What is the right resource model for your Change?

Over the many years of working in this field, in both change and project management, the resourcing required for programs is often an area of debate. When heading up a Change Practice, getting the blend of expertise as well as the right time to introduce a Change Manager into a program was also key. Unfortunately it became apparent that if you introduced a Change Manager into a program too early, it created tension if the program didn't have a business case or foundation on which to base the change.

But there are a number of factors to consider when looking at resourcing.

The size of the change. Size does matter in this case. The greater the impact, and depending on the existing resources to support the change internally, you will need adequate resource. The resource isn't there just to produce documents such as the change plan, impacts assessments etc. Change resource on major programs is the People change conductor as such. They are there to orchestrate and integrate the communications, training and change related elements, including measuring the success of the change.

Do you have time on your side and the right skills in your organisation? The answer to this question leads to whether you need to buy or build capability. When considering this, whether it be for project management or change management, the things to consider are what skills you require, the complexity of the change but also the timeframe that you have to deliver it. If you don't have much time, an 'outsourcing' option and buying in expertise (via contracting/contingent or consultants) may be preferred as opposed to developing talent in your organisation. The obvious preference may be to develop talent however this takes longer to develop. And you may not have time on your side. Also be aware that Trainers, Human Resources business partners and/or Communications people can upskill to be a change manager but they still have to have the right support and mentoring. 

The size of your investment. Imagine investing in any technology or change without understanding whether it is a good investment at all? In smaller organisations sometimes a business case does not exist, but certainly as larger organisations are investing, the return on investment is challenged and somewhat clearer, especially for multimillion dollar projects. The size of the investment  If you were building a million dollar house you would hire the building team with the right experience and qualifications. You would hire a team who were the right fit for you (cultural fit if you will) and you would also hold them to account.

So now let's look some options:

Small impact, small organisation, small resourcing investment

Where it is a small change impact, and a small organisation, you could have one person to cover the project management and change management.  Another possibility for this scenario is to have a project manager and up-skill (build) an existing staff member to manage the change.  In this instance a change manager may write the communications or even facilitate training. This is mainly for small organisations as there may not be a communications or training team in house that can be used.

Medium to larger size change and organisations

When the impact of the change is larger, and for a bigger organisation, a dedicated change manager and project manager is often required. Typically for larger impact organisations there are also Learning teams and a Communications area to support the change and having a change manager to team up with those resources is a big benefit, especially for a project manager. For example with a systems implementation, where the Project Manager is heavily focused on delivery of the system, they won't have time to coordinate the required training, communications and stakeholder management. A Change Manager will do this if roles and responsibilities are clear. The need would definitely be there.

Investing in transformation? Invest in resources to match

For a transformational change, there is often more than one Change resource. Typically there is a change team. A Change lead or senior Change role would be responsible for ensuring the strategic change plan, heavily covering senior leadership and stakeholders so they are kept well informed and that the Transformation journey is well explained. This Change Lead could also be a Change Director level for a large organisation. Why this level of investment in change? Often for major transformational change there are many things changing at once. A well oiled Change team can add significant value in this area as they work together to integrate the change and leverage across the streams of work. Now there are also communications specialists and learning specialists who will also be required no doubt so once again integrating those functions in with the change team is the most effective model. This avoids prioritisation issues which may arise if the resources are sitting in a business as usual area and are having to juggle additional work as well as the project work. 

Pooling change resources

One final model where there are multiple streams of work is a 'pool' of change managers, and rather than having change managers dedicated to a stream the Change Managers can be aligned to business areas or groups who are aligned to the impacted groups.  This can be challenging but effective, as it ensures tailoring of approaches to the audience which can be easier and easier integration.

So these are some of the options you have available. There is no doubt though you will need to assess the need early and consider all of the options you have available and sometimes you might get it right, and sometimes not so right. It is about being adaptable and making the changes needed to get the right support in place.