Project Mindset | Transformational Mindset

HR transformation must be run as a programme (i.e., a collection of projects) if it is to be in any way effective. This is not an area of strength for many HR functions but the structure and disciplines of programme management will enable the complexities of HR transformation to be managed within a proper governance structure.

Why the Focus on Developing a Project Mindset?

If an organisation is serious about HR transformation, it will form a HR transformation programme team. Within this team there will need to be some people with high levels of project management/programme management skills and the team as a whole will need to adopt programme management practices. We hope that we do not need to try too hard to make this particular case.

However, the point about the development of a project management mindset is that it needs to extend beyond those people responsible for effecting change in HR. It needs to be embedded as a way of working and thinking across the whole HR function, not least because of the need for strong input from users throughout the transformation process.

Additionally, we have already made it clear that the tools and models we use to support HR transformation are not just right for HR transformation, but are also right for the way HR professionals will need to work with their clients in the transformed HR function; we are role-modelling practices that the HR function needs to embed as working practices. As a generalisation, we have found that the HR community is not particularly strong in the area of project management.

So, although there is no ambition to turn HR professionals into certified PRINCE 2 programme managers, there is an ambition to develop a way of thinking akin to external consultants, who package work using the principles of project management.

Figure 1 presents a very simple framework which we have used to help HR professionals focus on the key principles of project management without overwhelming them with procedures, paperwork and plans.

 

Figure 1: A project management mindset — key questions.

When we present this framework to clients, there is typically quick intellectual buy-in: it is not difficult to understand! However, the challenge is to actually use the framework so that there is a clear focus on deliverables and what it will take to achieve these.

Within HR functions, we have often met with some initial resistance to a project approach. There is an argument that you cannot do the 'day job' using project management principles, as the work of an HR professional is unpredictable and reactive. There is an element of truth in this, and it is not our belief that all HR work can be managed this way. However, we know that a high percentage of HR work can be managed more effectively through the development of a project mindset (just think about recruitment, L&D, case management, reward cycles, talent management processes, communication cycles, etc.).

Our observation of the HR community is that some of the reasons why this way of working is often resisted are due to:

• reluctance to be pinned down about deliverables;
• inability to articulate concrete business benefits;
• unwillingness to identify and be held to deadlines (projects have to fit around the day job);
• lack of process consulting skills;
• unwillingness to share resources across HR's organisational silos.

These are generalisations, and we are not saying that this list in its entirety is true of all HR organisations we have worked with. Nor are we saying that all points will be true of your organisation. However, as you reflect on this list, you may find that some of the points resonate with you. As a slightly provocative parting shot on this point, you may want to consider how you would respond if an external consultant made a proposal to you that lacked any project management element — no clear deliverables, no timeline, no milestones, no resource estimates, no project scope, no budget, no sign off/change control, etc. You may also want to think about the impression HR makes with internal clients when there is an absence of these elements in proposed work.

The important points that we hope you take away are that:

1. developing a project mindset is a key to effective delivery of HR transformation and the ongoing work of HR;
2. developing a project mindset will not come easily for most HR communities because people are not used to working this way.

Process Consulting Mindset

Before describing in more detail what a process consulting mindset is, it is perhaps fitting to start with a statement of what it is not. The word 'process' has been popularised in management literature in the past decade, and has become mainly associated with business process re-engineering/work process redesign. Re-engineering of HR processes is certainly going to feature as one of the HR transformation work streams. But this is not what we mean by 'process consulting' or the development of a 'process consulting mindset'.

'Process consulting' is a term first coined by Edgar Schein and is about the way we bring about change. A process is a sequence of steps that leads to an outcome. Process consulting is about working with clients step by step through a change process. This involves taking account of new realities/information at each step and adjusting tactics accordingly.

The change tools/frameworks mentioned in the 'System mindset' section can help to shape this process. For example, the change equation is a good tool to use with stakeholders to develop a shared view of 'where we are now' and to identify the next practical steps that will best ensure progress. This means that those involved in the work of HR transformation (both internal and external consultants) must engage purposefully with their critical stakeholders. HR transformation is a collaborative effort, and when there are questions, concerns or resistance these must be properly dealt with rather than swept under the carpet. There is no place for those involved in leading work streams doing change to people.

Looking specifically at HR transformation, the relationship that the HR transformation programme team must establish with its internal clients should have the following goals in mind:

• engage in actions (with individuals or groups) that are most likely to promote successful change;
• establish a collaborative relationship;
• work to solve problems in a way that they stay solved;
• ensure that attention is given to both technical and relationship issues;
• develop internal client commitment;
• think constantly about how you can best deliver value.

To achieve this, it is necessary to work with clients through a change process. The HR transformation programme team brings tools, models, frameworks, and technical know-how to the table. But the ownership must remain with the clients.

How is this Achieved?

First, by bringing our knowledge and expertise to the table in ways that enable our clients to make decisions, rather than presenting them with a fait accompli.

Second, by not remaining bound by the original plan. Regardless of how much time we may have invested in agreeing on the future vision for HR and developing an implementation plan with our key client stakeholders, the reality of change is that the unexpected happens and we need to make adjustments to reflect whatever new reality we now face. Change is not achieved through a business version equivalent of 'painting by numbers'.

Third, by focusing on the next practical step within the context of the overall programme goals (building on the change equation, 'in the light of what we now know, what is our most purposeful next step to get us from where we are now to where we want to be?').

A process consulting mindset also accepts that resistance to change is natural and seeks to surface it and work with it, even if embracing resistance appears to slow down the programme. A process consulting mindset also recognises that there will be multiple interests and that it is necessary to invest in building a strong coalition (but not absolute consensus) around a change vision.

Features of the process consulting mindset that we will refer, and which help us to achieve the above, include the following tools:

• The use of a straw man to engage people in decision-making. This means making a proposal that is robust enough to stand with credibility, but not so robust that it cannot be tested and potentially pulled apart and reconstructed. One of the main benefits of using a straw man is to surface opinion and issues so that areas of agreement are identified and disagreements resolved. We have found that the use of the straw man is a very effective way to accelerate decision-making.
• The use of workshops to engage people in key discussions and decisions. Often preceded by one-to-one meetings, workshops nevertheless have great value (and are time efficient if well structured) in bringing key stakeholders together to work through issues and make decisions. (Although a convenient way of getting time in diaries, one-to-one meetings alone will not lead to purposeful dialogue and collaborative working.)
• Adopting a facilitation role with key stakeholders: working with groups; being able to present information in ways that will engage key stakeholders; surface issues/resistance and areas of agreement; and mobilise to take the next step.

Let us look at an example of a process consulting approach in practice. There are often very different stakeholder perspectives on what HR transformation means. Even within the HR function, there can be considerable distance between people on how technology will be used; the contribution HR professionals should make; which HR activities should be in-house or outsourced; how to develop new skills and capabilities in HR professionals, etc. 

The approaches we will describe show that investing in a process that engages people in conversations about critical questions about HR transformation early on (and throughout) is fruitful, productive and necessary. So a process consulting approach recognises a situation of multiple perspectives and co-creates a process with stakeholders to work through these perspectives. This approach builds checks and balances into the way change is implemented, allowing those leading the transformation to accelerate or slow down in ways that ensure stakeholders remain committed.

Change Cycle | System Mindset

The change cycle model is shown in Figure 1. The change cycle recognises that intentional change is a cyclical process. Like any model, it simplifies in order to draw out general principles. The change cycle shows that any change tends to go through four main stages:

• making a compelling case for change,
• planning the change,
• implementing the change,
• reviewing and sustaining the change.

 

Figure 1: Change cycle.

Throughout the process there is a need to secure and sustain commitment to the change so that benefits are realised.

In reality, change is not quite as logical and symmetrical as the model suggests. There are often overlaps between the stages and there is a need to rework the content of earlier stages. The next level of detail (Figure 2) shows the main activities that are undertaken in each of the four phases and the most important change tools that support that phase of work.

 

Figure 2: Change cycle — key activities and tools.

In applying this model, we have found that each phase represents a 'gateway' that, if properly signed off, will enable you to proceed with a high degree of confidence to the next phase of work. If key stakeholders are not committed, or if circumstances change, the chances are that you will need to remake the case for change at some point further down the change process. However painful it might be and however slow it might appear to be, there is little to be gained in trying to shortcut these phases.