Measure and Evaluate Change Management Initiatives 

In order to fully evaluate the impact of change management initiatives it is necessary to undertake, where possible, a quantitative assessment of their impact and assign calculable values. The following provide some simple ideas on how change management systems may  be assessed

Leadership - Alignment of Objectives e.g.

% of short-term objectives or goals that are linked to long-term goals.  This measure provides an assessment of how well goals/objectives within the organisation are linked to ensure that all work is directed at achieving the company's long-term objectives. 

Leadership - Involvement e.g.

% of senior managers involved in company teams. This represents a measure of senior manager involvement and commitment to team values

Leadership - Stability e.g.

No. of company re-organisations over the last five years This measure may be used to plot the number of changes in personnel at senior management level, or the number of role changes at senior management level, or the number of changes to the organisation's structure

Leadership - Visibility e.g.

% of time senior mangers spend on the shop floor or the amount of time per week spent on the shop floor. This measures leadership visibility and time spent communicating with staff. Some organisations schedule time for their leaders each week to do this. 

Leadership perception - Communication e.g.

% of staff in an organisation that perceive there is open communication at all levels.  This measure provides leaders with data to assist with the development of an employee knowledge focus within an organisation.

Communication channels - e.g.

No. of different methods of communicating with workforce, and the no. of times, per period, that these are used.  This measure provides leaders with data to assist with the development of an employee knowledge focus within an organisation. 

Employee survey - Communications - e.g.

% of staff who read/receive/value each type of communication from the leadership.  This measure provides leaders with data to assist with the development of an effective employee communication system. 

Leadership perception - Innovation e.g.,

% of staff in an organisation that perceive that management encourages employee innovation. This measure provides data to assist in the development of an effective management approach relating to the fostering of employee participation and a culture of innovation. 

Change Management Training  e.g.,

% of staff trained in change management techniques. This measure provides data to assist in the development of an effective change management approach. 

Policy communication e.g.

% of staff that is aware of the company's vision, values and key policies. Measures how well the organisation's visions, values and key policies are being communicated. 

Strategy - Communication       e.g.

% of employees who believe that communications, per given period, effectively convey organisational strategy. This measure can provide an indication of the effectiveness of leaders' communications, reinforce organisational strategy, and form a key to the successful alignment of employees. 

Employee feedback mechanism - Innovation  e.g.

No of mechanisms deployed for gathering employee ideas for innovation. This measure can provide an indication of the degree of establishment of a culture of learning and innovation, 

Workforce capability e.g.

Average no. of roles, or jobs, employees are capable of performing, or trained for. This measure can be used as an input to the analysis of flexibility of an organisation. This is an important capability if in a market where change is a fact of survival. 

Return on investment (ROI) - Improvement initiative e.g.

Total cost to implement initiative \ Total savings gained from initiative per period, or the ratio of savings or new earnings stemming from initiative to dollar value of initiative. This measure provides an indication of the success of improvement initiatives. 

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