People Change Scan provides tools for change processes
Consultancy bureau People Change has developed a tool and methodology that helps in preparing and monitoring change processes and coaching employees in their development. The People Change Scan supports companies in, among other things, better understanding the organisation, teams and employees and tailoring change processes, mapping the necessary developments in the value systems or mindsets and change skills of employees and drawing up further change plans.
It is a well-known dilemma for managements. It is estimated that between 50% and 70% of all change processes fail because they do not or insufficiently realize the predefined objectives. Why? One possible reason is that the technology or the design is not in order, so that a project is doomed to fail. Another reason could be that a process does not take all stakeholders sufficiently into account, with the result that a lot of internal resistance is encountered. One of the most frequently heard reasons, however, relates to the human capital aspect, as change is supported and implemented by people. In that context, change processes often fail due to, among other things, too little commitment and leadership from management, insufficient involvement from employees or too much resistance to change because the ‘why’ is insufficiently understood.
People Change Scan
A new tool, called the People Change Scan, is designed to better understand change processes and to prepare people and processes for the change to be implemented. The scan functions as an extensive thermometer that is inserted into the organisation, and that poses more than 40 questions to everyone involved in the change process. These questions look at all aspects that are important for successful change; culture, strategy, structure cooperation, commitment, willingness to change and more. By carrying out the scan in the most important layers of the organisation – leadership, teams, the organisation and even customers – an integral picture is created of the desired development and the steps to be taken.
“The score of the People Change Scan shows how well people are ready for change and how you can improve it,” says People Change Managing Partner Rogier Offerhaus, who developed the scan. For example, if the scan shows a score of 6.0, then employees feel somewhat uncomfortable, dissatisfied or tense and there is work to be done. However, if a 9.0 is to be rolled out, it is especially important to maintain the good intervention in the culture. “This does not mean that nothing should happen,” explains Offerhaus, “since change is a liquid development.”
The key lies in moving along with the change, ensuring willingness to change and supporting people in their development. “The scan indicates which preconditions the employees need for the change and which mindsets and skills they possess to be able to change. They also indicate what behaviour they show when the pressure on them is increased,” explains Offerhaus.
People Change Scan offers tools for change processes
When asked what makes the People Change Scan so effective for companies that are in a change process or want to set it in motion, Offerhaus points out various aspects.
First of all, the tool is able to dive into great detail into the various changes that an organization is faced with and can be used to pinpoint the sore spot. Offerhaus: “The People Change Scan is so sensitive that small changes can already be identified. These can be changes throughout the organisation, but also in smaller contexts and even in individuals. That makes this scan unique. It is this level of detail that, according to the managing partner, surpasses other scans in the market: “Existing scans did not meet our requirements. They were not change scans. That is why we decided to make one ourselves.”
Fast deployment, cost-effective
Offerhaus also points out that the People Change Scan excels because of its rapid deployment and practical applicability: “Organisations, teams and professionals can use the insights from the People Change Scan to formulate a change plan immediately. This enables them to implement and realise measurable changes, for example in people’s culture and ability to change. The benefits of the change are equally noticeable, measurable, visible and cost-efficient.”
Clear insight into the progress
Unlike other tools and interventions, the People Change Scan can be repeated periodically and simply to gain a clear insight into what has changed. During the change process, the scan indicates which changes have been realized. Offerhaus emphasizes that changing an organization is a gradual process: “Progress is sometimes not immediately visible and can only be determined by measuring. An important tool is the People Change Scan.”
Focus on human capital
Whereas various tools focus too heavily on the ‘hard’ factors of change, such as processes, governance and business operations, Offerhaus believes that the People Change Scan is mainly centred around the ‘soft’ factors of change, or the ‘human capital’ side. It is the people on the shop floor who will have to bear and embrace the change, and an important aspect of the scan is that it focuses in particular on the development of the employees. “The People Change Scan is a pragmatic tool that makes change and the necessary development of skills transparent to all parties involved, both teams and individuals, through clear reporting,” explains Offerhaus.
Both externally and in-house
A final advantage of the People Change Scan, according to Offerhaus, is that it can be used by external consultants at customers, but also by the customer himself, who can be trained in using it and interpreting the results. “The People Change Scan has proven itself for years in various leadership, culture and organisational change processes”, says Offerhaus. Organisations that to date use the People Change Scan as a useful tool to facilitate their change process include KPMG, Transavia, Heijmans, KPN and NOC*NSF.
“The People Change Scan gives a very clear picture of how people experience the current leadership and the structure and culture of the organization and what kind of culture they want to have in the organization. The scan is used by customers to find out about their mindset as well and thus to make an even better connection with the customer and to serve them much better with a higher customer satisfaction,” explains Offerhaus.
People Change, which is based in Utrecht, is not only involved in change processes but also in transformation processes of leaders, management teams and professionals of organisations that are involved in the digital transformation. Offerhaus concludes: “The people need to have a flexible agile transforming mindset, whereby the scan makes them aware of what kind of mindset they have now and how they can further develop, change or transform their mindset”.
This article was posted first in Dutch on https://www.consultancy.nl