendor like Sage & Simple will allow your organization to plan for and implement long-lasting change that is accepted and supported by those most affected within the organization.
Let Sage & Simple Be Your Guide To Change
Readiness assessments serve as planning aids to guide the development of a well-informed change management strategy. To implement successful and sustainable change, it’s essential to prioritize readiness assessments before any change takes place. Sage & Simple’s team has extensive experience with organizational change management and working with public and private agencies. Reach out to us today to schedule a consultation.