Change Agent Selection Criteria
Supervisors are often concerned, and justifiably so, that by recommending one
of their employees for change agent duties they will be placing a additional burdening
on that employee. Although it is difficult to estimate the number of hours a week
or month one is expected to be engaged, it is clear that the more people available
the less burden there will be on any single contributor. Thus, in the early stages
there is likely to be a heavier workload than later on when more change agents are
trained and engaged. Below are some of the duties the individual is likely to encounter.
The Client and Direct Reports - The Leadership and Management Team . . .
a member of the LMT...
1. Take actions within the your authority to implement
changes that may be required.
2. Monitor the progress of change and either
be critical of recommendations or supportive of recommendations as "the good
of the organization" demands.
3. Act as a "Team Sponsor" when
requested to the extend that your attention permits.
4. Read and act on project
materials as they are distributed.
Sponsors ought to accept the role, if requested, when
the task is outside their normal decision-making purview.
By agreeing to serve
as a sponsor the following tasks are available to the organization:
Before the first meeting, sponsors ought to review the research available on the
topic/issue assigned to keep informed of potential trends. Much of the research can
be accessed through CapacityWare™ Software. Also, review the results of the Coaching
Lab and Planning Session, paying particular attention to the issue before this Team.
Team Charter. Meet with the Facilitation Team Lead and/or Team Anchor to craft a
"Team Charter". The Lead is responsible for the initial draft of this document.
Sign off or recommend changes until you can sign off. This ought to be a negotiated
document that sets the scope and parameters of the Team activities. Ask for a meeting
with QWLC if additional clarity is wanted.
3. Initial Team Meeting Introductions.
Attend the first half of the initial Team Meeting and introduce the Facilitation
Team and Topic.
4. Stress Importance. Let everyone know the importance of
this effort and of your availability, when needed; but that you intend not to interfere
with their treatment of the issue before them.
5. Expected Effort (Minimum
and Maximum). Let the Team know the general amount of their time and effort expected
(Monthly minimum and maximum). Discuss this commitment with the supervisors of those
assigned to the team so that the "chain-of-command knows what the organization
commitment is and is not (leave plenty of wiggle room for unknown contingencies that
6. Inform Direct Supervisors. Encourage Team Members to keep
their supervisors informed.
7. Relate Initial Planning Session Results. Relate
to the Team the results of the Coaching Lab and Planning Session priorities.
Scope and Parameters. Tell the Team that this was an initial effort and they need
not be entirely bound by the initial effort except by general direction as indicated
by the issue before them.
9. Be Available and Visible at Subsequent Meetings.
Check in at the beginning of subsequent meetings but do not linger - just let the
team know you are interested and supporting them.
10. Meet Briefly with Facilitation
Team. Meet with the Facilitation Team as needed to get a sense of progress and to
help find solutions to problems that impede progress.
11. Be a "Practice"
Decision-making Authority. Play a role as if you were the decision-making authority
as recommendations are formed and prior to their finalization. Help the Team make
the best presentation possible.
12. Schedule the Team Briefings. When the
Team is ready for the recommendations briefing, set the schedule and provide brief
introductory remarks as a lead in.
13. Extend Official Recognition(s). When
the recommendation have been accepted, meet one last time with the Team, thank them
for their service, and answer any questions that might be posed.
14. Be a
Coach to Aid in Learning. Help the Facilitation Team learn from the experience. What
did they do well and what might they improve in their next effort.
the Word on Progress (and be sure there is progress). If there is follow-on activity,
help to bring the issue to closure. Take every opportunity to let the workforce know
what happened and what might be the next steps.
16. Insist on CapacityWare™
Event Record Maintenance. Insist that the Facilitation Team keep the CapacityWare™
Software Event Record up to date and review the Record before and after each Team
Meeting to keep yourself informed of current activity.
Those in Positions of Authority - Leadership, Management and Supervision...
As a member of the Data Collection Team...
1. Participate in meetings with other team members that result in the selection
of diagnostic items such as those found on a workforce survey.
2. Talk with
coworkers to gather opinions about items that ought to be included in a workforce
survey or diagnostic.
3. Help interpret results from a workforce survey or
4. Recommend coworkers who might become involved in completing
periodic metric surveys.
1. Facilitate Routine Meetings and Team Meetings. Cultural Facilitators
will engage their facilitation skills at routine meetings of the organization in
an effort to improve the quality of information flow and the quality of decisions.
2. Facilitate Cultural Realignment Events. Cultural Facilitators will
engage their skills in the following specific realignment activities:
Learn and Continuous Improve Cultural Facilitation Techniques.
Conduct Regular Beliefs Set, Strategy Bridge, and Work Regimen Reviews.
Assist Work Process Flow Diagramming Efforts.
Construct and Implement Data Collection and Feedback Plans.
Collaborate with other Cultural Facilitators.
Intervene at Appropriate Points (When There are Negative Cultural Implications).
Advise the Clients of the Cultural Implications of Significant Events.
Maintain Cultural Facilitation Records.
Perform Special Cultural Facilitation Projects for the Client
3. Facilitate Organizational Learning and Participate in Knowledge Management
Routines. The Realignment process can be confusing in the early stages to those
who have not been involved on a team and have had a chance to understand what culture
change means. Cultural Facilitators will engage their interpersonal skills and knowledge
of the process to:
Stimulate dialog about realignment, culture, decisions to create learning opportunities.
Distribute literature related to the issues, concerns, and solutions that are
part of the process. QWLC will provide some materials and other materials
will become available through personal reading and exploration.
1. Help determine orgnization development priorities for the organization.
Help the functioning of the Facilitation Team by coordinating priorities.
Providing the essential link between management and the Facilitation Team.
Providing the essential link between QWLC and the Facilitation Team.
1. Creates documentation (normally correspondence but may include simple articles).
Presents documentation to the official for signature.
3. Makes official distribution
of documentation and annotates required registers.
4. Retrieves DRAFT passages
from provided sources to use in a final document.
5. Creates simple chonological
or other summary documents as information updates.
6. Maintains a simple
log of services provided.
7. Maintains familiarity with Capacityware
Software as a potential source of information.
1. Schedule facilities and meetings.
2. Acquire needed facilitation resources.
Assist the Organization Developer and the Facilitation Team.
4. Act as a primary
link with QWLC.
a CapacityWare Administrator...
1. Initiate CapacityWare record-keeping.
Provide reports as needed.
3. Maintain the system.
1. Volunteers. The preferred method used in the selection of Change Agents
is from among an ample pool of qualified volunteers. This does not mean people who
have been pressed into volunteering for this assignment. It means people who have
genuinely stepped forward having weighed the needs of the organization with their
personal characteristics and come to the conclusion that their service in this position
is in everyone's best interest. Under ideal conditions the volunteer's supervisor
is 100% supportive of this decision.
2. Nominees/Draftees. In the absence of an adequate number of qualified
volunteers, management may nominate anyone they believe best meets the qualifying
criteria listed below. People should not be asked to serve against their will, although
encouragement from management may be expected under some conditions.
1. Organization-wide Announcement Requesting Volunteers. The client or
client representative will announce the need for volunteers from all sources within
the organization. The volunteer period will be open for at least a one week period.
Those interested may contact any member of the QWLC Client Team to
get clarity on the position, if needed.
2. Review for Adequacy by the Client. At the end of the open period for
volunteers, the client will review for adequacy those people who have volunteered
to determine a need for nominations.
3. Call for Nominations, If Necessary. If nominations are required, the
client will call for nominations through Realignment Coordinator channels.
4. Recommendations of Existing Change Agents. Current Change Agents will,
when asked, make recommendations if conditions require the list of those who have
volunteered to be shortened.
5. Final Selection by the Client. The client will make a final selection
for Change Agent from among those who have either volunteered and/or those who have
1. Importance of Decision and Criteria. Few decisions will be more important
to the success of an organizational change project than the selection of the initial
wave of Change Agents. Do not select Change Agents based on availability during commitment
or training dates. These individuals will form a core of the front-line change team.
they will be expected to ask the hard questions at the most inopportune times, and
take some heat for doing so. It will be a relatively thankless job until the project
demonstrates a clear return on the investment for the whole organization.
2. RGB and UHS Considerations. A relatively level RGB Profile is a good
place to start the selection characteristics, but should not be a conclusive element
of the decision. A UHS Quality of WorkLife Index score of 5.5 or higher is an imperative.
3. Management Participation. One or two middle managers or first line
supervisors will do well to serve as Change Agents in the parallel organization,
but ought not to dominate the learning process. These individuals may act as mentors
or advisors for the remaining change agents when needed.
4. Final Selections. The final selections ought to be made by the client
as cultural facilitators must have the client's backing and aggressive support to
do the work expected of them. Whether volunteers or nominees, prospective Change
Agents ought to be "interviewed" for these positions.
5. Characteristics and/or Criteria. The following additional characteristics
are also important in the selection process:
Has a positive "can do" attitude about change.
Communicates clearly and with sensitivity.
Has credibility with and trust among peers and upper management.
Has strong positive "people skills."
Is willing to take risks for the organization - has a "tough" skin
Thinks "out of the box" regularly.
Respects confidentiality and anonymity routinely.
Can tolerate ambiguity.
Has a reasonable degree of scheduling freedom.
Is a credible center-of-influence.
The duration of service is determined by the demands of the organization on the
individuals time and the flexibility of those serving. It is reasonable, however,
to consider regular rotation and replacement of those in key positions in order the
keep the team functions fresh and vital.
It is reasonable to consider terms
of service on an annual basis.
See also Cultural Facilitation Roles.
Copyright 2001 Leadagement Technologies, Inc. - All rights reserved. (757)