Change management. Control methods

The effectiveness of the implementation of any change in the company directly depends on what percentage of employees follows new practices.

The change implementation stage can be considered successfully completed if the majority of employees understand the purpose of the introduced standards and follow the new rules and procedures.

Also, in order to assess the success of the change, it is necessary to understand how critically the refusal of some employees to adapt to new standards affects the processes. This largely depends on the particular group. For example, when implementing a project management methodology, project managers, team members, departments that provide resources and services to projects, and management within the scope of change. And one of the most significant metric for evaluating the effectiveness of the methodology will be the degree to which new procedures are used by project managers (also can be called adoption rate). Even if one manager does not follow the new rules, the process of the change adoption will not be complete.

That is why, when implementing any changes, it is necessary to use control methods that will allow you to evaluate the dynamics of the completion of the change, determine whether employees are fully implementing all the innovations, and identify areas that require additional measures to support the change.

Control can be exercised in various ways. You can use several methods at the same time. They differ in the following parameters:

• obligatory or optional control
• comprehensive or selective control
• the reliability of the method (to what extent the possibility of actions that do not comply with the new rules and procedures is excluded),
• expenditure of time and resources for the implementation of inspections,
• the degree of influence on employee motivation.

Let’s consider the most effective methods of control in change management:

1. Approval

A method of comprehensive control: checking the compliance of the intermediate or final outputs of the process with the set criteria.

The inspection is carried out by an authorized person, most often a manager. If a inconsistency is identified, the performer is not allowed to the next stage of the process and is forced to rework his output.

Most often, approval is used when signing documents and making decisions.

The reliability of this method is high, but can be ineffective if the organization does not follow formal procedures or if the manager accepts the deliverable without actually reviewing it, often without understanding or accepting the new rules and procedures. Also, the approval method loses its effectiveness when delegating approval, since a lower-level employee most often does not have enough information to make a decision about the compliance of the results with the new requirements.

Approval is a rather expensive method of control, since it implies the mandatory allocation of time for the manager to check, and in case of a inconsistency, to re-check. In addition, if the manager is very busy, the approval process can be very long. This can have a negative impact on the motivation of both performers and inspectors, and create a feeling of “extra” work, red tape. To save time on discussing all the necessary improvements, you can resort to the meeting format. But since the duration of meetings is limited in time, there is a risk of insufficiently careful consideration of the result, and this reduces the reliability of approval as a method of control.

2. “Customer” control

A method of comprehensive control, which is carried out by the recipient of the results of the process or the performer of the next step (“customer”).

The “customer” accepts both on the basis of subjective perception (“good quality”/“poor quality”), and on the basis of a set of formal criteria (checklists).

In this case, the “customer” is given the right of veto: he can return a poorly completed deliverable for revision. But, unlike in approval, the “customer” may not use its veto if he believes that the impact of the inconsistency on the process is negligible.

In theory, the “customer” is maximally interested in obtaining a quality output, since this is the key to the successful implementation of his own operations. However, in practice, the “customer” is not always aware of the degree of influence of the output, which he accepts, on the complexity of his own work. In addition, he may be more focused on maintaining a friendly relationship with the performer than on quality, and also believe that sending for revision will significantly delay the process. Therefore, to ensure that this method is as reliable as possible, it is important to establish acceptance criteria for each step of the process and establish an acceptance discipline at the start of a change. This can help to control how the result is accepted by the “customer”. In the future, it will be possible to do without strict regulation.

The cost of this method may vary. Sometimes it is equal to the cost of approval, if the acceptance is carried out by the manager. But the cost is significantly reduced if the “customer” is an ordinary employee. Also, this method, as a rule, has a much lesser effect on the duration of processes, since it involves fewer formalities in communication.

From the point of view of the impact on motivation, the method is perceived by employees with less negative, since most often they understand the relationship between acceptance criteria and the quality of deliverable. It can also help increase motivation by giving the “customer” leverage over the course of the process.

3. Reporting

The method of comprehensive control in the format of providing consolidated data on certain parameters.

However, reporting, unlike previous methods, is generated and used with a delay in relation to the current situation. Moreover, the larger the volume of parameters, the greater this delay.

It turns out that reporting fixes inconsistencies that have already occurred (in best case) and does not imply their prompt elimination.

However, at the same time, it gives a comprehensive picture of the state of processes — it means that it is much easier to make complex and balanced decisions about actions to support changes in the organization.

The reliability of this method of control depends on the reliability of the data provided for reporting. They can be both objective (transactions in the IT system, availability of artifacts confirming the process execution) and subjective (assessment of the quality of information, fixing the fact of passing a step). Thus, when reporting on the basis of objective data, the method will be as reliable as possible, and when using subjective data, the opposite is true. However, the reliability of subjective data can be confirmed by their periodic random check.

As a rule, data for reporting is collected during the process, that is, the method of reporting does not affect the duration of the process and does not lead to its delay. However, the need to collect data and convert it into a aggregated format increases its complexity. This can be avoided by appointing individuals to collect, process and verify information, but this increases the cost.

The cost also depends on the amount of data collected, the possibility of their automatic capture and processing. It is also important to understand that to assess the progress of implementation, not only primary data are used, but also summary and analytically processed data, the preparation of which also requires significant effort. But, unlike methods of coordination and control by the “customer”, reporting does not have to be built into processes. It can be easily cancelled or simplified once the changes have been successfully implemented.

Reporting can negatively affect motivation if its formation is associated with high labor intensity. In this case, the way of reporting starts to be perceived as an additional bureaucratic burden.

4. Selective inspection

A situational control method that is applied as needed and covers individual org units and/or parameters.

Controlling persons can be external consultants, internal audit, representatives of the PMO or a specially created commission.

The use of selective inspection is usually associated with a specific event, such as:

• project transition to the implementation stage,
• initiation of a project with a cost exceeding the normative value,
• сritical risk identification,
• identifying variances, etc.

Selective inspection is carried out by requesting certain data and/or artifacts from the performers to identify the facts of compliance/non-compliance of the process with certain criteria and subsequent analysis of these facts.

Just like reporting, selective inspection is most often used after the occurrence of an event and does not have mechanisms to influence the course of the process, since it is not built into it. Therefore, sampling does not affect the duration of the process. But relevant information is often delayed due to a lack of resources and due to the weak immersion of the controller in the specifics of the process, and this leads to the need to request and process more information.

The cost of this method is lower than that of the previous ones, due to the need to turn on control only in critical situations. However, even selective inspection requires the identification of responsible persons.

At the same time, the reliability of selective inspection is questionable, since this method does not allow you to see complete data on the use of new rules and procedures. Selective inspection usually evaluates some basic, critical parameters, and this list may not take into account some important aspects of the process. Therefore, the use of this method is recommended to control important, but not critical parameters during the period of intensive implementation of changes.

The method, as a rule, does not have a negative effect on motivation.

5. «Poka-yoke»

Comprehesive automatic control of compliance with the conditions for passing to the next stage of the process, developed within the Toyota Production System.

It might be for example automatically checking the completion of all fields in the online form or about fulfilling all the items of the checklist.

This control method is built into the process, and the verification criteria are formulated in such a way as to exclude the influence of subjective assessments as much as possible.

In the ideal case, the verification is automated, and people do not participate in it at all. Therefore, the “Poka-yoke” method has a minimal impact on the duration of the process.

The reliability of the method depends on the possibility of an unambiguous assessment of certain parameters. If the assessment is of a qualitative nature or the object of assessment is not structured, the reliability of the method is significantly reduced. Therefore, a necessary condition for using this method is the presence of clear, unambiguous, universal and easily verifiable control criteria.

Such a check, as a rule, is characterized by low cost due to low labor intensity even in the case of non-automated execution, since it checks compliance / non-compliance with a certain criterion, and the controller does not need to delve into the essence of what has been done. However, it still involves the appointment of a person responsible for conducting the check in case provided information cannot be checked automatically, as well as the costs of developing the controlled criteria themselves and their tolerances

As a rule, the method does not influence the level of motivation.

6. Self-control

This is a comprehensive method of control, which is carried out directly by the performer in the course of the implementation of processes and procedures. That is, employees themselves control their activities in order to get best possible output.

The method of self-control is built into the process of performing work, but does not lead to an increase in its duration due to the fact that the performer himself regulates both the need and the duration of control.

Conformity assessment can be carried out by the performer on the basis of the developed formalized technology, for example, checklists.

At the same time, control can be done both before the start of work to assess readiness for implementation and sufficiency of resources, and after completion of work — to assess the quality of progress and results.

The reliability of the method depends on the interest of the performer in obtaining a high-quality result and is assessed individually.

Often the principles and values of the company become the basis for self-control. Such an assessment is more subjective than if it were carried out by a disinterested party, but allows the employee to determine the admissibility and inadmissibility of certain actions. The reliability of the method in this case depends on the level of understanding of the company’s values by employees, since even the values of Agile (for example, “Working software over comprehensive documentation”) are implemented differently in different organizations.

The method is quite cheap, since it does not require the use of additional resources. However, its effectiveness is tied to the understanding by the performers of the meaning of the innovations being introduced and confidence in the effectiveness of the proposed changes. For many people, this confidence is built only after the demonstration of success of the application of the new way of doing things. Also, the method of self-control requires the commitment of employees to the values of the organization, agreement with the reasons for the changes and awareness of their role in them.

In terms of motivation, the method will positively influence motivated and engaged employees by providing them with self-management opportunities that confirm management’s trust in them. However, for low-motivated employees, this method will significantly reduce motivation, as they will feel “abandoned”.

7. Skill control

This is a method of comprehensive control, in which the emphasis is on learning and assessing the acquired skills.

Its mechanism is based on the desire of our brain to act in the most simple and familiar way.

In an unfamiliar situation, a person will strive to use existing behavioral patterns, therefore, before starting to implement a change, employees are trained in new behavioral patterns and skills, after which their adoption is checked.

The form of training in this case may depend on the tasks set and the number of employees learning specific skills: it can be group lectures/trainings, and individual coaching.

Assessment can also be carried out not once, but at some intervals after the completion of training, which will evaluate the knowledge and skills equipment and encourage to introduce them in behavior.

Skills control does not affect the duration of the process, as it is not built into it, however, when using it, it is necessary to take into account the time costs for training, which will cause the need to delay the implementation of changes.

The reliability of the method is average, since in the course of short-term training it is most often difficult to form a new behavior model and make it habitual. However, the assessment of knowledge and skills based on the results of training will allow us to measure the presence or absence of a new behavioral and motivation for implementing the change. And repeated assessments will demonstrate the dynamics of the consolidation or loss of skills, which will indirectly influence the success of the implementation of changes as a whole.

The cost of the method is quite high, as it includes the costs of developing training materials, conducting training and assessing acquired skills, as well as paying for the working hours of trained employees.

However, this method can give one of the highest motivational effects due to the formation of not only new skills and behaviors of employees, but also an understanding of the essence and causes of changes and one’s own role in them.

8. Community Control

A comprehensive method of control through public approval or condemn of the employee’s behavior by the community.

The community can include all employees or a professionally or administratively separate group, such as a project team in the change perimeter.

Community impact is usually informal: for example, all employees in a department follow the new rules and condemn an employee who uses the old procedures. Or members of the steering committee reproaches the project charter, prepared according to the old standards.

This method of control is not built into the process and does not affect its duration. Moreover, it does not require any additional resources or special actions, so its cost is close to zero.

However, this method of control has two main limitations. First, the results of the employee’s activities must be available for public review as part of the existing process. This does not imply a mandatory publication or newsletter, but the opportunity for other employees to see these actions or results due to the fact that they are in the same room or use these outputs in their work. In the absence of such an opportunity, the community will not be able to evaluate the actions of the employee and influence him.

Secondly, the community must have unequivocally understandable criteria of the norm, that is, the characteristics of behavior and output that it recognizes as correct and which it expects from all its members. It is important to understand that if the community is fragmented and employees do not communicate regularly with each other, then common norms and values may not form.

Thus, community control can only be implemented if the new rules and procedures are adopted and used by the majority, or at least by internal experts and leaders. It is also important to understand that if the community adheres to the old processes and values, then it will resist the implementation of changes.

The motivational impact of this method of control is one of the strongest, as it is tied to the basic need to belong to a particular social group. However, its focus will depend on the relationship that a particular employee has with the community.

So, when choosing one or another method, you need to remember that the practice of comprehensive control, which ensures one hundred percent adherence to new rules and procedures, in fact turns out to be the most expensive and tough to implement and, as a rule, reduces the motivation of employees. Therefore, it is important to take into account the specifics of the company’s culture: how much management is inclined to use formal procedures, how strict control methods are already used in the company, which employees are responsible for controlling processes, is it possible to automate checks. In addition, I advise you to find the possibility of a gradual transition from harder methods to softer ones.