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Representative POMs are described for Communication and Engagement at each level of maturity.

2Basic

• Practice

  Include the vision for change in the change plan.

  Outcome

  The need for change and the expected outcomes that will flow from it are documented.

  Metric

  Existence of a change vision statement.

• Practice

  Communicate the change plan to each team through their manager.

  Outcome

  Each team gets their manager's perspective on the change plan.

  Metric

  % of team members who received communications on the change plan from their manager.

• Practice

  Inform the key change stakeholders of progress to the change plan.

  Outcomes

  • The key change stakeholders are aware of progress to the change plan.
  • Feedback and input to the change initiative can be actively sought from change participants.

  Metric

  Frequency of key stakeholder communications on the progress of the change plan.

3Intermediate

• Practice

  Communicate a consistent vision for change throughout the change initiative.

  Outcome

  Expectations for change are set throughout the change initiative, both internally and externally as appropriate.

  Metrics

  • # of revisions or clarifications to the change vision over the lifetime of the change initiative.
  • # of times the vision is communicated.
  • # of channels the vision is communicated through.

• Practice

  Link the vision to the change strategy.

  Outcome

  The vision describes the future state, and how this is linked to the change strategy, providing a clear focus for change.

  Metric

  Existence of a change vision statement, linked to strategy.

• Practice

  Draft a comprehensive communication and engagement plan for all stakeholders.

  Outcomes

  • Communication for all stakeholders, both internal and external, is managed.
  • Stakeholder inclusion in change activities is planned.

  Metric

  Availability of a stakeholder communications plan.

• Practice

  Use a number of channels to communicate with stakeholders.

  Outcome

  Change agents have a number of channels available to interact with stakeholders, including face-to-face communication, which encourages prompt feedback.

  Metric

  # of stakeholder communication channels available.

4Advanced

• Practice

  Ensure that the vision for change is actively communicated by all change leaders and participants and is clearly related to ongoing change initiative progress.

  Outcome

  Visibly supporting the vision for change contributes to successful change adoption.

  Metric

  % of change leaders visibly supporting the vision for change.

• Practice

  Ensure that the sponsor engages with those affected by the change, and visibly models the vision for the change future state.

  Outcome

  Visibly modelling the vision for the change future state encourages and motivates employees, contributing to successful change adoption.

  Metric

  % of change leaders actively modelling and supporting the vision for change.

• Practice

  Conduct a comprehensive stakeholder analysis.

  Outcome

  Stakeholder analysis helps to identify criteria to classify stakeholders and customize the change management engagement.

  Metric

  Records of stakeholder analysis.

• Practice

  Maintain active and tailored communication and engagement throughout the change initiative, with change leaders having hands-on involvement in change events — for example, by hosting change-related workshops.

  Outcome

  Consistent engagement including proactive sharing of information and expectations, and the development of good working relationships with change participants reduces fear, gains acceptance of change, and fosters trust.

  Metric

  Records of stakeholder engagement.

5Optimized

• Practice

  Consistently and actively articulate a clear and inspiring vision for change.

  Outcome

  The sponsor, steering group, and change leaders have clarity of purpose and show commitment to change throughout the organization and to the wider ecosystem as appropriate.

  Metric

  % of sponsors, steering group, and change leaders actively modelling and supporting the vision for change.

• Practice

  Benchmark stakeholder engagement activity across the business ecosystem.

  Outcome

  A comparative ranking of stakeholder engagement activity across the business ecosystem is available to the organization for potential improvement opportunities.

  Metric

  Records of stakeholder engagement benchmarking.

• Practice

  Continuously review stakeholder engagement practices.

  Outcome

  Emerging best practices and learnings are used to continually refresh and optimize engagement activities.

  Metric

  # of stakeholder engagement practice improvements implemented per annum.

• Practice

  Link the change to personal achievable goals and expected benefits at a local level.

  Outcome

  Staff are fully aware of their personal contribution to the change initiative.

  Metric

  % of staff who can identify their personal contribution to the change initiative.