Measuring the progress of people through the journey of change is a challenge for many projects. Any well run project will assume measuring "the big three" - time, tasks and budget. But what about the metric that really matters, the people dimension?
A project can be on time and on budget with all tasks completed but if there is no measure of adoption of the change how can we label it successful?
Here are 3 things to consider when measuring the people side of a project.
1/ Measure What Matters
What is adoption or buy in? Just training people on a new procedure or way of doing things does not equate to using those skills or behaviours back on the job. In the world of training and development there is a widely used notion of "levels" of training measurement. These are:
- Did they like it? - Was the training experience one that was conducive to learning i.e. materials were useful, instructor was effective, flow was easy to follow etc.
- Did they learn it? - Can you observe the person using the tool, software, skill or demonstrating a behaviour without assistance? (Usuually conducted during the learning session)
- Did they use it? - Here is the critical level of measure for this discussion. Can you observe the person using what was taught back on the job in their day to day work environment? Are they choosing to use what they learned back on the job?
It is the 3rd measure that demonstrates buy in or adoption. Make sure you're measuring what counts.
2/ Measure the journey not just the destination
Measurement is about knowing when you have succeeded but it is also about knowing where you are on the road to getting getting to success. So having a roadmap with critical stops along the way give you information about how to adapt our support for those on the journey. Educating people about those stops also gives them a heads up on what to expect and make it easier for them to travel the journey a little easier.
3/ Keep it visual and simple
Remember that any measurement system or scorecard is a tool for the project. Sometimes maintaining and explaining the measurement system takes up almost as much time as doing the work of the project! I remember being on a project that took me one full day of updates and producing reports. The tail was wagging the dog!
Here are two simple and effective scorecards that we use to measure both the individual and organizational journey of change and each takes only minutes to produce.
Each of these provides quick insights into who is where on the journey to adoption and helps shape course corrections, extra support etc.
What gets measured gets managed is a cliche that rings true when it comes large change projects. Considering the three points above when creating your scorecard will help you keep things on track and headed towards success.