Change impact assessment
AlphaRole by role, what changes about how each person spends their day — specific enough for a manager to act on.
What it is for
To make adoption plannable. Benefits come from behaviour, and nothing about behaviour can be planned from a statement that the organisation is changing.
- Audience
- Sponsors, line managers, the change team, training.
- The decision it supports
- Whether the organisation can absorb this, and what has to be resourced before it can.
Inputs — 5 blocking
Blocking means the document cannot be honestly drafted without it. The rest can be left open and marked as such.
Role inventory for the affected areas
Only you have it
The actual roles, at the granularity work is organised in — not the job families HR reports on.
HR and business owners · Org and Position Management
Process-to-role mapping
From /scope
Which processes in scope each role performs, so impact can be assessed from the change to the process rather than guessed.
Change and analysts
Headcount by affected role
Only you have it
How many people, where, and on what shift pattern. It sizes training, support and the hypercare roster.
HR
What changes per role, and what they lose
Only you have it
Specific: which task, which system, which authority. Including what is being taken away, which is the part that drives resistance and the part usually omitted.
Change · Change and Adoption
Accountable business owner for adoption
Only you have it
Named, in the business, measured on it. Not the programme.
Sponsor · Change is the word
Draft around these if needed
Capability gap and training need
Only you have it
Per role, the gap between current ability and what the new process requires, and when capability has to arrive relative to go-live.
Change and HR · Learning and Development
Competing change load
Only you have it
Everything else the organisation is asking of these same people this year. Change capacity is finite and usually already spent.
Sector and organisational context
From /start
Industry, size, organisation type and jurisdiction — they change what the workforce is used to and which obligations are non-negotiable.
Change
Adoption measures
In the library
What will be measured after go-live to know whether people actually work the new way. Usage data, not survey sentiment.
Change · Change and Adoption
Super users and local support
Only you have it
Named, credible in their own area, with time released and a role after go-live rather than only before it.
Business owners · Change and Adoption
Bring a scope
Several of these inputs can be answered from a scope — the processes in play, the artefacts they demand, the interfaces that straddle the boundary, and the order the work falls into. Pick the areas you intend to change and come back.
Scope it first →Outline
- 01Scope of assessment and method
- 02Roles affected, with headcount
- 03Impact per role: tasks, systems, authority, what is lost
- 04Capability gap and training need
- 05Sponsorship and local support network
- 06Competing change and absorption capacity
- 07Adoption measures and how they will be read
- 08Risks to adoption, and what would mitigate them
What separates a useful one from a compliant one
- —A line manager could read their own role's entry and know what to do.
- —What people lose is written down, not only what they gain.
- —Adoption has a named owner in the business, measured on it.
- —Training is on the process in a realistic environment, not on the screens.
- —Competing change load has been counted, not assumed to be zero.
The rest of the set