10 Ways Organisations can Work On Change Management!

Change has become a buzzword within organisations. The dynamic world of global business is constantly challenged with innovating and modifying systems and processes and to compete and beat the market needs, change becomes a constant endeavour to deal with.

The theory of management states that ‘Change’ is a process, and it involves ideas, thoughts, processes and systems that are understood and driven by people within a given framework. However, most businesses deploy change as projects that aim at creating, innovating processes involving dynamic steps that finally get installed wherein people need to comply with and condition themselves to work their way with changes forward.

A well established fact is that ‘People do not change unless they believe that they cannot continue to stay where they are’, and this means that if an organisation expects people to accept and embrace change then the start needs to have a very strong & compelling reason that ensures people need to believe that ‘The Purpose Of Change’ is communicated in manner that compels people to believe why they cannot stay where they are and how a change is going to take them to the place they all best need to be.

When it comes to systems, an organisation is driven to use the best scope of modelling their IT to meet on demands. When it comes to strategic change, the scope of management process change comes into play. The truth of the matter is that every change involves people being affected! That’s the challenge that every organisation is constantly battling.

Project managers and leaders consider the scope of the what and where factors across installing a change, however the people affected need to adapt and alter their behaviours to manage change! Research on change clearly brings extremely dissatisfying statistics on how effectively a change gets implemented!

In 2014, change survey data from 5857 people in global organizations across 40 countries indicated the following distribution of data across the commitment stages in relation to a specific change that their organization was going through…

A typical organisation faces a significant challenge created by the projects it runs, whether they are focused on cost reduction, process redesign, mergers, restructuring, or a large IT implementation. It can be difficult to capture the value of all these activities simultaneously.

However, the biggest difficulty is usually getting employees to embrace the change each project brings. This is the realm of change management – helping people adopt new behaviours, accept and take ownership of change instead of resisting it. The way you implement change is at least as important as the strategy or solution you’re trying to implement, if not more so. Successful project implementations rarely come from purely technical project plans that do not take into account the human dynamics
of change.

To manage change successfully, there needs to be a very structured approach at 2 levels. First at the organisational level wherein there is a need to build on a strong ‘Change Purpose’ that compels people, then build change leadership capability and create a powerful people engagement process. The second aspect is to manage the implementation at the ground level, and this demands developing committed local sponsors, build personal commitment and manage sustained performance. Change happens best when people are compelled and engaged!

Here are ’10 Ways To Ensure Effective Change Management’

  1. Strategize the change based on ‘what changes, how & why’, and who is affected by the change
  2. Conduct a stakeholder mapping exercise and cull out the potential ‘Change Agents’ who can own this change project and influence other stakeholders Upwards and Downwards in the hierarchy of the organisation
  3. Empower them with the ‘Hard Skill’ on change management and its theories for effective implementation of change (Like the PCI of ChangeFirst)
  4. Build a ‘Strong Change Purpose’ that people impacted & affected can understand and realise ‘why they cannot stay where they are’ and hence understand and accept that they must move
  5. Create a strong personal connect with people at the local level on aspects that they can value & benefit from with the change and make it their ownership for success
  6. Support a change management team with the tools and budgets to ensure they can sustain required performance standards
  7. Ensure there is a regular review with relevant stake holders who are part of the change Network Map so that change stages can be measured to action forward steps
  8. Provide for a well appreciable Reward & Recognition process to support the change adaptors stay motivated through the stages of change
  9. Ensure relative soft & hard skill training that compliments the change is conducted
  10. Be Prepared To Start All Over AGAIN, It is a circle that demands sustained efforts to get where a change intends people reach!


Change is a process of managing people who are affected by the ‘New Way Expected Of Them’ and simply installing a change will most certainly face the challenge of a large population defying and denying a change. The philosophy of ‘don’t fix it if it aint broke’ is where most people operate from, and any change means a mild shock (if not a big one!)… From shock to denial, and from denial to defiance is 80% of the population. This means that change is not installation of system, process or data, it means getting people affected by change prepared to accept, try, support and own a change.


Pramod Parkar

People Development & Change Specialist – pramod@edifyconsultants.com


Enhancing RoI in business !

The only capital that can be your differentiator!

Organisations invest hugely on constructing superior product and processes, great infrastructure and stretch to offer a great environment, yet there’s a missing link that comes in the way of creating great competitive edge!

The challenge of the millennium is to acquire and retain people who can make a dynamic difference. The theory of management stands on the pillar of getting things done through people, and this key factor is the only real differentiator that clearly creates market share.

As a business coach & people development consultant, my 30 year journey keeps throwing back the same challenge, the challenge of organisations engaging professionals like me to try and build capability.

Although managements often invest in skill & behavioural development, they tend to ignore the fact that people development is serious business. It certainly is much more than simply taking periodic annual feedback and planning generic training programs with a hope that the learning will be applied for results!

I often wonder why many senior leaders keep basking in their early days of glory with a noted line they keep voicing… ‘When I worked with GE in my days, people & the organisation were so committed to stretch for success, but today things have changed!’

Whether it was a GE, IBM, Xerox that they often mention, they all seem to voice that ‘People were different back then’.

If you draw your attention to many recent studies like a recent Harward Business Review, it clearly states that with complexities comes chaos, and with chaos comes indecisiveness and that creates lack of trust!

People development is very serious business and involves a large investment of money, time and energy that has no definite guarantee of results!

Keeping this challenge of RoI in mind, more than investing in great development programs.



  • By 2020, India will be the largest base of Large Corporate Organizations in the world
  • Human Capital is the only challenging capital for all business models
  • 96% of the L&D spend is plotted based on limited analysis of needs
  • Conventional training has a 15% recall, retention, application at work
  • 95% of Leaders believe that ‘No Training Will Have No Adverse Impact’
  • 85% of employees report that conventional training has barely 15% impact on actual results at work
  • The way forward is to manage people development leveraging an outside in approach using technology & innovation to drive capability of human capital.

Source – Harvard Business Review

Organisations need to think through the importance of understanding ‘Skill & Behavioural Gaps’. The singular mode of gathering these gaps from the anyways stressful process of annual performance appraisal results in a poor 30% clarity of what people need to develop, contribute or change for enhanced results!

What’s the answer can be challenging, but I took this challenge seriously and at edify, we invested months of serious thinking and designing a solution that certainly stands out in bringing about a serious change on understanding people gaps.

When organisations invest in plant and machinery, they most certainly follow a preventive maintenance plan, invest in critical component inventory and appoint specialists to contribute to the smooth operations of their production lines. However, what about your most critical investment, human capital! is there a preventive maintenance plan for them??

Understanding their challenges, pinpointing their competency & capability and plotting a real-time development plan needs to be process and a process that links to great RoI!

Imagine what it would be like if a Chef was blindly throwing in the ingredients to cook something that got ordered! Such food would be unpalatable…

Investing in training without a strong study of ‘What & Why’ is far more catastrophic than realized. More than 80% of the globes CEO’s state that ‘No Investment On Soft-Skills/Behavioral Training Is Fine With Them’ and the reason is clearly reflected in the Harvard Report.


Barely 15% of what gets taught is applicable, and people absorb barely 20%, and the cause is a poor TraningNeedAnalysis.

At edify, our Smartphone enabled solution NoDL stands strong to address most of what Pre and Post Training needs to manage better RoI, and at a small investment per month, organisations can ensure that they get clear, detailed and applicable learning inputs, and also manage enhance the process of post training effectiveness. It is simple to use, suited to today’s generation and integrates inputs from managers and their employees to empower HR analyse some serious reports!


Pramod Parkar

People Development Consultant

Change Management Specialist

Challenges of Identifying and Nurturing Talent in these times of rapid change…

When a successful Sales & Marketing leader is strategizing and winning great success and the organization is steadily climbing the graph of growth, the competition is seriously tracking success factors and the engaged human capital that is driving the gears of growth. With this success comes great risks, the risk of losing valuable manpower, the risk of emulation of their people strategy and many more…. The industry has a keen eye on the success driving talent and they are constantly romancing these stalwarts with glorified career opportunities to attract them move on.

The lifecycle of successfully engaging effective people is grossly reducing. Employees are constantly seeking change, and change that aligns them to opportunities of wider scope and spans of strategy and control. The success of building and utilizing optimized human capital is greatly dependent on the keen eyes of an organization on identifying their people talent. With the dramatic drop in retention rates, the ever changing work environment and the demand for globally aligned work cultures. Organizations face huge challenges on identifying and deploying talent within the organization.

What is talent management?

Talent management is the science of using strategic human resource planning to enhance business results and to make organizations accomplish on their goals. It involves all that is done to recruit, retain, develop, reward and make people perform forms a part of talent management as well as strategic workforce planning.

While the world is busy aligning the millennial to organizational culture, the scope of employ, engage and retain is the theme and focus. This however faces the heat when it comes to being able to ascertain talent and deploy it effectively. With the huge costs on attracting and engaging manpower, Human Resource leaders are constantly trying to find innovative models that can support the organization identify talent, validate potential and thereafter construct a balanced and effective leadership pipeline. With technology and digitization, HR today deploys a number of system driven models on talent management, but the living truth is that identifying talent is more difficult compared to managing them. Most organizations walk the ‘Business Results Success Pointer’ as the first move on identifying talented manpower, but the truth is beyond this one yardstick generally used to measure.

Research suggests that success lies in having a brilliant Performance Management System and ensuring Performance Dialogue is a ‘Way Of Life’ practice in the organization, but this alone cant win it all. Brilliance of Goal Setting, and a dynamic monitoring approach needs to be well built into the processes. There a number of methods driving talent management, and many organizations adopt a tried tested method and yet it seems insufficient to hit the nail in the spot!

When you ask employees about how they feel their performance is managed by their organization, they often complain about the 3 most critical aspects…

  1. Goal setting is not a structured and well modelled exercise, and leaders themselves often are not aligned on the How Much, How, Why and By When.
  2. Competency based training is not adequate, as the dynamic demands of businesses today need the employee to have a varied set of skills and most are beyond functional and technical capabilities. The soft skills and people skills are completely misaligned.
  3. The personal development plans made are not in sync with the role and the future demands of success. The Training & Development plans are too broad and rarely inputs that impact practical performance at work.

Although these are known facts, HR teams find it challenging to get development plans well documented by Managers and Supervisors. The fault lies in the system! Performance Reviews are often an annual task it involves too many aspects getting reviewed and rated. A personal development plan needs to built on a model that is ‘Real-Time’. Managers need to keep tracking the needs on the go, and most critically employee themselves need to offer inputs on their own development needs. These can be digitized, but with the way HR digitization is happening, the decision making is becoming complex and too far fetched to yield desired results.

One of the key observations is that with the April to March business year model, HR gets Performance Review inputs around the end of the first quarter, and by the time a development plan and training is active, the first 2 quarters have already zipped by. This results in making development show its results only in the next year ahead! and this is poor as the dynamic circuit of ‘Business Change’ keeps throwing newer challenges with every year that unfolds.

Talent management is not a task of only monitoring a leadership pipeline, and to get good success with talent, we need to ensure that from the journey of the on-boarding of an employee, to the initial curve up the ladder, the leadership and the HR team both carve out a well laid plan and goal for an employee.

While the task of Talent Management has many aspects to address, one of the key aspects is carefully charting out the ‘Individual Development Plans’ for employees. The generic model of planning training aligned to skills and behaviours is inadequate to holistically support potential development for your people. People have talent, acquire skills, evolve with their capability, but to accomplish more they need to exploit their potential. Life and Business Coaching is the way to go.

Many successful organisations realize this aspect and they carefully identify trained coaches to support their executives on harnessing their potential to take their ability to next level. Over years of experience, individuals gather adequate skills to perform and excel, but as challenges of life take their contributing ability across obstacles, they grapple with their own performance standards.

Coaching is that support that leads individuals to recognise their own potential and therefore plot their goals to many notches higher on their own performance curve. The monotony of work-life, the multifaceted lives we lead in our personal and social space are all those factors that create obstacles in accomplishing our goals. Coaching can make a big difference to executives in their ability to grab the steps of the ladder to climbing higher up their own milestones of success.

Another critical aspect often ignored is the ability of managing and addressing ‘change’. With the dynamic global business environment, individuals are constantly battling with change. Change in process, change in working models, change in organizational structure, mergers, acqustions and also change in leadership. All of this is highly disruptive. Change Management is a ‘Hard Skill’ and is that critical ability that every corporate executive needs to excel at. Leading people and businesses through the turbulence that change brings in is one of the most desired capabilities of a leader.

Effective Change Management is imperative for business success, and to support this capability, all Talent Managers need to focus on building this capability with their High Potential work force.

The scope of talent management is vast. Human Capital is the most critical ingredient to business success. The need for a well channelized workforce is the most important capital that all businesses depend on. The world is rapidly changing, information is exchanged at Nano seconds today and people in the rally to success have become hungry to find mantras that can lead them to their meca of success. If you are responsible to build a competitive and effective workforce, then you need to put your ear to the ground and be vigilant to the needs of your people.

As a Behavioural Trainer & Life Coach, I have encountered several HR professionals who keep seeking innovative learning & development platforms to engage their employees on a developmental journey. The point I have noted is that most of them are eager to engage their learning audience with events that can be fascinating and innovative as event experiences, but the attention to real-time development needs is fairly ignored. People are eager to plot & plan events rather than plot & plan developmental needs!

Investing in training, coaching, and academic development are all serious initiative that need critical attention to the details of actual and real-time needs of their people. An effective model needs a practical and thoroughly enriching process in place. Sensitivity to all the links in the chain needs to be installed and implemented, and by this it means that you cant simply install great technology and systems! you need to support the process of implementation. People need to Hear>Understand>Act>Support>Use>Own the model themselves!

From Recruitment to On-boarding, and from Review & Appraising and then effective Training & Development, all the steps need to support the organization have adequate inputs on how they further identify potential and thereafter build a great succession plan. Be wary of the future, the challenge of human capital is getting complex and dynamic by each passing year…


Pramod Parkar

People Development Specialist and India Representative for Changefirst, UK


I have a DREAM

I have a dream, a song to sing

To help me cope with anything….

 This song by Abba, way back in Dec 1979, topped the charts and became a big hit. Twenty years later, Irish pop group Westlife released a successful version of the song in the Christmas week of 1999, to make it no 1 again in UK charts again.

Martin Luther King used these words in 1963, as a part of his civil rights movement. His speech had these words, in a defining moment of history, when he called for end to racism in the United States

And whenever, we hear these words, they inspire a positive thought, they touch a cord that invigorates and moves us from inertia to action.

So, what is this phenomenon of Wakeful Dreaming? Why do Coaches encourage Dreaming? Because it becomes easier to get to your goals when you Dream about it? Can we achieve those dreams just by talking about them?

The answer to that question is a loud and confident, YES!

A vivid imagination compels the whole body to obey it. In Coaching, we use the power of Dreaming with our clients, to express their long time desires and wishes. We encourage our clients to focus on intentional wakeful dreaming, thus inspiring them to believe in their dreams and their ability to achieve it.

This has a scientific foundation and is not fantasy or magic. This is grounded in strong psychological principles. When we articulate our dream, we create a strong connection between positive image and positive action.

Our Dreaming here, grounded in reality, should contain images, voices, metaphors, symbols and feelings. Neuroscience always advocates that the mind and body are part of the same system. When the mind can conjure up images, the body gets activated to work for it. Creative ideas flow, nodes start opening up and solutions start to present themselves.

As we start articulating our desires, we talk of what we see in the imagery, we hear what others are saying about us or to us, and we express how exactly we feel. When we indulge in dreaming of this kind, we create a placebo effect – It creates a heightened feeling of optimism about the future. Imagining a hostile encounter can raise a person’s blood pressure as much as an encounter itself. This sensory response evidently works in case of constructive feelings too. Imagining an exciting upcoming event of your life increases our heartbeat and releases Dopamine (A feel good hormone that makes us mentally alert and keeps you happy and positive) in our brain. And then our mind does an astounding job of linking these positive feelings to positive actions

This often leads us to start planning actions that will be suitable and fitting, have thoughts that are conducive and directional and a mindset that believes in possibilities. Armed with these affirming tools, we march ahead in our Dreams. We then make conscious choices for the future and take mindful actions. And in no time, we see our Dreams come true.

This is so similar to the marvel of heliotropism – natural tendency of plants to move in the direction of the sunlight. This helps them grow and flourish. Sunlight is this case is life giving for the plants, Dreaming is likewise for us Humans….It gives wings to our aspirations

So, keep Dreaming…. I do. And I believe in Angels…..


Managing Change For HR Leaders and Managers….

While the routine tasks themselves are dynamic and demanding, the complexity of business keeps most HR managers on their toes. For every business, changes are the only constant that can impact great results and the numerous changes that a business brings in each day, people are forced to rethink their prioritisation and manage it in their stride!


The challenges in the current generation of Human Resources Management are growing with the complex HR functions of a business, and almost every HR manager is faced with rapid changes that they need to implement and facilitate with their employees. The need of the hour is a deep understanding of how Change Management can support the implementation of change.


The fundamental fact is that with every change comes RESISTANCE, and this is merely due to the fact that people are often already stretched with their routine tasks. People struggle with managing their tasks and invest almost 22% of their productive time prioritizing. Whenever a change is introduced, this 22% grows to as high as 40%!


The key cause is that whenever a change is introduced, people face disruption in their routine. With disruption comes irritation, anger, frustration and this leads to high-level resistance. All these emotions are an outcome of the fact that change needs human beings to manage implementation. Whether you consider a technical or technological change, a process change, or even people change, all of this brings in disruption to routine.


Change management is a ‘Hard Skill’ and one of the most critical skills in modern day management today. Unlike project management, wherein a team works on how a process or technology needs to be planned and installed, change management is all about ‘How People Who Need To Implement The Change Need To Manage It’.


One of the most tested and successful change management model is the PCI (People Centred Implementation). This model deals with the entire cycle of how change implementation needs to be implemented. What is key is the fact that people do not want to change unless they are made to realise that ‘They Cannot Stay Where They Are, And It Is Imperative They Consider A Change’. Don’t fix it if it isn’t broken is a philosophy that human beings are comfortable with.


Most organisations face a huge challenge whenever they need to make people believe that they need to embrace and implement required change, and the PCI philosophy supports a change manager leverage value through the entire ‘Change Curve’ till change is successfully implemented.


As a HR manager, the best move is to include a well laid out change management training plan. If the manager can identify key people in various levels of the organisation dealing with people and change, then an effective change management learning session will support creating resources within the organisation. This can be a great support to connect key change agents to carefully and plan fully drive change whenever required.


What employees is a well structured hand holding across the curve of any change, and if there is adequate resources within a team, it is easy to support any change that affects people. Considering the dynamism of business today, it is almost certain that the organisation is bound to face changes often and as a HR leader, it will be imperative that the team has capable members who understand the process and implementation journey with change.


A typical organisation faces a significant challenge created by the projects it runs, whether they are focused on cost reduction, process redesign, mergers, restructuring, or a large IT implementation. It can be difficult to capture the value of all these activities simultaneously.

However, the biggest difficulty is usually getting employees to embrace the change each project brings. This is the realm of change management – helping people adopt new behaviours, accept and take ownership of change instead of resisting it. The way you implement change is at least as important as the strategy or solution you’re trying to implement, if not more so. Successful project implementations rarely come from purely technical project plans that do not take into account the human dynamics
of change.

A well researched fact is that a change cannot be successfully installed, as it involves people and people need support to manage implementation. To build a sustainable and result oriented workforce, HR must focus on how to integrate change management as a competency at work.

Here are a few aspects that can lead to being ready to embrace and implement change as HR Leaders….

  • Plan for identifying and appointing Change Agents to lead a change project
  • Identify Change Sponsors who can bring great change leadership to the table
  • Create a local level team of influencers who can network and influence the implementation well
  • Create a monitoring system to track, communicate and re-think change success on the go


Building Change Management capability is a vital ingredient for business success!


Pramod Parkar

Trainer & Facilitator, Change Specialist – pramod@edifyconsultants.com

Why do management boards take a low interest on Training & Development budgets?

When Sarika Ghosh, the L&D head of the company toiled with her team to build a robust training plan for the year, they had a difficult time figuring out their Employee Training Needs!

The cause was that the small little input on people’s personal development plans by managers on employee appraisals were so wide and poorly described, that the team had to put on their thinking caps to figure it all out. After the long drawn exercise, the next tedious task was to align this data to the organizational direction and goal.

While the L&D team toiled, the employees and managers were hoping that this years training will be meaningful for their work roles and support them grow and add to their development in life.

With all of this elaborate efforts, Sarika makes her training & development plan and submits it to the board. Fingers are crossed, and the team is eagerly waiting for their annual sanction. To their dismay, the carefully crafted plan gets a 35% cut!


This is the plight of many L&D Managers and the key cause is that unfortunately the management and employees rarely believe that the training programs the HR team offers them, supports them with practical and applicable learning for their roles.


Leadership and Management receive poor standards of reports that do not support them stretch to invest on people development adequately. Research has shown that when the top 20 CEO’s in the world were asked about their views on soft skill & behavioural training, almost 86% of them mentioned that ‘They Expected No Change!’ and they said that if the company did not engage on this type of training, the results would not really suffer!


The key cause of this dilemma is based on the fact that ‘THERE IS INADEQUATE DATA’ and the required relevant data is imperative to create value adding L&D interventions.


L&D suffers with the inadequate systems that result in lack of important and relevant data on what areas of training to invest on. The efforts of the L&D team is cumbersome and difficult journey, as without data the content, the facilitation, the learning all suffers on quality and impact.


While this is the fate for many, then the fundamental cause that needs attention is that HR and L&D needs to ensure that the process of identifying training needs are supported by a ‘Real-Time System’. L&D needs to ensure that employee and managers can engage with a digital platform that offers them guidance and support to understand and plot their needs, with inputs on the purpose of the development they expect.



If the process is real time and available at their finger tips, then they will participate and express their needs in time. With great data the L&D team can offer the management detailed reports on what training needs need attention, why they are important and how the same can be planned and leveraged on. The report needs fine details that encourage a management to make the investment and gain on the most critical capital, Human Capital!

A well established fact is that ‘Your People Are The Only Differentiator You Have’. Making a wise investment on developing them is the most valuable factor that can drive business results.


Pramod Parkar

Trainer & Facilitator, Change Specialist – pramod@edifyconsultants.com

Human Resources, The Challenges…

An organizations foundation stands on the pillars held strongly in place, and HR is the most critical pillar of them all!


  1. Give meaning to your people’s work: In a majority of companies today, 6 out of 10 employees are unsure of why they do what they do! The job of HR is to translate this meaning effectively. The work people do needs to be connected to a higher purpose, and they need to be aware!
  2. Construct A Culture Of Trust: Leaders and managers need to breed the culture of trust, but HR needs to plant the seed! A large proportion of people say “I cant trust my company and leader”. The code of communication can be a big player for this success!
  3. Hire people who are better than your best: Hiring needs focus, focus on the vision and goals. The hiring process is more left to consultants and lesser pointed to getting people who are superior to the ones you have!

4.Don’t just review, create performance conversation as a routine: Reviews are about the past, these discussions are about what already went by and happened. Use The Power of Feedback as a natural conversation everyday!

5.Recognize the recipe of success that exists: If you can recognize your best performers formula for success, then teaching others to apply the same can be quite a simple task. Competency Frameworks and performance review are mere pointers. Success is about breeding the benefits of practical formulas that worked for a few!

6.Invest on what people need, not just what got planned: Routine training programs and typical rewards of trips & gifts please merely once, the success is to pin-point people needs and be generous with what they need versus what the organization merely planned. Be it development or recreation, give them what they want!

The job of HR surely can get complex, but if these simple 6 factors can be modeled well by HR, then every step, from hiring, to motivating, building talent, to deploying and retaining talent can form a culture, a culture of a successful organization that meets the demands of the mixed Jonas of people that make it up.

Pramod Parkar

People Development Specialist and India Representative for Changefirst, UK