The webinar provided information on creating a recruiting strategy that embraces change. It discussed how change management is important for adoption and realizing value. It also covered developing a change strategy with components like vision, stakeholder analysis, communication plans, and enablement through training. The webinar addressed measuring success in business terms by driving back to objectives like margins, efficiency and revenue.

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Frequently Asked Questions

5. Part 3: Recruiting for the Future Workforce Webinar Series
Creating a Recruiting Strategy that
Embraces Change

6. 6
Introductions
Tim Carlsson
President
Bluewater HCM
Thomas Boyle
Principal Consultant
Cornerstone OnDemand

7. Session
Objectives
Creating a Recruiting
Strategy that Embraces
Change
7
Aligning Business Objectives
Integrated approach to success
Driving Adoption
Realizing Value

8. 8
Change Enablement
the process of
changing individual
mindsets and
behaviors to increase
readiness, productivity
and adoption when
implementing a
process, technology or
organizational change

9. 9
Fundamental Needs for Change Management
KNOWLEDGE
MOTIVATIONSTRUCTURE
SKILLS & TOOLS
BASICS
S
S M
K
What people
need to KNOW
What makes
people ACT
What people
need to accept
ACCOUNTABILITY
What people
need to DO

10. Why Spend Time on Change Management?
Prosci 2012 Best Practices in Change Management Benchmarking Report 10
With Effective Change
Management
With Poor Change
Management
95%
Reported achieving
the objectives of the
change
16%
Reported achieving
the objectives of the
change
71%
Reported the
change stayed on
schedule
16%
Reported the
change stayed on
schedule
Human Factor ROI
• Faster speed of
adoption
• Higher utilization
• Greater
proficiency and
performance
impact

11. 11
• Organizations investing in any form
of Change Management
experience benefits of reduced
total HR technology costs per
employee.
• Those organizations with a culture
of Change Management spend
68% less per employee than those
that never engage in Change
Management practices.
The Benefits of Change Management
Sierra-Cedar: Benefits of Change Management
$368
$524
$870
$1,142
$0 $200 $400 $600 $800 $1,000 $1,200
CULTURE OF CM
KEY PROJECTS
SPORADIC
NEVER
Total HR Technology Costs/Employee

12. 12
Change Management Practice by Size
Sierra-Cedar
10XAs likely to be
viewed by all levels
of management as
Contributing
Strategic Value
versus organizations
that Never use
Change
Management.
Culture
of
Change
Manage
ment
23%
Key
Projects
37%
Sporadi
cally
33%
Never
7% Culture
of
Change
Manage
ment
27%
Key
Projects
46%
Sporadi
cally
25%
Never
2%
Culture
of
Change
Manage
ment
39%
Key
Projects
41%
Sporadi
cally
17%
Never
3%
Small Medium Large

13. 13
Change Commitment Continuum

14. 14
Components of a Change Strategy
Plan
Define Success
Manage
Expectations
Establish
Controls
Define Roles
Discover
Review
Experiences
Audience
Analysis
Impact Analysis
Review
Identify Barriers
Build
Establish
Message
Build Comm &
Marketing
Build Training
Identify Action
Items

15. Vision
Why the change?
Stakeholder
Analysis
Groups and Impact
Communication
Methods and Plan
Enablement
Getting Ready
15
Key Discussion Topics
Focus areas for Recruiting
Where can we have the largest
impact on the organization?

16. Technology Workforce Stakeholders
Speed Economy AI
16
What’s Changing in Recruiting?

17. 17
We are witnessing a global skills crisis
Finding Talent
45% of global employers are
experiencing difficulty filling
open positions
(Manpower 2018)
Widening Skills Gap
72% of CEOs are concerned
about the availability of
employees with key skills
(PwC 2016)
72%45%

18. Skilled Trades
electricians, welders,
mechanics
Sales
Representatives
B2B, B2C, contact center
Engineers
chemical, electrical,
civil, mechanical
Drivers
truck, delivery,
construction, mass transit
Technicians
quality controllers,
technical staff
IT
cybersecurity experts,
network administrators,
technical support
Accounting &
Finance
certified accountants,
auditors, financial analysts
Professionals
project managers,
lawyers, researchers
Office Support
administrative assistants,
PAs, receptionists
Manufacturing
Production and
machine operators
Every Industry & Role
are Impacted

19. 19
This has helped to create a candidate
driven marketing
1in5Candidates said they are not willing
to complete an application that
takes them 20 minutes to more.
(CareerBuilder)

20. 20
Where experience matters
46%
Percentage of candidates who believe they have had a “negative”
overall job seeker experience say they will take their alliance, product
purchase and relationship somewhere else. This was a 7 percent from
2016.
(Talent Board)

21. • Recurring Revenue
• Organization Development
• Reference-ability
21
Alignment with Business Objectives
Profitability
Growth
Sustainability
• Margins
• Efficiency
• Budget
• Revenue
• Size
• Geography

22. Painting the Vision
Why are we doing this? Why is it desirable?
22Taken from “The Change Book” Emerson and Stewart, 2011
What does it look
like?
What will there be
less of?
Start thinking
about what
people will do
differently on the
first day after the
change…
What will there be
more of?
Make it personal

23. 23
Stakeholder Analysis
External
Applicants
Job Sites
Referrers
Medical
Background
Internal
Recruiters
Hiring Managers
Interviewers
Approvers

24. 24
Impact Analysis
Based on Stakeholder/Audience Analysis, identify key impacts for each group, along with:
• Resistance
• Influencers (change advocates for
engagement)
• What they need to KNOW
(communication)
• What they need to DO (learning)
Audience
Identification
Change Impact & Influence
Benefits &
Motivations
Resistance
Communications &
Training
Audience
Groups:
Who will be
Impacted?
Est. # of
People
How will this
project
impact this
group?
What are the
key changes
for this group?
Potential
influencers or
change agents
within each
group?
What is in it
for me?
(WIIFM)
How will
group
benefit?
What
motivates
this group?
What resistance
might this group
have about this
change/project?
How can this
resistance be
managed with
group?
What do
they need to
know?
What do
they need to
do?
Leadership/
Mgt Team
Front Line
Supervisors
Employees
Human
Resources
Department

25. Communication Plans & Methods
25
Internal
• Use of common, effective organization methods
External
• Less control, higher need to clearly define message
Combined
• Seamless combination of communication processes and methods
©2018 Cornerstone Inc. All rights reserved. Proprietary and Confidential. For Cornerstone and Cornerstone Client use only.
How do we utilize what’s available and what do we need to create?

26. 26
Sierra-Cedar
10%
of organizations are measuring HR technology adoption -- how their
technology is being used."

27. 27
Talent Management Adoption

28. Training
Formal or T-t-T
Job Aids
Supplemental Tools
Guided Processes
Inherent Workflow from
Systems
Feedback
Input and Refinement
Measures
Focus on Results
Enablement
Who is ready for their change?
28
What’s the right amount of support required?

29. 29
Tools of the
Trade
What artifacts should we
create?
• Vision
• Success Metrics
• Impact Analysis
• Communication Plan
• Training Plan
• Performance Plan

30. 30
Value Realization
Drive Back to your Business Objectives
©2018 Cornerstone Inc. All rights reserved. Proprietary and Confidential. For Cornerstone and Cornerstone Client use only.
Margins
Efficiency
Budget
Revenue
Size
Geography
Org Development
Profitability
Growth
Sustainability
With an effective
strategy, you’ll
measure success
in business terms,
not just
operational
terms.

31. 31
Questions?
Tim Carlsson
President
Bluewater HCM
Thomas Boyle
Principal Consultant
Cornerstone
OnDemand
trcarlsson thomastkb

32. Thank You!
Thank You!
© 2018 Bluewater - Confidential 32

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