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Execute Stakeholder Engagement Plan Effective stakeholder engagement is critical to ensure successful execution of the Change Management Plan. The Stakeholder Engagement Plan establishes the tasks that need to be executed to ensure that all stakeholders understand and adopt the change. Executing...

Execute Stakeholder Engagement Plan Effective stakeholder engagement is critical to ensure successful execution of the Change Management Plan. The Stakeholder Engagement Plan establishes the tasks that need to be executed to ensure that all stakeholders understand and adopt the change. Executing the plan will significantly reduce uncertain consequences and identify the benefits of the change for stakeholders. Effective plan execution will enable stakeholders to adopt the change swiftly and with lowered resistance, while understanding its benefits to the organization and individual stakeholder. Resistance Management Addressing and managing resistance to ensure successful transition to the future state should engage a number of leaders within the organization. Key aspects of job roles, performance management, learning needs, and organizational development resources should be considered and reviewed regularly throughout the change initiative. These reviews shouldinvolve regular communication with leaders and supporting functions as needed to ensure resistance is properly managed. Inputs Outputs Stakeholder Engagement Plan Sponsorship Plan Communication Plan Stakeholder Engagement Activities Sponsor Engagement Activities Resistance Management Activities Execute Learning and Development Plan Change initiatives require active management of the learning process to increase stakeholder skills and develop required competencies through appropriate learning activities. Learning and development may include training and development activities as well as evaluating knowledge, skills, and attitudes before and after the learning activities. Define Learning Objectives Learning objectives should be clearly stated, measurable, realistic, and appropriate for the level of the learner. They should be consistent with the objectives of the Change Management Strategy and define what the learner will know or be able to do because of the learning activity. They should provide a basis to evaluate learner achievement. Execute Learning and Development Plan As stated in 5.3.1.5 Learning and Development Plan, each learning group has a unique curriculum that will be executed. The first step in executing the plan is to ensure the learning materials supporting the curriculum have been developed (e.g., job aids, user manuals, quick reference guides). Second, the logistics of the learning activity for each group must be completed according to the delivery method and timeline (e.g., booking a conference room, setting up an online meeting). Lastly, the curriculum is delivered to the specified group according to the plan. As stated in the Learning and Development Strategy, there may be other resources such as an outside vendor delivering the learning activity. Evaluate Learning Activities Measuring the success of learning and development activities demonstrates whether the participants learned the necessary skills. The objectives developed prior to delivery will serve as the basis for the evaluation. Not all learning activities will deliver the expected benefits, possibly because a lesson was misunderstood, misapplied, or was not applicable to the situation or audience. Learning activities that do not produce the expected benefits should be reevaluated and then modified or removed. Learning measurement should determine what knowledge was obtained, the skills that were developed or improved, and the frequency and effectiveness with which the new knowledge and skills are used on the job. It may also identify if attitudes have changed. A variety of methods can be used to evaluate the effects of learning, including learner reactions, supervisor observations, and performance appraisals. The evaluation should show both the tangible and intangible indicators resulting from the learning and development activities. Tangible Indicators Intangible Indicators Skills and knowledge Job performance Productivity Response time Sales volume and service levels Requests for help Effective communication Quality of decision making Conducive teamwork Job satisfaction Stress rate Inputs Outputs Learning and Development Plan Change Resources, Roles, and Responsibilities Plan Supporting Learning and Development Materials (e.g., job aids) Learning and Performance Evaluation Reports