2007 Change Management Survey Report

2007 Change
Management
Survey Report
A Study by the Society for Human Resource Management
07-0180
2007 Change
Management
Survey Report
Amanda Benedict
Survey Research Specialist
SHRM Research
April 2007
This report is published by the Society for Human Resource
Management (SHRM). All content is for informational purpos-
es only and is not to be construed as a guaranteed outcome.
The Society for Human Resource Management cannot accept
responsibility for any errors or omissions or any liability result-
ing from the use or misuse of any such information.
© 2007 Society for Human Resource Management. All rights

reserved. Printed in the United States of America.
This publication may not be reproduced, stored in a retrieval

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ing or otherwise, without the prior written permission of the
Society for Human Resource management, 1800 Duke Street,
Alexandria, VA 22314, USA.
For more information, please contact:
SHRM Research Department

1800 Duke Street, Alexandria, VA 22314, USA
Phone: (703) 548-3440 Fax: (703) 535-6432
Web: www.shrm.org/research
07-0180
2007 Change Management
Survey Report
Contents
v About This Report
v About SHRM
v About SHRM Research
v About the Author
v Acknowledgments
vii Introduction
viii Methodology
x Key Findings
1 Survey Results
1 Types of Major Organizational Changes
6 Leadership and Design of Change Management Initiatives
14 Impact of Major Organizational Changes
20 Obstacles, Evaluations and Outcomes of Major Organizational
Changes
29 Conclusions
31 An HR Perspective: Change Management
33 Demographics
35 SHRM Survey Reports
SHRM Research
About This Report resource profession to ensure that HR is recognized

In November 2006, the Society for Human Resource as an essential partner in developing and executing
Management (SHRM) conducted the Change organizational strategy. Founded in 1948, SHRM cur-
Management Survey, which asked manager-level and rently has more than 550 affiliated chapters within
above HR professionals in the United States about the United States and members in more than 100
their experiences with major organizational changes countries. Visit SHRM Online at www.shrm.org.
and HR department’s role in change management
initiatives. HR professionals reported the types of About SHRM Research
major changes their organizations planned or imple- SHRM Research, as part of the Knowledge
mented, the ways that HR had been involved in those Development Division supporting SHRM, produces
changes, how employees received communications high-quality, leading-edge research and provides
and training related to major changes within their expertise on human resource and business issues.
organizations and outcomes achieved as a result It acts as an advisor to SHRM for the purpose of
of HR involvement in change management initia- advancing the HR profession and generates and pub-
tives. This report presents an analysis of the SHRM lishes cutting-edge research used by human resource
Change Management Survey results and examines professionals to develop their knowledge and to
differences among organizations’ change manage- provide strategic direction to their organizations. As
ment practices and experiences according to organi- leading experts in the field of HR, SHRM Research
zation staff size and employment sector. There were works closely with leading academics, policy makers
very few significant differences by organization indus- and business leaders.
try; therefore, those analyses are not included.
About the Author
About SHRM Amanda Benedict is a survey research specialist for
The Society for Human Resource Management SHRM. Her responsibilities include designing, con-
(SHRM) is the world’s largest association devoted to ducting and analyzing surveys on HR-related topics.
human resource management. Representing more She has worked in survey research for the past eight
than 210,000 individual members, the Society’s years.
mission is to serve the needs of HR professionals
by providing the most essential and comprehensive Acknowledgments
resources available. As an influential voice, the This report is the culmination of a team effort. The
Society’s mission is also to advance the human SHRM Change Management Survey instrument
SHRM 2007 Change Management Survey Report

was developed by the SHRM Survey Program. The
Organizational Development Special Expertise Panel,
specifically Maggie Aldrich, SPHR, Fernán R. Cepero,
Isaac Dixon, SPHR, John Lewison, SPHR, Nancy
Nelson, SPHR, and William D. Young, Ed.D., SPHR,
along with an internal committee of SHRM staff, pro-
vided valuable insight and recommendations for the
survey instrument. The SHRM Survey Program staff
facilitated modifications made to the survey instru-
ment and coordinated data collection efforts.
vi SHRM 2007 Change Management Survey Report

SHRM Research
Introduction
T
o keep pace in a constantly evolving business Change management leaders must promote aware-
world, organizations often find it necessary ness and understanding of the change initiative to
to implement major enterprise-wide changes influence employees’ willingness to embrace the
affecting their processes, products and people. change. HR is the obvious candidate for the role of
Going beyond project management and technical leading the people side of change, but is HR being
tasks undertaken to enact organizational changes, involved in major organizational changes, and if
change management leads the “people side” of so, when and how is HR involved? Throughout this
major change within an organization. The primary report, the responses of HR professionals will be
goal of change management is to successfully imple- presented to illustrate how change management
ment new processes, products and business strate- initiatives are implemented across organizations of
gies while minimizing negative outcomes. various staff sizes and employment sectors. Gaining
insight into HR’s role in major organizational changes
Organizations can have a clear vision of the changes and positive outcomes related to HR involvement
they want to implement and a technically and struc- in change management programs and activities will
turally sound foundation for making these changes, provide insight into HR’s contribution as a strategic
but the change initiatives can still flounder due to partner during transitions within organizations.
obstacles that arise during implementation. Failing
to engage employees and to inform them of the
reasons, processes and expected benefits of major
organizational changes can lead to lack of accep-
tance of the changes and, ultimately, failure of these
initiatives. This can affect not only the organization
and relations within the organization, but also clients
and the organization’s reputation.
SHRM 2007 Change Management Survey Report vii

Methodology
T
he SHRM Change Management Survey was The sample of 403 HR professionals of manager
conducted among HR professionals employed level and above was generally representative of the
by organizations operating in the United States. SHRM membership population, although there were
The survey instrument1 included questions regarding some differences by organization staff size, with
types of major changes that organizations imple- more HR professionals in this sample from small-
mented, practices related to change management and medium-staff-sized organizations and fewer from
and characteristics of the responding organizations. large-staff-sized organizations. HR professionals in
this sample were more likely to report that their HR
A sample of HR professionals of manager level and departments had 1-4 and 25-49 employees and
above who were located at companies within the less likely to report that their HR departments had
United States was randomly selected from SHRM’s 5-9, 10-24, 50-99 and 100 or more employees.
membership database, which at the time included Compared with the general SHRM membership, HR
approximately 210,000 individual members. Only professionals in this sample were more likely to be
members who had not participated in an SHRM sur- from the service (profit and nonprofit) and education-
vey or poll in the previous six months were included al service industries and less likely to be from the
in the sampling frame. Members who were students, finance or other industries.
consultants, academics, located internationally or
had no e-mail address on file were excluded from Notes and Caveats
the sampling frame. Beginning in November 2006, Differences: Conventional statistical methods were
an e-mail that included a link to the survey was sent used to determine if observed differences were sta-
to 3,000 SHRM members. Of these, 2,594 surveys tistically significant (i.e., there is a small likelihood
were successfully delivered, and 403 HR profession- that the differences occurred by chance). Therefore,
als responded, yielding a response rate of 16%. The in most cases, only results that were significant are
survey was fielded for a period of three weeks, and included, unless otherwise noted.
three e-mail reminders were sent to sample mem-
bers in an effort to increase the response rate.
1
This survey instrument is available upon request by contacting the SHRM Survey Program at [email protected] or by phone at 703-535-6301.
viii SHRM 2007 Change Management Survey Report

SHRM Research
Generalization of results: As with any research, read- of how much they can rely on survey responses to
ers should exercise caution when generalizing results represent all of SHRM members. Given the level of
and take individual circumstances and experiences response to the survey, SHRM is 95% confident that
into consideration when making decisions based on responses given by respondents can be general-
these data. While SHRM is confident in its research, it ized to all SHRM members with a margin of error of
is prudent to understand that the results presented in approximately 5%. For example, 82% of HR profes-
this survey report are only truly representative of the sionals in the sample reported that their organiza-
sample of HR professionals responding to the survey. tions had planned or implemented changes requir-
ing change management initiatives in the past 24
Number of respondents: The number of respondents months. With a 5% margin of error, the reader can
(indicated by “n” in figures and tables) varies from be 95% certain that between 77% and 87% of SHRM
table to table and figure to figure because some members in the United States would report that their
respondents did not answer all of the questions. organizations planned or implemented change man-
Individuals may not have responded to a question on agement initiatives related to a major organizational
the survey because the question or some of its parts change within the 24 months prior to the survey. It is
were not applicable or because the requested data important to know that as the sample size decreas-
were unavailable. This also accounts for the varying es, the margin of error increases, and therefore the
number of responses within each table or figure. margin of error for each individual question will vary
depending on the number of responses to that par-
Confidence level and margin of error: A confidence ticular question.
level and margin of error give readers some measure
SHRM 2007 Change Management Survey Report ix

Key Findings
M
ore than four out of five HR professionals full time to change management activities during
reported that their organizations had planned major changes within their organizations.
or implemented major organizational changes
requiring change management initiatives during the About two out of five organizations had used change
24 months prior to the survey. The top three reported management consultant services during major orga-
major organizational changes that organizations had nizational changes. Nearly two-thirds of HR profes-
planned or implemented in the 24 months preced- sionals reported that no particular change manage-
ing the survey were new and/or revised performance ment model was followed by their organizations dur-
management and review processes, major facilities ing major changes.
changes and organizational culture changes. The larg-
est proportions of organizational changes that were Nearly three-quarters of HR professionals reported that
considered fully implemented at the time of the survey their HR departments’ roles during major changes with-
were acquisitions, initial public offering or corporate in their organizations included the initial communica-
ownership changes and facilities changes. Nearly two- tion to employees about the changes. Only about one
thirds of organizations that reported organizational out of six respondents reported that HR was respon-
repositioning or realignment indicated that this change sible for estimating potential return on investment prior
was in the process of being implemented at the time to implementing major changes within their organiza-
of the survey. More than one-third of organizations that tions, and one out of 10 respondents indicated that
reported diversity and/or cross-cultural communication HR was responsible for calculating actual return on
initiatives indicated that they were in the planning stage investment following implementation of major changes.
at the time of the survey.
The top two reported obstacles faced during major
Almost three-quarters of HR professionals indicated organizational changes were employee resistance
that when HR was involved in processes related and communication breakdown. About three-quarters
to major organizational changes, that involvement of respondents indicated that these obstacles had
began prior to the change being introduced to staff. occurred during major changes in their organiza-
An additional nearly one-quarter of respondents tions. Nearly three-quarters of respondents reported
reported that HR became involved in major organi- improved employee understanding of the changes
zational changes during the implementation of the taking place within the organization as a positive
change. Fewer than one-quarter of HR professionals outcome related to HR involvement in their organiza-
indicated that their organizations dedicated HR staff tions’ change management processes.

SHRM Research
Survey Results
Types of Major Organizational Changes processes (58%), a change that is typically led by
According to HR professionals, more than four out organizations’ HR departments and that affects the
of five organizations (82%) had implemented or entire staff. Performance management and review
planned to implement new processes, products,
services and/or policies requiring organization- Change Management Initiatives During Past
Figure 1
wide change management initiatives during the 24 24 Months
months prior to the survey. When responses were (n = 356)
analyzed by organization staff size, large-staff-sized No
18%
organizations (89%) were more likely than small-
staff-sized organizations (71%) to report that chang-
es requiring change management initiatives were
planned or implemented in the 24 months prior to
the survey. These data are depicted in Figure 1 and
Table 1.
Organizations implemented or planned to imple- Yes

82%
ment a broad range of major organizational changes
(Figure 2). The most frequently reported major
change planned or implemented by organizations
Note: HR professionals who responded “not sure” were excluded.
during the 24 months prior to the survey was new Source: SHRM 2007 Change Management Survey Report
and/or revised performance management and review
Table 1 Change Management Initiatives During Past 24 Months (by Organization Staff Size)
Overall Small Medium Large Differences Based

(n = 356) (1-99 Employees) (100-499 Employees) (500 or More Employees) on Organization
(n = 75) (n = 110) (n = 98) Staff Size
Yes 82% 71% 80% 89% Large > small
No 18% 29% 20% 11%
Note: HR professionals who responded “not sure” were excluded. The sample sizes and percentages shown in the organization staff size categories are based on the actual
number of respondents who provided their number of employees and responded to this item. Blank cells indicate that no statistically significant differences were found.
Source: SHRM 2007 Change Management Survey Report

processes are subject to feedback from employees key talent through fair practices, provide additional
across all levels, and organizations may discover dimensions for employee appraisals and incorporate
which aspects of performance management systems other changes within the organization (e.g., organi-
work well or don’t work for their organizations only zational goals, organizational culture changes). More
after trying them out. Organizations may also adjust than one-half of organizations also implemented
their performance management processes to retain or planned to implement facilities changes (57%),
Figure 2 Changes Planned or Implemented During 24 Months Prior to Survey
(n = 305)
New/revised performance management and review process 58%
Facilities change (e.g., new security procedures, relocation

57%
of organization’s operations, facility closures)
Organizational culture changes (e.g., executive leadership
54%
turnover, organization values changes)
New/revised HR information systems (e.g., time tracking software) 53%
New/revised IT systems (e.g., operating systems, other software) 51%
Organizational repositioning or re-alignment (including

centralization or decentralization, international expansion, market 45%
expansion or refocusing or organization mission change)
New/revised financial/accounting systems 41%
Major staffing changes (e.g., downsizing, layoffs) 40%
Diversity and/or cross-cultural communication initiatives 38%
Operational changes in response to new legislation, changing

33%
economic conditions or national/international events
Product rebranding 26%
Acquisition 25%
Offshoring or outsourcing 16%
Merger 10%
Initial public offering or corporate ownership change 8%
Notes: Excludes HR professionals who responded “n/a” or “not sure” and those who indicated that changes were aborted or abandoned. Percentages do not total
100% due to multiple response options.

SHRM Research
organizational culture changes (54%), new and/or Several differences in the percentages of major
revised HR information systems (53%) and new and/ changes planned or implemented in the 24 months
or revised IT systems (51%). The smallest percent- prior to the survey were identified among organiza-
ages of HR professionals reported that their organi- tions according to staff size (Table 2). Large-staff-
zations planned or underwent mergers (10%) or ini- sized organizations were more likely than small-staff-
tial public offerings or corporate ownership changes sized organizations to have planned or implemented
(8%) during the 24 months prior to the survey. organizational culture changes (63% compared with
41%), new and/or revised HR information systems
(66% compared with 37%) and new and/or revised
Major Organizational Changes Planned or Implemented During 24 Months Prior to Survey

Table 2
(by Organization Staff Size)
(n = 73) (n = 88) (n = 90) Staff Size
New/revised performance management and 58% 49% 61% 56%
review process
Facilities change (e.g., new security procedures, 57% 48% 58% 61%
relocation of organization’s operations, facility
closures)
Organizational culture changes (e.g., executive 54% 41% 52% 63% Large > small
leadership turnover, organization values changes)
New/revised HR information systems (e.g., time 53% 37% 50% 66% Large > small
tracking software)
New/revised IT systems (e.g., operating systems, 51% 38% 47% 61% Large > small
other software)
Organizational repositioning or realignment 45% 37% 42% 54%
(including centralization or decentralization, inter-
national expansion, market expansion or refocus-
ing, or organization mission change)
New/revised financial/accounting systems 41% 34% 40% 39%
Major staffing changes (e.g., downsizing, layoffs) 40% 33% 38% 47%
Diversity and/or cross-cultural communication 38% 21% 33% 54% Large > small, medium
initiatives
Operational changes in response to new legisla- 33% 27% 27% 40%
tion, changing economic conditions or national/
international events
Product rebranding 26% 25% 23% 27%
Acquisition 25% 18% 30% 29%
Offshoring or outsourcing 16% 12% 13% 22%
Merger 10% 11% 11% 9%
Initial public offering or corporate ownership 8% 8% 9% 6%
change
Notes: Data sorted in descending order by “overall” column. Excludes HR professionals who responded “n/a” or “not sure” and those who indicated that changes were
aborted or abandoned. Percentages do not total 100% due to multiple response options. Blank cells indicate that no statistically significant differences were found. The
sample sizes and percentages shown in the organization staff size categories are based on the actual number of respondents who provided their number of employees
and information about their organizations’ major changes.

Major Organizational Changes Planned or Implemented During 24 Months Prior to Survey
Table 3
(by Organization Sector)
Overall Publicly Owned Privately Owned Nonprofit Government Differences Based

(n = 305) For-Profit For-Profit Organization Agency on Organization
Organization Organization (n = 55) (n = 23) Sector
(n = 73) (n = 97)
New/revised performance management 58% 59% 57% 55% 39%
and review process
Facilities change (e.g., new security 57% 62% 57% 44% 70%
procedures, relocation of organization’s
operations, facility closures)
Organizational culture changes 54% 56% 47% 53% 57%
(e.g., executive leadership turnover,
organization values changes)
New/revised HR information systems 53% 63% 51% 35% 65% Publicly owned for-profit organization
(e.g., time tracking software) > nonprofit organization
New/revised IT systems (e.g., operating 51% 42% 49% 55% 61%
systems, other software)
Organizational repositioning or 45% 59% 41% 29% 52% Publicly owned for-profit organization
realignment (including centralization or > nonprofit organization
decentralization, international expansion,
market expansion or refocusing, or
organization mission change)
New/revised financial/accounting 41% 34% 46% 20% 57% Privately owned for-profit organization
systems > nonprofit organization
Government agency > nonprofit orga-
nization
Major staffing changes 40% 53% 33% 27% 52% Publicly owned for-profit organization
(e.g., downsizing, layoffs) > privately owned for-profit organiza-
tion, nonprofit organization
Diversity and/or cross-cultural 38% 56% 26% 31% 52% Publicly owned for-profit organization
communication initiatives > privately owned for-profit organiza-
Operational changes in response to 33% 34% 32% 27% 48%
new legislation, changing economic
conditions or national/international
events
Product rebranding 26% 27% 26% 22% 13%
Acquisition 25% 41% 27% 9% 4% Publicly owned for-profit organization
> nonprofit organization, government
agency
Offshoring or outsourcing 16% 32% 13% 5% 0% Publicly owned for-profit organization
> privately owned for-profit organiza-
Merger 10% 11% 13% 5% 9%
Initial public offering or corporate 8% 5% 14% 2% 0% Privately owned for-profit organization
ownership change > nonprofit organization
Notes: Data sorted in descending order by “overall” column. Excludes HR professionals who responded “n/a” or “not sure,” those who indicated that changes were
aborted or abandoned and those from other organization sectors. Percentages do not total 100% due to multiple response options. Blank cells indicate that no statistically
significant differences were found. The sample sizes and percentages shown in the organization sector categories are based on the actual number of respondents who
provided their organization sector and information about their organizations’ major changes.

SHRM Research
IT systems (61% compared with 38%). Large orga- ly explained by workforce management needs that
nizations (54%) were also more likely than medium vary according to number of employees.
(33%) and small organizations (21%) to have
planned or implemented diversity and/or cross-cul- Among the respondents who reported major organi-
tural communication initiatives in the 24 months zational changes during the 24 months prior to the
prior to the survey. These differences may be partial- survey, the largest percentage of fully implemented
Table 4 Stages of Major Organizational Changes
Fully Implementation Planning/

Implemented in Progress Pre-Implementation
Acquisition (n = 75) 52% 32% 16%
Initial public offering or corporate ownership change (n = 23) 52% 39% 9%
Facilities change (e.g., new security procedures, relocation of organization’s operations, 46% 35% 19%
facility closures) (n = 173)
Major staffing changes (e.g., downsizing, layoffs) (n = 123) 44% 38% 18%
Merger (n = 32) 41% 41% 19%
New/revised financial/accounting systems (n = 125) 39% 41% 20%
Offshoring or outsourcing (n = 48) 31% 48% 21%
New/revised performance management and review process (n = 176) 30% 38% 32%
Organizational culture changes (e.g., executive leadership turnover, organization values 29% 55% 15%
changes) (n = 165)
Operational changes in response to new legislation, changing economic conditions or 29% 49% 23%
national/international events (n = 101)
New/revised IT systems (e.g., operating systems, other software) (n = 157) 27% 50% 23%
New/revised HR information systems (e.g., time tracking software) (n = 162) 26% 44% 30%
Product rebranding (n = 78) 22% 54% 24%
Diversity and/or cross-cultural communication initiatives (n = 117) 17% 44% 39%
Organizational repositioning or realignment (including centralization or decentraliza- 15% 64% 21%
tion, international expansion, market expansion or refocusing, or organization mission
change) (n = 137)
Notes: Data sorted in descending order by “fully implemented” column. Excludes HR professionals who responded “n/a” or “not sure” and those who indicated that
changes were aborted or abandoned. Row percentages do not total 100% due to rounding.
Table 5 Average Number of Major Organizational Changes (by Organization Staff Size)

(n = 73) (n = 88) (n = 90) Staff Size
4.20 3.65 3.81 5.28 Large > small, medium
Notes: Excludes HR professionals who responded “n/a” or “not sure” and those who indicated that changes were aborted or abandoned. The sample sizes and percent-
ages shown in the organization staff size categories are based on the actual number of respondents who provided their number of employees and information about their
organizations’ major changes.

changes was reported for acquisitions (52%) and ini- selected major organizational changes. This finding
tial public offerings or corporate ownership changes may indicate that publicly owned for-profit organiza-
(52%). The largest percentages of changes for which tions have greater accountability for keeping pace
implementation was in progress were reported for with changes in the market and may respond by
organizational repositioning or realignment (64%), implementing enterprise-wide changes.
organizational culture changes (55%) and product
rebranding (54%). The largest percentage of major Leadership and Design of Change
organizational changes in the planning/pre-implemen- Management Initiatives
tation stage was reported for diversity and/or cross- According to respondents, HR departments at about
cultural communication initiatives (39%). These data one-tenth of organizations (11%) were not involved in
are shown in Table 4. processes related to major organizational changes.
When HR departments were involved in the process-
As shown in Table 5, compared with small- and es related to major organizational changes, nearly
medium-staff-sized organizations, large-staff-sized three-quarters (73%) became involved prior to the
organizations reported greater average numbers of change being introduced to all employees (Figure 3).
major organizational changes in the 24 months prior About one-quarter of HR departments (22%) report-
to the survey. This finding is not unexpected, given ed becoming involved in major organizational chang-
that large organizations may be more sensitive to es during the implementation process. Only 5% of
internal and external pressures necessitating major respondents indicated that their organizations’ HR
organizational changes and are more likely to have departments weren’t involved in major organizational
the resources to manage multiple major organiza- changes until after these changes went into effect.
tional changes at the same time. There were no significant differences in HR involve-
ment in change management processes based on
According to respondents, publicly owned for-profit organization staff size or organization sector. The
organizations planned or implemented a greater finding that HR departments were most likely to be
average number of major organizational changes in involved with the planning for major changes indi-
the 24 months prior to the survey than did privately cates that more often than not HR is viewed as a
owned for-profit organizations and nonprofit organiza- strategic partner for the change process. HR depart-
tions (Table 6). As with differences among organiza- ments and functions are best able to support their
tions due to staff size, across organization sectors, organizations’ business goals in major organizational
there are varying degrees of need to undertake changes when they are involved early in develop-
Table 6 Average Number of Major Organizational Changes (by Organization Sector)
Overall Publicly Owned For- Privately Owned For- Nonprofit Organization Government Agency Differences Based
(n = 305) Profit Organization Profit Organization (n = 55) (n = 23) on Organization
(n = 73) (n = 97) Sector
4.20 5.46 4.04 3.24 4.29 Publicly owned for-profit organization >
privately owned for-profit organization, non-
profit organization
Notes: Excludes HR professionals who responded “n/a” or “not sure” and those who indicated that changes that were aborted or abandoned. The sample sizes and
percentages shown in the organization sector categories are based on the actual number of respondents who provided their organization sector and information about
their organizations’ major changes.

SHRM Research
ing strategies for engaging employees and mitigat- Not surprisingly, large organizations (29%) were more
ing other human capital issues that may adversely likely than small organizations (12%) to have HR staff
impact the success of change initiatives. devoted full time to change management programs
during major organizational changes (Table 7). As
Few organizations had HR staff whose sole full-time previously reported, large organizations reported
responsibility was managing change-related initiatives a greater average number of major organizational
(Figure 4). Fewer than one-quarter of HR profession- changes, which may necessitate more HR depart-
als (23%) reported that their organizations devoted ment time devoted to managing change-related initia-
any HR staff full time to change management pro- tives. Large organizations may also have more flex-
grams during major organizational changes. When HR ibility to temporarily divide and reassign regular HR
professionals are involved with change management functions amongst the HR department staff in order
activities, they typically balance those tasks with to devote one or more HR department employees
other responsibilities. solely to managing change-related programs. Large
organizations also may have more resources to hire
HR Staff Devoted Full Time to

Figure 3 HR Involvement in Major Changes Figure 4
Change Management Programs
(n = 354) (n = 292)
Prior to the change

being introduced Yes
During the 73% 23%
implementation
22%
After the change No

goes into effect 77%
5%
Note: Excludes HR professionals who indicated that HR was not involved in

Note: Excludes HR professionals who responded “n/a, HR has not been major changes in their organizations and those who responded “not sure” to
involved in the processes related to major changes.” this item.
Source: SHRM 2007 Change Management Survey Report Source: SHRM 2007 Change Management Survey Report
Table 7 HR Staff Devoted Full Time to Change Management Programs (by Organization Staff Size)

(n = 68) (n = 105) (n = 90) Staff Size
Yes 23% 12% 19% 29% Large > small
No 77% 88% 81% 71%
Note: Excludes HR professionals who indicated that HR was not involved in major changes in their organizations and those who responded “not sure” to this item. The
sample sizes and percentages shown in the organization staff size categories are based on the actual number of respondents who provided their number of employees and
information about their HR staffing during major organizational changes. Blank cells indicate that no statistically significant differences were found.

and support a permanent position with the primary of major organizational changes than organizations
responsibility of change management for the organi- that do not have HR staff devoted full time to change
zation, particularly within organizations that undergo management programs (Table 9). This dedication
concurrent multiple major changes. of HR staff time may help build HR competency in
managing change-related processes and benefit the
Publicly owned for-profit organizations (33%) were organization by providing employees with a point of
more likely than nonprofit organizations (12%) to contact for change-related issues during the organiza-
have HR staff devoted full time to change manage- tion’s transition.
ment programs (Table 8). This may be related to the
earlier finding that publicly owned for-profit organi- When HR is involved in processes related to major
zations planned or implemented a greater average organizational changes, it performs a variety of func-
number of major organizational changes than did tions associated with the communication, implemen-
nonprofit organizations, indicating that organizations tation and tracking of such changes. The largest
with multiple major organizational changes may find percentage of HR professionals—more than four
it necessary or useful to dedicate HR staff time to out of five—reported that their HR departments
managing programs related to the change. This is assisted employees in the transitions through pro-
further supported by the finding that organizations cesses of major organizational changes (88%), such
that have HR staff devoted full time to change man- as by serving as a point of contact for questions
agement programs have a greater average number and concerns that arose during the planning or
Table 8 HR Staff Devoted Full Time to Change Management Programs (by Organization Sector)
Overall Publicly Owned For- Privately Owned For- Nonprofit Government Differences Based
(n = 292) Profit Organization Profit Organization Organization Agency on Organization Sector
(n = 69) (n = 102) (n = 59) (n = 28)
Yes 23% 33% 18% 12% 21% Publicly owned for-profit organiza-
tion > nonprofit organization
No 77% 67% 82% 88% 79%
Note: Excludes HR professionals who indicated that HR was not involved in major changes in their organizations, those who responded “not sure” to this item and those
from other organization sectors. The sample sizes and percentages shown in the organization sector categories are based on the actual number of respondents who pro-
vided their organization sector and information about their HR staffing during major organizational changes. Blank cells indicate that no statistically significant differences
were found.
Table 9 Average Number of Major Organizational Changes (by HR Staffing)
Overall HR Staff Devoted Full Time No HR Staff Devoted Full Time Differences by HR Staffing
(n = 305) (n = 67) (n = 225)
4.20 5.27 4.10 HR staff devoted full time > no HR staff
devoted full time
Notes: Excludes HR professionals who responded “n/a” or “not sure” regarding major organizational changes, those who indicated that changes that were aborted or
abandoned, those who indicated that HR was not involved in major changes in their organizations and those who responded “not sure” to this item. The sample sizes
and percentages shown in the HR staffing categories are based on the actual number of respondents who provided information about major organizational changes and
information about their HR staffing during major organizational changes.

SHRM Research
implementation of the change initiatives and explain- are shown in Figure 5. Overall, HR departments were
ing any impact on staffing that might result from least likely to be responsible for tasks that involved
the changes. The second largest percentage of HR calculations of return on investment or measuring
professionals reported that their HR departments the success of change initiatives. While organiza-
coordinated meetings and communications about tions might consider return-on-investment calcula-
the change and related initiatives (76%). The small- tions to fit best within their finance departments, HR
est percentage of HR professionals reported that has considerable expertise in human capital issues
their HR departments were responsible for calculat- and could benefit their organizations by producing
ing the post-implementation return on investment metrics for these areas related to the major organi-
for major organizational changes (11%). These data zational changes.
Figure 5 HR Roles During Major Organizational Changes
(n = 316)
Assisting employees in the transition through the process 88%
Coordinating meetings and communications about the change and

76%
related initiatives
Providing initial communication to employees of changes within the

72%
organization
Developing the training program related to the change (including

70%
designing training materials and/or contracting consultant services)
Preparing other informational documents about the change 65%
Assessing organizational readiness for change (pre-implementation) 55%
Analyzing potential impact of change on stakeholders

51%
(pre-implementation)
Developing the timeline for the change management initiative 43%
Building a rewards system to maintain and reinforce change 37%
Measuring success of change management activities

33%
(post-implementation)
Estimating potential return on investment for the change

18%
Calculating actual return on investment of the change

11%
Note: Excludes HR professionals who indicated that their HR departments were not involved in processes related to major changes in their organizations. Percentages
do not total 100% due to multiple response options.

As shown in Table 10, large organizations (61%) employed by government agencies (3%) were less
were more likely than medium organizations (43%) likely than those employed by nonprofit organiza-
to have reported that their HR departments analyzed tions (38%), publicly owned for-profit organizations
the potential impact of major organizational changes (35%) and privately owned for-profit organizations
prior to the implementation of the changes. This was (34%) to report that the HR departments measured
the only role for which significant differences were the success of change management activities in pro-
identified based on organization staff size. moting employee adoption of major changes within
their organizations (Table 11). This finding indicates
One difference was identified among organization that across organization sectors, HR departments
sectors in the percentages of respondents whose provide similar functions during major organizational
HR departments had responsibility for various tasks changes.
during major organizational changes. Respondents
Table 10 HR Roles During Major Organizational Changes (by Organization Staff Size)

(n = 72) (n = 113) (n = 98) Staff Size
Assisting employees in the transition through the process 88% 85% 88% 93%
Coordinating meetings and communications about the 76% 81% 78% 74%
change and related initiatives
Initial communication to employees about changes 72% 73% 76% 67%
within the organization
Developing the training program related to the 70% 67% 72% 71%
change (including designing training materials and/or
contracting consultant services)
Preparing other informational documents about the 65% 66% 60% 66%
change
Assessing organizational readiness for change (pre- 55% 47% 58% 58%
implementation)
Analyzing potential impact of change on stakeholders 51% 45% 43% 61% Large > medium
Developing the timeline for the change management 43% 47% 35% 50%
initiative
Building a rewards system to maintain and reinforce 37% 32% 35% 44%
change
Measuring success of change management activities 33% 32% 34% 33%
in promoting employee awareness and acceptance of
changes within organization (post-implementation)
Estimating potential return on investment for the change 18% 16% 16% 20%
Calculating actual return on investment of the change 11% 10% 11% 11%
Note: Data sorted in descending order by “overall” column. Excludes HR professionals who indicated that their HR departments were not involved in processes related to
major changes in their organizations. Percentages do not total 100% due to multiple response options. Blank cells indicate that no statistically significant differences were
found. The sample sizes and percentages shown in the organization staff size categories are based on the actual number of respondents who provided their number of
employees and information about HR’s role during major organizational changes.
10 SHRM 2007 Change Management Survey Report

SHRM Research
Slightly fewer than one-half of HR professionals um (35%) and small organizations (26%) to have used
(41%) reported that their organizations had used a a change management consultant during major organi-
change management consultant during major organizational changes. These differences may be related to
zational changes (Figure 6). availability of financial resources to hire a consultant
as well as the perceived need for change management
Use of external change management consultants varied consultant services. Change management consultants
among organizations of different staff sizes (Table 12). might be seen as more necessary in large organiza-
Large organizations (57%) were more likely than medi- tions where there are greater complexities in organiza-
Table 11 HR Roles During Major Organizational Changes (by Organization Sector)

(n = 79) (n = 110)
Assisting employees in the transition through 88% 91% 89% 83% 90%
the process
Coordinating meetings and communications 76% 76% 77% 85% 62%
about the change and related initiatives
Initial communication to employees about 72% 78% 75% 67% 55%
changes within the organization
Developing the training program related to 70% 66% 72% 75% 66%
the change (including designing training
materials and/or contracting consultant
services)
Preparing other informational documents 65% 62% 65% 65% 62%
about the change
Assessing organizational readiness for 55% 48% 57% 57% 48%
change (pre-implementation)
Analyzing potential impact of change on 51% 43% 49% 53% 59%
stakeholders (pre-implementation)
Developing the timeline for the change 43% 38% 41% 53% 34%
management initiative
Building a rewards system to maintain and 37% 41% 40% 38% 17%
reinforce change
Measuring success of change management 33% 35% 34% 38% 3% Publicly owned for-profit
activities in promoting employee awareness organization > government agency
and acceptance of changes within Privately owned for-profit
organization (post-implementation) organization > government agency
Nonprofit organization >
government agency
Estimating potential return on investment for 18% 14% 21% 18% 14%
the change (pre-implementation)
Calculating actual return on investment of 11% 9% 13% 12% 0%
the change (post-implementation)
Note: Data sorted in descending order by “overall” column. Excludes HR professionals who indicated that their HR departments were not involved in processes related to
found. The sample sizes and percentages shown in the organization sector categories are based on the actual number of respondents who provided their organization
sector and information about HR’s role during major organizational changes.
SHRM 2007 Change Management Survey Report 11

tional structures that present potential change-related
External Change Management communication and training challenges.
Figure 6 Consultant Services Used During
Major Organizational Changes Some differences emerged among organization sec-
(n = 262) tors in the use of external change management con-
sultants (Table 13). Government agencies (58%) and
Yes
publicly owned for-profit organizations (55%) were
41% more likely than privately owned for-profit organiza-
tions (26%) to have used a change management
consultant during major organizational changes.
Among the organizational characteristics that may
No have contributed to these differences is transparency
59% of operations: publicly owned for-profit organizations
and government agencies may be more subject to
external accountability and standards of practice
Notes: Excludes HR professionals who responded “not sure.”
and thus may feel more pressure to employ expert
professional services to guide their organizations
through major changes.
External Change Management Consultant Services Used During Major Organizational Changes
Table 12
(by Organization Staff Size)
(n = 70) (n = 100) (n = 82) Staff Size
Yes 41% 26% 35% 57% Large > small, medium
No 59% 74% 65% 43%
Notes: Excludes HR professionals who responded “not sure.” The sample sizes and percentages shown in the organization staff size categories are based on the actual
number of respondents who provided their number of employees and information about the use of external change management consultants. Blank cells indicate that no
statistically significant differences were found.
External Change Management Consultants Services Used During Major Organizational Changes
Table 13
(by Organization Sector)
(n = 56) (n = 100)
Yes 41% 55% 26% 45% 58% Publicly owned for-profit organization > privately
owned for-profit organization
Government agency > privately owned for-profit
organization
No 59% 45% 74% 55% 42%
Notes: Excludes HR professionals who responded “not sure.” The sample sizes and percentages shown in the organization sector categories are based on the actual num-
ber of respondents who provided their organization sector and information about the use of external change management consultants. Blank cells indicate that no statisti-
cally significant differences were found.

SHRM Research
Average Number of Major Organizational HR professionals from organizations that used

Table 14 Changes (by Use of Change Management change management consultants during major orga-
Consultant) nizational changes reported significantly greater aver-
Overall Used Change Did Not Differences by age numbers of major changes during the 24 months
(n = 305) Management Use Change Use of Change prior to the survey compared with organizations that
Consultant Management Management Consultant
(n = 108) Consultant
did not use change management consultants (Table
(n = 154) 14). The organizations that used change manage-
4.20 5.31 3.61 Used change management ment consultants may have chosen to do so due to
consultant > did not use change
management consultant
such factors as the anticipated impact of the major
changes being implemented, concurrent implementa-
Notes: Excludes HR professionals who responded “n/a” or “not sure” regarding
major organizational changes, those who indicated that changes were aborted or tion of multiple changes, availability of HR depart-
abandoned and those who responded “not sure” to this item. The sample sizes
and percentages shown in the use of change management consultant categories ment time to devote to change management initia-
are based on the actual number of respondents who indicated whether their
organizations used external change management consultants and provided infor- tives and public relations issues.
mation about their organizations’ major changes.

Organizations tended to develop their change man-
agement initiatives according to the perceived needs
Change Management Model Used of their organizations rather than strictly based on
Figure 7
During Major Organizational Changes theories of change management incorporated in
(n = 254) change management models. About two-thirds of HR
professionals (65%) reported that their organizations
Yes
did not follow any particular change management
35% model during major organizational changes (Figure 7).
According to respondents, more than one-half of large-

staff-sized organizations (55%) followed a particular
No change management model during major organization-
65% al changes. This proportion decreased precipitously
for organizations with fewer than 500 employees.
Large organizations were more likely than medium
Notes: Excludes HR professionals who responded “not sure.”
(26%) and small organizations (19%) to have followed
any particular change management model (Table 15).
Table 15 Change Management Model Used During Major Organizational Changes (by Organization Staff Size)

(n = 67) (n = 96) (n = 84) Staff Size
No 65% 81% 74% 45%
Notes: Excludes HR professionals who responded “not sure.” The sample sizes and percentages shown in the organization staff size categories are based on the actual
number of respondents who provided their number of employees and information about the use of change management models. Blank cells indicate that no statistically
significant differences were found.

Among organization sectors, publicly owned for-profit tices for the change management leaders and, in turn,
organizations (57%) were more likely than privately provide a familiar sequence to implementation for the
owned for-profit organizations (29%) and nonprofit employees who are affected by the changes.
organizations (23%) to report using a particular
change management model during their major organi- Impact of Major Organizational Changes
zational changes. These data are shown in Table 16. Within organizations experiencing major changes, a
larger percentage of executive, managerial and non-
According to HR respondents, the larger the number of managerial staff was affected by change management
major changes an organization experienced, the great- initiatives compared with CEO/president and/or owner
er the likelihood that the organization used a change or the board of directors. More than three-quarters of
management model (Table 17). Organizations that HR professionals reported that change management
indicated having followed a particular change man- initiatives at their organizations affected the executive
agement model during major organizational changes team or senior management (81%), nonexecutive-level
reported a greater average number of major changes managers and supervisors (80%) and nonmanage-
compared with organizations that did not follow any rial-level employees (77%). Fewer than one-quarter of
particular change management model during their HR professionals (22%) reported that their organiza-
major organizational changes. For organizations with tions’ boards of directors had been affected by change
multiple major changes occurring in a relatively short management initiatives related to major organizational
period of time, following a model of change manage- changes. This finding is not surprising, given that
ment may provide direction for consistency of prac- boards are not typically involved in the behind-the-
Table 16 Change Management Model Used During Major Organizational Changes (by Organization Sector)
Overall Publicly Owned For- Privately Owned For- Nonprofit Government Differences Based
(n = 254) Profit Organization Profit Organization Organization Agency on Organization
(n = 58) (n = 99) (n = 60) (n = 26) Sector
Yes 35% 57% 29% 23% 27% Publicly owned for-profit organization >
privately owned for-profit organization,
nonprofit organization
No 65% 43% 71% 77% 73%
Notes: Excludes HR professionals who responded “not sure.” The sample sizes and percentages shown in the organization sector categories are based on the actual
number of respondents who provided their organization sector and information about the use of change management models. Blank cells indicate that no statistically sig-
nificant differences were found.
Table 17 Average Number of Major Organizational Changes (by Use of Change Management Model)
Overall Used Change Management Model Did Not Use Change Management Model Differences by Use of
(n = 305) (n = 88) (n = 166) Change Management Model
4.20 5.44 3.89 Used change management model >
did not use change management model
Notes: Excludes HR professionals who responded “n/a” or “not sure” and those who indicated that changes that were aborted or abandoned. The sample sizes and per-
centages shown in the use of change management model categories are based on the actual number of respondents who provided information about their organizations’
use of change management models and information about their major organizational changes.

SHRM Research
scenes aspects of organizations’ business operations their board of directors was affected by their organi-
that include major organizational changes such as zations’ change management initiatives. These dif-
new/revised performance management and reviews, ferences may be attributable in part to differences in
HR information systems and IT systems. These data hierarchical structures within the various organization
are shown in Figure 8. sectors.
One difference was identified among organizations How do employees receive communications related
of different staff sizes in the proportion of stake- to major impending and in-progress organizational
holders within organizations who were affected by changes? As shown in Figure 9, about two-thirds of
change management initiatives. According to HR HR professionals reported that information related
professionals, nonexecutive managers and supervi- to major changes within their organizations was
sors were more likely to be affected by change man- communicated through department meetings (67%),
agement initiatives in large organizations (87%) than e‑mails, voicemails and/or letters to employees from
in small organizations (73%), possibly because this the organizations’ executive management (67%)
staff category is more likely to be found in larger and all-employee meetings (63%). Nearly one-half of
organizations. These data are shown in Table 18. respondents (46%) reported that employees received
change-related communications via e-mail, voicemail
Analyzed by organization sector, the data revealed or letter from their organizations’ HR departments, a
two types of stakeholders that were differently finding that indicates that HR is viewed as a leader
affected by change management initiatives (Table during major organizational changes. Only about one
19). Privately owned for-profit organizations (56%) out of five organizations used e-mails, voicemails
were more likely than government agencies (27%) to and/or letters to employees from departments other
report that their CEO, president and/or owner was than HR or executive management (19%) and video
affected by change management initiatives. Nonprofit and/or phone conference broadcasts (19%) to com-
organizations (35%) were more likely than publicly municate information about major organizational
owned for-profit organizations (14%) to report that changes to employees.
Figure 8 Stakeholders Affected by Change Management Initiatives
(n = 329)
Executive team/senior management 81%
Nonexecutive managers and supervisors 80%
Nonmanagerial-level employees 77%
CEO/president/owner 50%
Board of directors 22%
Note: Data sorted in descending order. Percentages do not total 100% due to multiple response options.

It stands to reason that methods for communicat- to major organizational changes from their organi-
ing information and announcements related to major zations’ executive management. Large staff-sized
changes would vary according to the size of the organizations were also more likely to communicate
organization. Numerous differences were identified information related to the changes via the company
among organizations of various staff sizes in the Web site or intranet (66%), press releases (36%)
proportions of companies that used various meth- and e-mails, voicemails or letters to employees from
ods of communicating major organizational changes departments other than HR (26%). Medium organiza-
to employees. Large-staff-sized organizations (81%) tions (45%) were more likely than small organizations
were more likely than medium- (64%) or small-staff- (29%) to communicate changes to employees via
sized organizations (51%) to report that their employ- materials posted in break rooms, on bulletin boards
ees received e-mails, voicemails or letters related
Table 18 Stakeholders Affected by Change Management Initiatives (by Organization Staff Size)
Overall Small Medium Large Differences Based on

(n = 329) (1-99 Employees) (100-499 Employees) (500 or More Employees) Organization Staff
(n = 68) (n = 105) (n = 90) Size
Executive team/senior management 81% 83% 76% 83%
Nonexecutive managers and supervisors 80% 73% 77% 87% Large > small
Nonmanagerial-level employees 77% 76% 73% 79%
CEO/president/owner 50% 55% 48% 46%
Board of directors 22% 17% 22% 24%
Note: Data sorted in descending order by “overall” column. Percentages do not total 100% due to multiple response options. Blank cells indicate that no statistically
significant differences were found. The sample sizes and percentages shown in the organization staff size categories are based on the actual number of respondents who
provided their number of employees and information about stakeholders affected during major organizational changes.
Table 19 Stakeholders Affected by Change Management Initiatives (by Organization Sector)

(n =329) For-Profit For-Profit Organization Agency on Organization
(n = 84) (n = 124)
Executive team/senior management 81% 79% 81% 80% 83%
Nonexecutive managers and supervisors 80% 82% 77% 78% 80%
Nonmanagerial-level employees 77% 77% 74% 75% 80%
CEO/president/owner 50% 46% 56% 49% 27% Privately owned for-profit
organization > government
agency
Board of directors 22% 14% 19% 35% 17% Nonprofit organization > publicly
owned for-profit organization
Note: Data sorted in descending order by “overall” column. Percentages do not total 100% due to multiple response options. Blank cells indicate that no statistically
significant differences were found. The sample sizes and percentages shown in the organization sector categories are based on the actual number of respondents who
provided their organization sector and information about stakeholders affected during major organizational changes.

SHRM Research
or elsewhere on organization premises. These data information on their organizations’ Web sites or
are illustrated in Table 20. intranet (55% compared with 29%). Privately owned
for-profit organizations (73%) were more likely than
Several differences were identified among organiza- publicly owned for-profit organizations (54%) to use
tion sectors in the percentage of organizations that all-employee meetings for communicating changes
used various methods to communicate change-relat- within their organizations.
ed information to employees, with publicly owned for-
profit organizations more likely than organizations in More than one-quarter of HR professionals (26%)
several other sectors to use the company Web site reported that training related to major organizational
or intranet, press releases and video and/or phone changes was not mandatory at any staff level within
broadcasts to communicate information about major their organizations. Among the HR professionals
organizational changes to employees (Table 21). who reported that their organizations had mandatory
Government agencies were more likely than nonprofit training related to major changes within their orga-
organizations to use e-mail, voicemail or letters from nizations, the employee level for which the largest
executive management to employees (84% com- percentage of organizations had mandatory training
pared with 57%) and were more likely than privately was nonexecutive managers and supervisors (92%).
owned for-profit organizations to post change-related Only 65% of HR professionals reported that training
Figure 9 Change-Related Communications
(n = 334)
Department meetings 67%
E-mail, voicemail or letter to employees from organization’s executive management 67%
All-employee meeting 63%
Training sessions 49%
Information posted on company Web site or intranet 46%
E-mail, voicemail or letter to employees from HR 46%
Materials posted in break rooms, on bulletin boards or elsewhere on organization

premises 39%
Press release or other media communication 24%
E-mail, voicemail or letter to employees from department other than HR 19%
Video/phone conference broadcast 19%
Note: Excludes HR professionals who indicated that their organizations had not communicated major changes to employees. Percentages do not total 100% due to
multiple response options.

related to major changes was mandatory for their Among organizations that trained employees about
organizations’ CEO/president and/or owner. These major organizational changes, large-staff-sized orga-
data are depicted in Figure 10. nizations (57%) were more likely than small- (36%)
and medium-staff-sized organizations (32%) to report
One out of 10 organizations (10%) did not provide that their organizations provided training through
training related to major organizational changes to online (i.e., downloadable) training manuals, job
their employees. This may be partly explained by the aides or other documentation. Large organizations
types of changes being planned or implemented: in (44%) were more likely than medium (26%) and
some cases, communication about the changes may small organizations (8%) and medium organiza-
suffice. Among organizations that trained employ- tions were more likely than small organizations to
ees about major organizational changes, the largest provide training through e-learning modules on their
percentage of HR professionals (79%) reported that organizations’ Web sites. Large organizations (26%)
their organizations trained employees through group were also more likely than small (11%) and medium
or one-on-one sessions led by instructors. More than organizations (11%) to report providing training
one-half of organizations (51%) distributed hardcopy through software-based tutorials. Large organizations
training materials. Smaller percentages of organiza- may be more likely to offer Web-based or software-
tions indicated that their employees received online based training as a convenient means to reinforce
or software-based training. These data are illustrated other training methods or to allow large numbers
in Figure 11. of employees to train at the convenience of their
Table 20 Methods of Communicating Major Organizational Changes to Employees (by Organization Staff Size)

(n = 87) (n = 121) (n = 107) Staff Size
Department meetings 67% 59% 67% 74%
E-mail, voicemail or letter to employees from 67% 51% 64% 81% Large > small, medium
organization’s executive management
All-employee meeting 63% 70% 64% 57%
Training sessions 49% 44% 48% 52%
Information posted on company Web site or 46% 18% 45% 66% Medium > small
intranet Large > small, medium
E-mail, voicemail or letter to employees from 46% 43% 43% 48%
HR
Materials posted in break rooms, on bulletin 39% 29% 45% 37% Medium > small
boards or elsewhere on organization premises
Press release or other media communication 24% 10% 22% 36% Large > small
E-mail, voicemail or letter to employees from 19% 14% 12% 26% Large > medium
department other than HR
Video/phone conference broadcast 19% 14% 20% 21%
Note: Data sorted in descending order by “overall” column. Excludes HR professionals who indicated that their organizations had not communicated major changes to
employees. Percentages do not total 100% due to multiple response options. Blank cells indicate that no statistically significant differences were found. The sample sizes
and percentages shown in the organization staff size categories are based on the actual number of respondents who provided their number of employees and information
about methods of communicating major organizational changes.

SHRM Research
schedule and learning pace. These data are shown significant, smaller percentages of publicly owned
in Table 22. for-profit organizations, compared with other sectors,
trained employees by providing group or individual
As shown in Table 23, publicly owned for-profit orga- instructor-led sessions and hardcopy training manu-
nizations were more than twice as likely as privately als, job aides or other documentation. Similarly,
owned for-profit organizations to conduct employee larger percentages of publicly owned for-profit orga-
training related to major organizational changes nizations provided training through online download-
through e-learning modules on company Web sites able manuals, job aides or other documentation.
(43% compared with 21%) and software-based tutori- These findings suggest that, compared with other
als (26% compared with 10%). Overall, these training organization sectors, publicly owned for-profit organi-
methods were used least frequently across all orga- zations are more likely to employ electronic methods
nization sectors. Although the differences were not of training employees.
Table 21 Methods of Communicating Organizational Changes to Employees (by Organization Sector)

(n = 84) (n = 127)
Department meetings 67% 69% 63% 74% 65%
E-mail, voicemail or letter to 67% 75% 61% 57% 84% Government agency > nonprofit
employees from organization’s organization
executive management
All-employee meeting 63% 54% 73% 55% 68% Privately owned for-profit organization >
publicly owned for-profit organization
Training sessions 49% 44% 53% 46% 48%
Information posted on company 46% 64% 29% 46% 55% Publicly owned for-profit organization >
web site or intranet privately owned for-profit organization
Government agency > privately owned
for-profit organization
E-mail, voicemail or letter to 46% 45% 51% 46% 35%
employees from HR
Materials posted in break rooms, 39% 46% 39% 28% 35%
on bulletin boards or elsewhere
on organization premises
Press release or other media 24% 35% 17% 16% 39% Publicly owned for-profit organization >
communication privately owned for-profit organization
E-mail, voicemail or letter to 19% 20% 18% 16% 19%
employees from department
other than HR
Video/phone conference 19% 36% 18% 9% 6% Publicly owned for-profit organization >
broadcast privately owned for-profit organization,
nonprofit organization, government agency
Note: Data sorted in descending order by “overall” column. Excludes HR professionals who indicated that their organizations had not communicated major changes to
employees. Percentages do not total 100% due to multiple response options. Blank cells indicate that no statistically significant differences were found. The sample
sizes and percentages shown in the organization sector categories are based on the actual number of respondents who provided their organization sector and information
about methods of communicating major organizational changes.

Obstacles, Evaluations and Outcomes that insufficient time devoted to training (44%) posed
of Major Organizational Changes challenges during major organizational change. The
What are the main challenges and obstacles that smallest percentage of organizations (12%) reported
organizations face during major changes? According that their major organizational changes were chal-
to HR professionals, while major organizational lenged due to downturn in the market or economy.
changes are planned or in progress, challenges more
frequently originate from within the organization than Large-staff-sized organizations (81%) were more likely
from external sources (Figure 12). Employee resis- than small-staff-sized organizations (63%) to report
tance (76%) was the obstacle most frequently expe- that their major organizational changes had been
rienced during major organizational changes. Nearly challenged by communication breakdown. Large
three-quarters of organizations reported communica- organizations (44%) were also more likely than small
tion breakdown (72%), and almost one-half indicated (26%) and medium organizations (23%) to report that
Figure 10 Mandatory Training for Major Organizational Changes
Nonexecutive managers and supervisors (n = 142) 92%
Nonmanagerial-level employees (n = 196) 89%
Executive team/senior management (n = 226) 82%
CEO/president/owner (n = 215) 65%
Note: Excludes HR professionals who indicated that training related to major organizational changes was not mandatory at any level.
Figure 11 Employee Training for Major Organizational Changes
(n = 291)
Group or one-on-one sessions led by an instructor 79%
Hardcopy training manuals, job aides or other documentation 51%
Online (i.e., downloadable) training manuals, job aides or other

43%
documentation
E-learning modules through organization’s Web site 28%
Software-based tutorials 16%
Note: Excludes HR professionals who indicated that their employees had not received training related to major organizational changes. Percentages do not total 100% due
to multiple response options.

SHRM Research
costs exceeded the budget for their major organiza- or challenges that organizations faced during major
tional changes. These data are shown in Table 24. changes. HR professionals employed by government
agencies (94%) were more likely to report having
As depicted in Table 25, differences among organi- encountered employee resistance to changes, com-
zation sectors were identified for three obstacles pared with respondents employed by privately owned
Table 22 Employee Training for Major Organizational Changes (by Organization Staff Size)

(n = 75) (n = 109) (n = 93) Staff Size
Group or one-on-one sessions led by an 79% 76% 81% 80%
instructor
Hardcopy training manuals, job aides or other 51% 47% 52% 54%
documentation
Online (i.e., downloadable) training manuals, 43% 36% 32% 57% Large > small, medium
job aides or other documentation
E-learning modules through organization’s 28% 8% 26% 44% Medium > small
Web site Large > small, medium
Software-based tutorials 16% 11% 11% 26% Large > small, medium
Note: Data sorted in descending order by “overall” column. Excludes HR professionals who indicated that their employees had not received training related to major organi-
zational changes. Percentages do not total 100% due to multiple response options. Blank cells indicate that no statistically significant differences were found. The sample
sizes and percentages shown in the organization staff size categories are based on the actual number of respondents who provided their number of employees and infor-
mation about training related to major organizational changes.
Table 23 Employee Training for Major Organizational Changes (by Organization Sector)

(n = 84) (n = 127)
Group or one-on-one sessions led by an 79% 66% 82% 84% 85%
instructor
Hardcopy training manuals, job aides or 51% 45% 52% 56% 56%
other documentation
Online (i.e., downloadable) training 43% 54% 39% 33% 41%
manuals, job aides or other documentation
E-learning modules through organization’s 28% 43% 21% 23% 22% Publicly owned for-profit
Web site organization > privately owned
Software-based tutorials 16% 26% 10% 18% 11% Publicly owned for-profit
organization > privately owned
Note: Data sorted in descending order by “overall” column. Excludes HR professionals who indicated that their employees had not received training related to major
organizational changes. Percentages do not total 100% due to multiple response options. Blank cells indicate that no statistically significant differences were found. The
sample sizes and percentages shown in the organization sector categories are based on the actual number of respondents who provided their organization sector and
information about training related to major organizational changes.
Source: 2007 Change Management Survey Report

for-profit organizations (69%). According to HR profes- As shown in Table 26, large-staff-sized organizations
sionals, publicly owned for-profit organizations (59%) (44%) were more likely than medium- (26%) or small-
were more likely than nonprofit organizations (35%) staff-sized organizations (25%) to have conducted
to report that their major organizational changes were evaluations of their change management initiatives
challenged by insufficient time devoted to training. following implementation of major changes. Larger
Publicly owned for-profit organizations (53%) were organizations undoubtedly have greater resources
more likely than privately owned for-profit organizations and more at stake to allow them to conduct evalua-
(30%) and nonprofit organizations (26%) to report tions. Larger organizations may also be more likely
that staff turnover during the transition presented an to be subject to external expectations for post-imple-
obstacle to their major organizational changes. mentation evaluations of changes.
According to HR professionals, fewer than one-third The impetus for conducting evaluations of change
of organizations (32%) conducted evaluations of the management initiatives is evidently less sensitive to
change management initiatives after major organiza- organization sector than to other organization char-
tional changes had been implemented. These data acteristics. Although publicly owned for-profit orga-
are shown in Figure 13. nizations (39%) reported the largest percentage of
post-implementation evaluations compared with other
Figure 12 Obstacles and Challenges During Major Organizational Changes
(n = 307)
Employee resistance 76%
Communication breakdown 72%
Insufficient time devoted to training 44%
Staff turnover during transition 36%
Costs exceeded budget 32%
Timeline developed for change implementation was not feasible 31%
Insufficient employee participation in training (for voluntary training) 24%
Software/hardware malfunctions 23%
Downturn in market or economy 12%
Note: Excludes HR professionals who indicated that their organizations had not experienced any obstacles or challenges during major organizational changes.
Percentages do not total 100% due to multiple response options.

SHRM Research
Table 24 Obstacles Encountered During Major Organizational Changes (by Organization Staff Size)

(n = 82) (n = 112) (n = 105) Staff Size
Employee resistance 76% 76% 73% 80%
Communication breakdown 72% 63% 67% 81% Large > small
Insufficient time devoted to training 44% 39% 40% 52%
Staff turnover during transition 36% 33% 33% 42%
Costs exceeded budget 32% 26% 23% 44% Large > small, medium
Timeline developed for change 31% 26% 26% 37%
implementation was not feasible
Insufficient employee participation in 24% 16% 27% 29%
training (for voluntary training)
Software/hardware malfunctions 23% 23% 22% 23%
Downturn in market or economy 12% 10% 12% 13%
Note: Data sorted in descending order by “overall” column. Excludes HR professionals who indicated that their organizations had not experienced any obstacles or
challenges during major organizational changes. Percentages do not total 100% due to multiple response options. Blank cells indicate that no statistically significant
differences were found. The sample sizes and percentages shown in the organization staff size categories are based on the actual number of respondents who provided
their number of employees and information about obstacles or challenges encountered during major organizational changes.
Table 25 Obstacles Encountered During Major Organizational Changes (by Organization Sector)

(n = 81) (n = 118)
Employee resistance 76% 75% 69% 80% 94% Government agency > privately owned
Communication breakdown 72% 72% 69% 74% 81%
Insufficient time devoted to training 44% 59% 42% 35% 35% Publicly owned for-profit organization >
Staff turnover during transition 36% 53% 30% 26% 42% Publicly owned for-profit organization >
privately owned for-profit organization,
Costs exceeded budget 32% 35% 32% 31% 26%
Timeline developed for change 31% 35% 25% 31% 39%
implementation was not feasible
Insufficient employee participation in 24% 25% 21% 26% 35%
training (for voluntary training)
Software/hardware malfunctions 23% 22% 26% 12% 32%
Downturn in market or economy 12% 17% 10% 12% 6%
Note: Data sorted in descending order by “overall” column. Excludes HR professionals who indicated that their organizations had not experienced any obstacles or
challenges during major organizational changes. Percentages do not total 100% due to multiple response options. Blank cells indicate that no statistically significant
differences were found. The sample sizes and percentages shown in the organization sector categories are based on the actual number of respondents who provided their
organization sector and information about obstacles or challenges encountered during major organizational changes.

organization sectors, this difference was not statisti- management initiatives reported a significantly great-
cally significant (Table 27). er average number of major organizational changes
during the 24 months prior to the survey, compared
As shown in Table 28, organizations that conducted with organizations that did not conduct post-imple-
post-implementation evaluations of their change mentation evaluations of their major changes. This
finding suggests that the more experience organiza-
Post-Implementation Evaluations of tions have with implementing major changes, the
Figure 13 more likely they are to evaluate the success of their
Change Management Initiatives
(n = 254) change management programs and activities. This
could be due to anticipating future major organiza-
tional changes and desiring to identify best practices
Yes to incorporate and obstacles and challenges to avoid
32% in future change management initiatives.
HR professionals were asked to identify the top three

positive outcomes resulting from HR involvement in
No change management initiatives. Nearly three-quar-
68% ters of HR professionals reported that when HR was
involved in their organizations’ change management
processes, employee understanding of the change
Notes: Excludes HR professionals who responded “not sure.” improved (74%). More than one-half of HR profes-
Source: SHRM 2007 Change Management Survey Report sionals (55%) reported that communication improved
between managerial and nonmanagerial employees,
Table 26 Post-Implementation Evaluations of Change Management Initiatives (by Organization Staff Size)

(n = 67) (n = 97) (n = 81) Staff Size
No 68% 75% 74% 56%
Notes: Excludes HR professionals who responded “not sure.” Blank cells indicate that no statistically significant differences were found.
Table 27 Post-Implementation Evaluations of Change Management Initiatives (by Organization Sector)
Overall Publicly Owned For- Privately Owned For- Nonprofit Government Agency Differences Based
(n = 254) Profit Organization Profit Organization Organization (n = 25) on Organization
(n = 56) (n = 100) (n = 61) Sector
Yes 32% 39% 30% 30% 28%
No 68% 61% 70% 70% 72%
Notes: Excludes HR professionals who responded “not sure.” Blank cells indicate that no statistically significant differences were found.

SHRM Research
Average Number of Major Organizational Changes (by Post-Implementation Evaluations of Change

Table 28
Management Initiatives)
Overall Post-Implementation Evaluations No Post-Implementation Evaluations Differences by Post-Implementation Evaluations

(n = 305) (n = 81) (n = 173)
4.20 4.85 3.77 Post-implementation evaluations >
no post-implementation evaluations
Notes: Excludes HR professionals who responded “n/a” or “not sure” about changes, those who indicated that changes were aborted or abandoned and those who
responded “not sure” to this item. The sample sizes and percentages shown in the evaluation categories are based on the actual number of respondents who provided
information about their post-implementation evaluations and information about their major organizational changes.
Source: 2007 Change Management Survey Report
Figure 14 Positive Outcomes of HR Involvement in Change Management
(n = 295)
Employee understanding of change was improved (i.e., clarified
74%
objectives or vision for the change)
Communication between management and nonmanagerial-level
55%
employees was improved
Potential risks were identified and mitigated 32%
Employee satisfaction was increased 30%
Trust between management and nonmanagerial-level employees was

29%
increased
Employee skills and proficiency were improved (i.e., through change-
21%
related training initiatives)
Cohesiveness of leadership was increased 20%
Employees were recognized and/or rewarded for successful adoption

16%
of change
Unplanned staff turnover was reduced or remained comparable to
16%
pre-change levels
Change was sustained long term 12%
Positive return on investment was calculated for change initiatives 7%
Notes: Excludes HR professionals who indicated that their HR departments were not involved in processes related to major changes in their organizations. Percentages
do not total 100% due to multiple response options.

and nearly one-third of respondents (32%) indicated ments at small and medium organizations may be
that potential risks were identified and mitigated as able to connect more personally with a greater pro-
a result of HR involvement in change-related process- portion of employees during change management
es. The smallest percentage of HR professionals initiatives and thus perceive more direct contribution
(7%) indicated that a positive return on investment to improved employee satisfaction.
was calculated for the change due to HR involvement
in the change management processes. These data Positive outcomes of change management processes
are illustrated in Figure 14. were fairly consistently attributed to HR involvement
across organization sectors. One difference emerged
As depicted in Table 29, small-staff-sized organiza- among sectors: publicly owned for-profit organiza-
tions (36%) and medium-staff-sized organizations tions (23%) were more likely than nonprofit organiza-
(36%) were more likely than large-staff-sized organi- tions (6%) to report that employees were recognized
zations (17%) to have reported increased employee and/or rewarded for successfully adopting the
satisfaction as a positive outcome of HR’s involve- change initiated within the organization (Table 30).
ment in change management processes. HR depart-
Table 29 Positive Outcomes of HR Involvement in Change Management (by Organization Staff Size)

(n = 67) (n = 107) (n = 93) Staff Size
Improved employee understanding of change 74% 73% 78% 72%
(i.e., clarified objectives or vision for the
change)
Improved communication between 55% 52% 56% 61%
managerial and nonmanagerial employees
Potential risks were identified and mitigated 32% 24% 31% 37%
Increased employee satisfaction 30% 36% 36% 17% Small > large
Medium > large
Increased trust between managerial and 29% 36% 28% 29%
nonmanagerial levels of employees
Improved employee skills and proficiency 21% 28% 19% 16%
(i.e., through change-related training
initiatives)
Increased cohesiveness of leadership 20% 19% 18% 25%
Employees were recognized and/or rewarded 16% 16% 18% 13%
for successful adoption of change
Unplanned staff turnover was reduced or 16% 7% 17% 17%
remained comparable to pre-change levels
Change was sustained long term 12% 7% 16% 14%
Positive return on investment was calculated 7% 7% 5% 11%
for change initiatives
Notes: Data sorted in descending order by “overall” column. Excludes HR professionals who indicated that their HR departments were not involved in processes related
to major changes in their organizations. Percentages do not total 100% due to multiple response options. The sample sizes and percentages shown in the organization
staff size categories are based on the actual number of respondents who provided their number of employees and information about positive outcomes resulting from HR
involvement in major organizational changes. Blank cells indicate that no statistically significant differences were found.

SHRM Research
Table 30 Positive Outcomes of HR Involvement in Change Management (by Organization Sector)

(n = 75) (n = 106)
Improved employee understanding of 74% 69% 77% 80% 73%
change (i.e., clarified objectives or vision
for the change)
Improved communication between 55% 60% 55% 59% 42%
managerial and nonmanagerial employees
Potential risks were identified and 32% 32% 28% 33% 35%
mitigated
Increased employee satisfaction 30% 31% 34% 28% 15%
Increased trust between managerial and 29% 20% 37% 33% 19%
nonmanagerial levels of employees
Improved employee skills and proficiency 21% 17% 22% 22% 27%
(i.e., through change-related training
initiatives)
Increased cohesiveness of leadership 20% 21% 19% 22% 19%
Employees were recognized and/or 16% 23% 18% 6% 12% Publicly owned for-profit
rewarded for successful adoption of organization > nonprofit
change organization
Unplanned staff turnover was reduced or 16% 15% 17% 11% 12%
remained comparable to pre-change levels
Change was sustained long term 12% 17% 14% 7% 8%
Positive return on investment was 7% 9% 8% 6% 4%
calculated for change initiatives
Notes: Data sorted in descending order by “overall” column. Excludes HR professionals who indicated that their HR departments were not involved in processes related to
found. The sample sizes and percentages shown in the organization sector categories are based on the actual number of respondents who provided their organization
sector and information about positive outcomes resulting from HR involvement in major organizational changes.

SHRM Research
Conclusions
T
he results of this survey support the notion that HR, other departments within the organization). Two-
major organizational changes have the poten- thirds of HR professionals (67%) reported that their
tial to affect organizations across all levels of organizations communicated changes by e-mails,
stakeholders. As the organizational department or voicemails or letters to employees from executive
function with primary responsibility for policies and management, two-thirds of organizations (67%)
practices affecting human capital, HR needs to be reported that information about major changes was
involved from the beginning when major organiza- communicated in department meetings, slightly fewer
tional changes are being eyed for implementation. than two-thirds (63%) reported using all-employee
Indeed, this research finds that more often than meetings to communicate changes and nearly one-
not, HR is present during the organization’s planning half of organizations (46%) sent change-related
for major changes: among respondents whose HR e‑mails, voicemails or letters to employees from HR.
departments were involved in processes related to Organizations can help promote awareness of chang-
major organizational changes, nearly three-quarters es in the organization through frequent information
(73%) reported that HR became involved prior to and updates as well as consistent messages about
the changes being introduced to employees. This the change initiatives, particularly when information
indicates that not only is HR viewed as a strategic about changes comes from multiple departments
partner in decisions to implement changes, HR also within the organization. Gaining employee sup-
has early input into developing change management port and trust for new processes and products will
initiatives. increase participation in and long-term acceptance of
the changes being implemented.
In order for major organizational changes to be suc-
cessfully implemented and fully adopted by employ- After employees understand the changes being
ees, the change management approach must be implemented and the factors that led to decisions to
well-planned and well-timed. Effective communica- implement the changes, training should be provided
tion to employees is an essential step in promoting to promote proficiency with and reinforcement of new
awareness and understanding of why the changes processes. One out of 10 respondents indicated that
being implemented are necessary. HR professionals their organizations did not provide employee training
indicated multiple forms of communicating change- related to major organizational changes. According to
related information to employees (e.g., e-mails, meet- HR professionals, organizations are using a variety
ings, training sessions, press releases), originating of methods to train employees about major organi-
from multiple sources (e.g., executive management, zational changes. Nearly four out five organizations

(79%) offer group or one-on-one instructor-led training tices for their change management programs? This
sessions, followed by one-half of organizations (51%) is an area in which HR could be more involved. Only
that provide hardcopy training manuals, job aides 32% of organizations reported conducting post-imple-
and other documents related to their major changes. mentation evaluations of their change management
programs. Organizations would be well-advised to
At this time, most organizations are not using change measure the success of their change management
management consultant services or following particu- initiatives in promoting long-term adoption of the
lar change management models during their major changes among employees, identifying the strate-
organizational changes. Although organizations may gies that worked well in accomplishing the change
develop proficiency with developing change manage- management goals and developing a systematic
ment initiatives through multiple experiences with approach to change management that can be adapt-
implementing major organizational changes, how do ed for future changes within their organizations.
organizations know that they are selecting best prac-

SHRM Research
An HR Perspective: Change Management

By Nancy Lockwood, M.A., SPHR, GPHR, Manager, HR Content Program
A
s noted in the SHRM With intention to improve the the goal of the organization to
Glossary of HR Terms, company for all stakeholders, be competitive in its respective
change management HR change agents are motivated industry sector, HR profession-
is defined as the systematic to find better ways to do things als are increasingly playing a
approach and application of and make things happen in the role in the strategic planning for
knowledge, tools and resources organization. HR change agents change management initiatives.
to deal with change. Change most often focus on organiza-
management means defining tional culture and behavior and As the survey findings reflect,
and adopting corporate strate- related processes. For example, however, there can be ‘bumps
gies, structures, procedures the top three major organiza- in the road’ that may have a
and technologies to deal with tional changes cited by survey negative effect on change man-
changes in external conditions respondents—new and/or agement initiatives. According to
and the business environment. revised performance manage- the survey results, the following
The survey report findings high- ment and review processes, are among the most prevalent
light that 82% of HR practitio- major facilities changes and challenges: employee resistance
ners have worked with change organizational culture changes— (76%), communication break-
management initiatives in the were directly related to the HR down (72%), insufficient time
past 24 months. In addition, HR function. devoted to training (44%), staff
was involved with major change turnover during transition (36%),
at various stages of the change Further, HR’s role in change costs exceeding budget (32%)
management process—73% management today has sub- and insufficient timeline devel-
were involved prior to the stantially expanded, with the oped for effective change imple-
change being introduced, 22% focus on being a well-rounded, mentation (31%).
were involved during the imple- insightful and effective strategic
mentation and 5% got involved business partner. As highlighted Despite these challenges, HR
in the change initiative after it in a Harvard Business Review has the ability to make a sig-
had gone into effect. In addi- article “Cracking the Code of nificant impact and contribution
tion, 32% of HR professionals Change,”2 change is either eco- to the organization by initiating
conducted post-implementation nomically driven or focused on change, leading change and
evaluations of change manage- organizational development, or measuring change effective-
ment initiatives. These data a combination of both, with the ness. The top five areas where
emphasize the overall integral goal to maximize shareholder it is essential for HR to demon-
HR role in change management. value and organizational devel- strate value for change manage-
opment capabilities. Within the ment are 1) clearly communicat-
Traditionally, HR has been known realm of change management ing plans and goals regarding
as the ‘change agent,’ someone are five primary dimensions of change initiatives; 2) hiring
who intentionally or indirectly change: leadership, focus, pro- and developing good leaders;
causes or accelerates behav- cess, reward system and use 3) designing and implementing
ioral, cultural or social change. of consultants. Therefore, with transparent reward systems;
2
Beer, M., & Nohria, N. (2000, May-June). Cracking the code. Harvard Business Review, 137.

4) giving people the opportunity tion to these recommendations, tables will empower HR to be an
to be involved in the processes; thoughtful and careful design effective strategic business part-
and 5) overall, making each and implementation that focus ner in change management.
interaction with internal clients on clear and open communica-
a positive experience. In addition and have appropriate time

SHRM Research
Demographics
Organization Staff Size HR Department Staff Size
(n = 319) (n = 313)
Small organization (1-99 employees) 28% 1-4 60%
Medium organization (100-499 employees) 39% 5-9 15%
Large organization (500 or more employees) 34% 10-24 12%
25-49 8%
Note: Percentages may not total 100% due to rounding.
50-99 2%
100 or more 4%

Organization Sector Source: SHRM 2007 Change Management Survey Report
(n = 324)
Publicly owned for-profit organization 40%
Privately owned for-profit organization 26%
Nonprofit organization 22%
Government agency 10%
Other 3%

Organization Industry
(n = 325)
Services (profit) 18%
Health 10%
Services (nonprofit) 10%
Manufacturing (durable goods) 9%
Educational services 8%
Manufacturing (nondurable goods) 7%
Government 6%
Wholesale/retail trade 6%
High-tech 5%
Finance 4%
Insurance 3%
Utilities 3%
Construction and mining/oil and gas 2%
Newspaper publishing/broadcasting 1%
Telecommunications 1%
Transportation 1%
Other 6%

SHRM Research
SHRM Survey Reports
Available to members and the public 16. Corporate Credibility and Employee
1. SHRM/CareerJournal.com 2006 Job Retention Poll Communications Survey (14 pages, August 2002)
(39 pages, December 2006) 17. Job Opportunities Poll (30 pages, August 2002)
2. SHRM/CareerJournal.com 2006 Workplace 18. Workplace Romance Survey (24 pages, February
Vacation Poll (30 pages, September 2006) 2002)
3. SHRM/CareerJournal.com 2006 Workplace 19. School-to-Work Programs Survey (16 pages,
Romance Poll Findings (17 pages, January 2006) January 2002)
4. SHRM/CareerJournal.com 2005 U.S. Job Recovery 20. HR Implications of the Attack on America:
and Retention Survey Report (40 pages, November Executive Summary of Results of a Survey of HR
2005) Professionals (13 pages, October 2002)
5. Organizational Communication Poll Findings 21. Negotiating Rewards Poll (14 pages, October
(24 pages, June 2005) 2001)
6. Workplace Productivity Poll Findings (17 pages, 22. Search Tactics Poll (8 pages, April 2001)
January 2005)
7. SHRM/CareerJournal.com Workplace Privacy Poll Available to members only
Findings (47 pages, January 2005) 1. 2007 Corporate Social Responsibility Pilot Study
8. SHRM/CareerJournal.com 2004 U.S. Job Recovery (40 pages, March 2007)
and Retention Poll Findings (33 pages, November 2. 2006 Weapons in the Workplace Survey Report
2004) (33 pages, November 2006)
9. Employee Trust and Loyalty Poll Findings 3. 2006 Workplace Diversity and Changes to the
(21 pages, July 2004) EEO-1 Process (34 pages, October 2006)
10. Job Negotiation Survey Findings (41 pages, April 4. 2006 Strategic HR Management Survey Report
2004) (31 pages, October 2006)
11. Job Opportunities Survey (39 pages, September 5. Manufacturing Industry Findings on Human
2003) Resource Topics (47 pages, July 2006)
12. Job Recovery Survey (28 pages, August 2003) 6. 2006 Benefits Survey Report (80 pages, June
13. Job Opportunities Poll (39 pages, April 2003) 2006)
14. Job Satisfaction Poll (74 pages, December 2002) 7. 2006 Job Satisfaction Survey Report (57 pages,
15. HR Implications of the Attack on America June 2006)
(23 pages, September 2002) 8. 2006 Succession Planning Survey Report (33
pages, June 2006)

9. 2006 Executive Compensation Survey Report 30. SHRM/CNNfn Job Satisfaction Series: Job
(33 pages, May 2006) Satisfaction Survey Report (52 pages, April 2004)
10. 2006 Access to Human Capital and Employment 31. SHRM/CNNfn Job Satisfaction Series: Job
Verification Survey Report (34 pages, March 2006) Compensation/Pay Survey Report (36 pages,
11. 2006 Talent Management Survey Report February 2004)
(30 pages, January 2006) 32. The Maturing Profession of Human Resources
12. 2005 Disaster Preparedness Survey Report in the United States Survey Report (48 pages,
(48 pages, October 2005) January 2004)
13. 2005 Workplace Diversity Practices Survey Report 33. Workplace Violence Survey (52 pages, January
(40 pages, October 2005) 2004)
14. 2005 Offshoring Survey Report (51 pages, October 34. SHRM Eldercare Survey (40 pages, December
2005) 2003)
15. 2005 Fair Labor Standards Act Survey Report 35. SHRM/CNNfn Job Satisfaction Series: Job Benefits
(22 pages, August 2005) Survey (57 pages, December 2003)
16. 2005 Benefits Survey Report (72 pages, June 36. Undergraduate HR Curriculum Study (45 pages,
2005) October 2003)
17. 2005 Future of the U.S. Labor Pool Survey Report 37. SHRM Equal Employment Opportunity Commission
(58 pages, June 2005) Survey (10 pages, October 2003)
18. 2005 Job Satisfaction Survey Report (52 pages, 38. Fair Labor Standards Act (FLSA) Survey (20 pages,
June 2005) August 2003)
19. SHRM/Catalyst Employee Development Survey 39. SHRM/SHRM Foundation 2003 Benefits Survey
Report (36 pages, April 2005) (81 pages, June 2003)
20. 2005 HR Technology Report (37 pages, March 40. SHRM Job Satisfaction Series: Job Security Survey
2005) (41 pages, June 2003)
21. 2005 Rewards Programs and Incentive 41. SHRM/NOWCC/CED Older Workers Survey
Compensation Survey Report (38 pages, March (53 pages, June 2003)
2005) 42. March 2003 Current Events Survey (28 pages, May
22. The Maturing Profession of HR: Worldwide and 2003)
Regional View Survey Report (33 pages, February 43. 2003 FMLA Poll (20 pages, April 2003)
2005) 44. 2003 Business Ethics Survey (48 pages, April
23. Reference and Background Checking Survey Report 2003)
(41 pages, January 2005) 45. Employer Incentives for Hiring Individuals With
24. Job Satisfaction Series Survey Report (193 pages, Disabilities (66 pages, April 2003)
August 2004) 46. Fun Work Environment Survey (56 pages, November
25. Generational Differences Survey Report (41 pages, 2002)
August 2004) 47. Aligning HR With Organizational Strategy (53 pages,
26. Employer-Sponsored Investment Advice Survey November 2002)
Report (60 pages, July 2004) 48. Recruiter Cost/Budget Survey (30 pages, October
27. Human Resources Outsourcing Survey Report 2002)
(40 pages, July 2004) 49. 2002 SHRM/Fortune Survey on the Changing Face
28. 2004 Benefits Survey Report (76 pages, June of Diversity (16 pages, October 2002)
2004) 50. Workplace Demographic Trends Survey (37 pages,
29. Health Care Survey Report (40 pages, June 2004) June 2002)

SHRM Research
51. Global Leadership Survey (36 pages, June 2002) 60. 2001 Benefits Survey (59 pages, April 2001)
52. SHRM 2002 Benefits Survey Results (57 pages, 61. 2000 FMLA Survey (51 pages, January 2001)
April 2002) 62. Workplace Privacy Survey (51 pages, December
53. A Study of Effective Workforce Management 2000)
(36 pages, February 2002) 63. Performance Management Survey (43 pages,
54. Resource Strategies, Stages of Development and December 2000)
Organization Size Survey (46 pages, January 2002) 64. Impact of Diversity Initiatives Poll (5 pages, October
55. Job Security and Layoffs Survey (76 pages, 2000)
December 2001) 65. 2000 Retention Survey (40 pages, June 2000)
56. World Events Survey-Impact on Global Mobility 66. SHRM Cover Letters and Resume Survey
(4 pages, November 2001) (39 pages, May 2000)
57. Religion in the Workplace (58 pages, June 2001) 67. 2000 Benefits Survey (52 pages, April 2000)
58. Employee Referral Programs (40 pages, June 2001)
59. Impact of Diversity Initiatives on the Bottom Line
(41 pages, June 2001)
www.shrm.org/surveys

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About This Report resource profession to ensure that HR is recognized

SHRM 2007 Change Management Survey Report 

vi SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report vii

viii SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report ix

 SHRM 2007 Change Management Survey Report

Organizations implemented or planned to imple- Yes

Overall Small Medium Large Differences Based

Source: SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report 

Figure 2 Changes Planned or Implemented During 24 Months Prior to Survey

Facilities change (e.g., new security procedures, relocation

New/revised HR information systems (e.g., time tracking software) 53%

New/revised IT systems (e.g., operating systems, other software) 51%

Organizational repositioning or re-alignment (including

New/revised financial/accounting systems 41%

Major staffing changes (e.g., downsizing, layoffs) 40%

Diversity and/or cross-cultural communication initiatives 38%

Operational changes in response to new legislation, changing

Product rebranding 26%

Offshoring or outsourcing 16%

Initial public offering or corporate ownership change 8%

Source: SHRM 2007 Change Management Survey Report

 SHRM 2007 Change Management Survey Report

Major Organizational Changes Planned or Implemented During 24 Months Prior to Survey

Source: SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report 

Overall Publicly Owned Privately Owned Nonprofit Government Differences Based

Source: SHRM 2007 Change Management Survey Report

 SHRM 2007 Change Management Survey Report

Table 4 Stages of Major Organizational Changes

Fully Implementation Planning/

Source: SHRM 2007 Change Management Survey Report

Overall Small Medium Large Differences Based

Source: SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report 

Table 6 Average Number of Major Organizational Changes (by Organization Sector)

Source: SHRM 2007 Change Management Survey Report

 SHRM 2007 Change Management Survey Report

HR Staff Devoted Full Time to

Prior to the change

After the change No

Note: Excludes HR professionals who indicated that HR was not involved in

Overall Small Medium Large Differences Based

Source: SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report 

Source: SHRM 2007 Change Management Survey Report

Table 9 Average Number of Major Organizational Changes (by HR Staffing)

Source: SHRM 2007 Change Management Survey Report

 SHRM 2007 Change Management Survey Report

Figure 5 HR Roles During Major Organizational Changes

Assisting employees in the transition through the process 88%

Coordinating meetings and communications about the change and

SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report

SHRM 2007 Change Management Survey Report