Live Webinar May 18th, 2016 – 12:00 pm to 1:00 pm EDT
Presented by:  Human Capital Institute
Webinar Duration: 1 Hour Credits: 1 Category C PDU – Free PDU

Change Management Is More Than
A Trendy Buzz Word

Organizations that recognize this and take action to build meaningful capability will have a clear advantage over competitors as the pace of change continues to quicken.

Traditionally, organizational change management expertise has resided within a single department or function, usually HR or a Project Office.

As key initiatives would arise, change experts would be deployed to manage employee readiness and engagement to support successful project outcomes.

More progressive organizations recognize the value of change management and develop broader capability through some level of change training to a wider population.

However, most stop short of taking a strategic approach to establishing change management as a core enterprise capability.

As companies continue to face fluctuating economic conditions, increases in non-traditional competitors, new technologies, and new ways of working, the need for change management and resiliency as a core capability will become even more critical.

Organizations that are reliant on heavily centralized delivery models will limit their business agility and will be at risk of being outpaced by other more resilient and change enabled organizations.

As HCI examines Change Management, it has become clear that people processes within and across an organization are integral to achieving an agile environment where organizational purpose is connected with individual meaning.

While HR can be expected to continue to play a lead role in processes like change management, there is a clear opportunity to align, enable, and advise others across the organization for greater momentum and impact, exemplified by the Royal Bank or Canada (RBC).

In 2010 RBC established Organizational Change Management as a business imperative and a required core capability.

The bank embarked on a journey to strengthen its resiliency through a purposeful strategy focused on centralized enablement, decentralized change management delivery, and integration with existing project and work routines.

This strategy was driven in large part by the pace, magnitude and complexity of change which the global financial industry was undergoing and as well, anticipating.

In this webcast you will learn about RBC’s journey to establish a comprehensive and cohesive enterprise change management capability.

• Q:   What is in it for you?
• A:    Understanding of how to create a change management ecosystem that improves business agility, an ability to adapt to market changes and that inspires employee resiliency.

Sean Bartman (LinkedIn profile) Director Organization Effectiveness Royal Bank of Canada, and Hashmeen Hosein (LinkedIn profile) Senior Manager, Organization Effectiveness Enablement, Royal Bank of Canada, will share their blueprint for success and some practical examples of how to create and sustain change capability across an organization.

PDU Category C (PMBOK 5) documentation details:
Process Groups: Planning Executing
Knowledge Areas: 4 – Integration 5 – Scope 13 – Stakeholders

• 4.1 Develop Project Charter
• 5.2 Collect Requirements
• 5.6 Manage Scope
• 9.4 Manage Project Team
• 13.3 Manage Stakeholder Engagement

As a Category C ‘Self Directed Learning Activity’ remember to document your learning experience and its relationship to project management for your ‘PDU Audit Trail Folder’

Note: SHRM has pre-approved this webcast for 1 Professional Development Credits (PDCs) toward PHR, SPHR and GPHR recertifications.

Click to register for:
How To Build True Enterprise Change Capability:
A Practical Guide & Journey To Success