HRM CMCommStrategyforOneBook Ver1 1

Human Resources Management
Core Business Mission Area

One Book
Change Management and

Communications Strategy
Version 1.1
31 March 2006
Department of Defense - Human Resources Management
Table of Contents
Version History ............................................................................................................................................................ii
1. Executive Summary..............................................................................................................................................1
2. Purpose ..................................................................................................................................................................2
2.1 Document Scope ............................................................................................................................................... 2
2.2 Document Organization .................................................................................................................................... 2
3. Change Management and Communications ......................................................................................................2
3.1 Approach to Change Management and Communications ................................................................................. 2
3.1.1 Certification ...............................................................................................................................3
3.1.2 Portfolio Management ...............................................................................................................3
3.1.3 Enterprise Architecture..............................................................................................................4
3.2 Change Management Model ............................................................................................................................. 4
3.3 Strategic Communications Model ..................................................................................................................... 5
3.4 Change Enablers................................................................................................................................................ 6
3.5 HRM Change Management and Communications Goals.................................................................................. 7
3.6 HRM Change Management and Communications Objectives .......................................................................... 7
4. HRM Stakeholders ...............................................................................................................................................8
5. HRM Themes and Key Messages......................................................................................................................11
6. Tools and Tactics ................................................................................................................................................13
7. Execution Approach...........................................................................................................................................17
8. Evaluation ...........................................................................................................................................................17
8.1 Quantitative Methods ...................................................................................................................................... 18
8.2 Qualitative Methods ........................................................................................................................................ 18
8.3 Strategic Use of Evaluation Methods .............................................................................................................. 19
9. Conclusion...........................................................................................................................................................19
List of Figures
Figure 3-1 Change Management Model............................................................................................................................ 4
Figure 3-2 Strategic Communications Model ................................................................................................................... 5
Figure 4-1 HRM Stakeholders by Level of Involvement ................................................................................................ 11
List of Tables
Table 3-1. HRM Change Implications ............................................................................................................................. 4
Table 3-2 Change Management Outreach Examples ........................................................................................................ 7
Table 4-1 HRM Stakeholder Analysis .............................................................................................................................. 8
Table 6-1 Communications Tools and Tactics ................................................................................................................ 13
Table 8-1 Methods for Measuring Success ..................................................................................................................... 18
HRM Change Management and Communications Strategy i

VERSION HISTORY
VERSION PUBLICATION DATE AUTHOR DESCRIPTION OF

CHANGE
1.0 1 February 2006 Initial release
1.1 31 March 2006 Insert revision table.
Changed “JR&IO” to
“Information Management
Office”
HRM Change Management and Communications Strategy ii

1. EXECUTIVE SUMMARY
The Under Secretary of Defense for Personnel and Readiness (USD (P&R)) vision is for the
Department of Defense (DoD) to be recognized as an employer of first choice, attracting and
retaining the nation’s finest people to provide world-class support to the Warfighter and other
DoD customers. The HRM mission is to ensure that human resources staff is trained, capable,
motivated, and ready to support DoD. To work toward its mission and vision, HRM requires a
robust change management and communications strategy that facilitates two-way
communications. The communications will need to address far-reaching changes within DoD
and HRM, ensuring that stakeholders are fully aware of, engaged in, and supportive of HRM
policies and procedures.
Facets of change include people, process, and technology. The Department is currently
experiencing change in the following areas:
• Certification;
• Portfolio Management (PfM);
• Enterprise Architecture (EA); and
• Specific HRM business line initiatives.
Accordingly, the overarching goal of the HRM Change Management and Communications
Strategy is to:
Increase awareness, understanding, and acceptance of HRM’s Portfolio
Management, Enterprise Architecture, Certification, and other efforts through
targeted change management and communications activities.
To meet this goal, the HRM Change Management and Communications Strategy employs a
blended approach that combines both change management and strategic communications models.
Change management seeks to build stakeholder buy-in, while strategic communications seek to
proactively engage stakeholders in a two-way information exchange. HRM change management
activities will facilitate an interactive dialogue between HRM and its stakeholders using various
communications channels.
More specifically, this document outlines a strategic approach to change management and
communications and provides specific themes, messages, tools, and tactics to facilitate
communication between HRM and its stakeholders. It also provides a framework for HRM to
execute effective change communications.
Additionally, the HRM Change Management and Communications Strategy describes evaluation
methods to measure effectiveness. These methods are both quantitative, providing numerical
values, and qualitative, providing anecdotal information. Using a strategic combination of
quantitative and qualitative methods is essential to a successful communications program
because it helps assess how effectively the program is meeting stakeholder needs throughout the
life cycle of a program.
HRM Change Management and Communications Strategy 1

A tactical execution plan, outlining specific timelines and related messaging, will follow in a
separate document.
2. PURPOSE
2.1 Document Scope
To work toward the P&R vision and mission, HRM requires a robust change management and
communications strategy that facilitates communication of far-reaching changes within DoD and
HRM, and ensures that stakeholders are fully aware of, engaged in, and supportive of HRM
policies and procedures.
This document outlines a strategic approach to change management and communications and
provides specific messages, tools, and tactics to facilitate communication between HRM and its
stakeholders. This strategy provides a framework for HRM to execute effective change
communications. The tactical execution plan that outlines specific timelines and messaging will
follow in a separate document.
2.2 Document Organization

The HRM Change Management and Communications Strategy is divided into nine sections.
Each section delves into specific aspects of the strategy:
• Section 3.0: Approach to change management and communications;
• Section 4.0: Identification and segmentation of stakeholders;
• Section 5.0: Themes and key messages;
• Section 6.0: Specific change and communications tools and tactics;
• Section 7.0: Execution approach;
• Section 8.0: Need and value of feedback and measurement tools; and
• Section 9.0: Conclusion.
Overall, this document addresses the scope of change management and strategic communication
needs for HRM.
3. CHANGE MANAGEMENT AND COMMUNICATIONS

3.1 Approach to Change Management and Communications
The three main facets of change include people, technology, and process. As depicted below,
these facets overlap and interrelate, which illustrates the multiple levels that need to be addressed
to achieve readiness for any large-scale change and help ensure a smooth transition from any
“As-Is” to a “To-Be” state.

To achieve a smooth transition,

stakeholders need to be aware of change,
convinced that it will make a positive
impact, and be ready to receive more
information. From a technological
perspective, stakeholders need to be given
the education and the tools to incorporate
the changes.
Finally, stakeholders need to begin
analyzing how their processes will change,
and accordingly, begin updating procedural
manuals and policies. The change process
can be robust and iterative as stakeholders
begin implementing changes and recognize
additional opportunities for process
innovation.
The following sections address Certification, Portfolio Management (PfM), and Enterprise
Architecture (EA).
3.1.1 Certification
The DoD Certification process has been mandated for all business systems for which the
development or modernization cost is in excess of $1 million.
HRM goals for Certification are to:
• Educate those responsible for development, modernization, or upgrades on the
Certification process for system expenditures greater than $1 million and the
requirements and responsibilities mandated for Certification.
• Provide guides, tools, and templates to support program managers or their designees
during the Certification process.
• Answer related questions and act as a resource for any aspect of the Certification process.
3.1.2 Portfolio Management

As outlined by the Deputy Secretary of Defense, PfM is an approach to IT investment
management that creates an enterprise view of policies, processes, data, and technology in
relation to objective capabilities.1 PfM further balances capabilities and risks, while maximizing
financial efficiencies, functional utility, technical fitness, and program performance.
HRM employs a four-phased approach to PfM that includes Analysis, Selection, Control, and
Evaluation. HRM PfM goals are to:
• Identify, locate, and collect information on all HRM systems;
• Sort HRM systems into sub-portfolios, and select priorities with each sub-portfolio;
1 Deputy Secretary of Defense memo on Information Technology (IT) Portfolio Management, March 22, 2004.

• Perform PfM Scorecard analysis for managing selected HRM systems; and
• Ensure that HRM systems comply with Control phase results.
3.1.3 Enterprise Architecture

HRM is working to create an EA that contains core business mission area, sub-mission area,
Component, and system-level architectures. The purpose of HRM EA is to:
• Help manage HRM information technology investments;
• Provide an overarching framework for future HRM program development and
enhancement;
• Serve as a blueprint to improve, reengineer, and integrate HRM best practice capabilities
into programmatic and system solutions for emerging business needs;
• Support alignment of information technology with business objectives;
• Foster interoperability among HRM, DoD, other federal agencies, and business partner
systems; and
• Serve as a Capstone Architectural Framework for all HRM.
Table 3-1. HRM Change Implications
HRM FOCUS AREA CHANGE IMPLICATIONS

Certification • Program managers are required to submit Certification packages.
• If systems or programs that meet the criteria are not submitted for or do not
receive Certification, funds cannot be executed.
Enterprise Architecture • EA will change the way HRM does business within DoD, and with other
federal agencies and business partner systems.
• It will impact HRM business and acquisition processes, IT investments, and
future HRM program developments and enhancements.
Portfolio Management • Strengthening the overall IT portfolio will eliminate redundant systems,
while impacting acquisition and system upgrades.
• PfM will impact the way HRM does business, whether it’s on a day-to-day
or more long-term basis.
3.2 Change Management Figure 3-1 Change Management Model

Model
As illustrated in Figure 3-1,
change management facilitates
a group’s transition from a state
of uncertainty to a state of
readiness for change by
assisting movement through the
circle from “Awareness” to
“Understanding” to “Ability.”
This process is sometimes
known as the “Ownership

Building Circle,” as it fully engages stakeholders in the change process, builds acceptance, and
results in stakeholders owning the change. This process is accomplished primarily through a
deep understanding of and interactive communication with stakeholders to resolve issues causing
resistance.
• The “Awareness” stage lays the groundwork for all other change management activities.
Stakeholders become familiar with impending changes in their organization, which opens
the first effective channel for ongoing communications.
• “Understanding” establishes the framework upon which to build stakeholder support and
sustained success. During this stage, stakeholders understand what changes are expected
of them and how the change process works as a whole.
• Successful change management efforts understand the complexities of each stakeholder
group’s resistance, recognize its unique communication and information needs, and tailor
appropriate responses. Therefore, in the “Ability” stage, stakeholders are taught the skills
and given the tools and other information necessary to embrace any change.
3.3 Strategic Communications Model

As illustrated in Figure 3-2, strategic communications, with respect to change management, is a
cyclical process comprised
of five phases. The first Figure 3-2 Strategic Communications Model
phase, “Analysis,” provides
a snapshot of the
organization’s current state,
including identifying
people, processes, and
technologies. Specific
organizational elements
that may be analyzed
include, but are not limited
to, internal and external
stakeholders, organization
mission, vision, goals, and
current methods for
communicating to
stakeholders.
The “Design,”
“Development,” and
“Implementation” phases
allow communicators to
leverage information gathered to design, develop, and implement strategies for internal and
external stakeholder buy-in. These strategies incorporate themes and key messages, various
communications tools and tactics, and numerous methods to reach the stakeholder groups with
the right information at the right time.
During the “Evaluation” phase, communicators assess performance by using feedback
mechanisms such as surveys, dedicated email boxes, website hit tracking, and focus groups
among other tools. Feedback results are incorporated into communications tools and tactics to
ensure that efforts are effective and meeting stakeholder needs. As the model indicates,
stakeholder feedback, when available, is incorporated into each phase.
3.4 Change Enablers

Change enablers are the key mechanisms that enable change and support ownership building
within the HRM stakeholder community. They include organization steering bodies, change
leaders, and integrated product teams or events.
• Organization Steering Bodies – HRM utilizes several organization steering groups that
involve representatives and/or senior leaders from various organizations. Each HRM
sub-mission area has established oversight groups, steering committees, and working
groups that focus on sub-mission area-specific lines of business. HRM has also
established a cross-sub-mission area structure to build a working relationship to improve
business operations and provide cross-core business mission area support to the sub-
mission areas and Components.
• For system Certification, the Department has established a governance structure. HRM
participates in this structure as described below.
• The Defense Business Systems Management Committee (DBSMC) is responsible for
overseeing transformation of DoD’s business processes across its core business mission
areas. Its overall goal is to ensure that the core business mission areas meet the needs and
priorities of the Warfighting Mission Area.
− The DBSMC is comprised of the Service Secretaries, Under Secretary of Defense
(Acquisition, Technology, and Logistics); the Under Secretary of Defense
(Comptroller); the Under Secretary of Defense for Personnel and Readiness; Vice
Chairman of the Joint Chiefs of Staff; Commander, U.S. Transportation Command;
Commander, U.S. Joint Forces Command; Assistant Secretary of Defense for
Networks and Information Integration; and the director of the Office of the
Secretary of Defense for Program Analysis and Evaluation, and the heads of the
DoD Agencies. The Deputy Secretary of Defense chairs the DBSMC.
− The HRM Investment Review Board (IRB) recommends and approves actions
regarding Certification. The DBSMC considers any Certification issues that could
not be resolved by the Under Secretary of Defense for Personnel and Readiness.
− The Investment Review Board Working Group (IRBWG) is a working-level group
that gathers information, performs analyses, and prepares Certification packages.
• Change Leaders – Change leaders are senior leaders in an organization who understand,
support, and commit to change within their communities. Executive-level and senior-
level support for HRM is critical for any large-scale HRM transformation. As a result,
HRM will continually seek to build executive and senior-level support. Appendix B:
Outreach Events to Date provides a listing of stakeholder briefings held since 2004.
Maintaining a stakeholder database helps track stakeholder involvement and determines
additional strategic outreach focuses.
• Integrated Product Teams/Events – HRM cross-sub-mission areas meetings and
associated working groups provide an opportunity for representatives from the sub-
mission areas, Services, and others to actively participate in HRM focus areas, including
Certification, PfM, and EA. These activities foster timely, two-way communications
between HRM and its stakeholders. In turn, stakeholders contribute to the development
of HRM strategy and/or products, while gaining a sense of ownership within the sub-
mission area and becoming knowledgeable advocates and spokespeople within their
organizations.
3.5 HRM Change Management and Communications Goals

In accordance with HRM’s near- and long-term goals and objectives, the overarching goal of the
HRM Change Management and Communications Strategy is to:
Increase awareness, understanding, and acceptance of HRM’s Portfolio
Management, Enterprise Architecture, Certification, and other efforts through
targeted change management and communications activities.
3.6 HRM Change Management and Communications Objectives

Given the multiple dimensions of change management, measurable objectives must be set to
achieve the overarching goal. Therefore, the supporting objectives for HRM’s change
management and communications efforts are:
• People – Inform stakeholders of HRM, promoting its goals, objectives, systems,
capabilities, benefits, and transformational efforts, and begin building advocates to
further increase awareness and understanding
• Technology – Orient stakeholders to new HRM Portfolio Management, Certification, and
Enterprise Architecture terminology and technologies, so they will be ready to receive
training and adopt the changes
• Process – Raise awareness of people, process, and technology changes as they impact
HRM stakeholders to encourage appropriate updates to policies and procedures, as
required
Table 3-2 Change Management Outreach Examples provides a sample of the kind of diverse
change management outreach efforts HRM may need to undertake to accomplish its goal and
objectives.
Table 3-2 Change Management Outreach Examples
PEOPLE TECHNOLOGY PROCESS

• Face-to-face meetings, • Certification training sessions • Identification of BPR opportunities
focus groups, stakeholder • Orientation to Certification, Portfolio • Outreach efforts to support
briefings Management, and Enterprise stakeholder groups in organizational
• Conferences Architecture terminology and restructuring
• Other change management technologies • Focus on change analysis, workforce
and communications • Dissemination, discussion of, and analysis, and policy/procedural
outreach events training on developing architectural updates in EA and PfM Working
views, diagrams, and charts Groups

4. HRM STAKEHOLDERS
The term “stakeholder” refers to any organization or individual impacted by or holding an
interest in HRM activities, policies, and programs. The HRM Stakeholder Analysis indicated in
the table below segments key stakeholders into categories and groups by level of involvement.
The analysis also notes insights into reaching these stakeholder groups. Reviewing the HRM
Stakeholder Analysis will allow HRM leadership and staff to target messaging, tools, and tactics
to the right audience at the right time.
Table 4-1 HRM Stakeholder Analysis
STAKEHOLDER
STAKEHOLDER GROUP(S) INSIGHTS/ADDITIONAL INFORMATION
CATEGORY
Level of Involvement: Core

Office of the • OUSD (P&R)
Under Secretary of Under Secretary of Defense for
Defense for Personnel and Readiness
Principal Deputy Under Secretary of
Personnel and Defense for Personnel and Readiness
Readiness (OUSD Assistant Secretary of Defense for
(P&R)) Health Affairs
Leadership Assistant Secretary of Defense for
Reserve Affairs
Deputy Under Secretary of Defense
for Program Integration
for Readiness
for Military Personnel Policy
for Civilian Personnel Policy
for Military Community and Family
Policy
for Equal Opportunity
for Plans
Level of Involvement: Tier 1
Services, • Joint Staff • Components are comprised of Services and/or
Components, and • Combatant Commands agencies.
Agencies • Department of the Army • HRM performs Certification and PfM for
Army National Guard
HRM systems for the following: Army, Air
Army Reserve Force, Navy, Marine Corps, Air Force
Reserve, Air National Guard, Army Reserve,
• Department of the Air Force
Marine Corps Reserve, Naval Reserve, and
Air Force Reserve Coast Guard Reserve.
Air National Guard
• Department of the Navy • Reserve Components in particular will be
interested in solution for pay issues and
U.S. Marine Corps
Marine Corps Reserve
rollouts of HRM systems.
Naval Reserve • DISA is an infrastructure provider (OASD
• Coast Guard Reserve (NII)).

STAKEHOLDER
CATEGORY
• Service members and dependents • In the warfighter area, personnel and
• Inspector General organizations are managed in Combat Service
Support systems, which execute “focused
• Defense Information Systems Agency logistics” (DLA).
(DISA)
• HRM pay interface to DFAS disbursements is
• Defense Intelligence Agency (DIA) a key area of work.
• Defense Logistics Agency (DLA) • HRM encompasses the organizations
• Defense Finance and Accounting conducting security background investigations
Service (DFAS) (DSS).
• Defense Security Service (DSS) • Uniformed Services University of Health
• Uniformed Services University of Sciences is part of the Military Health System
Health Sciences Sub-Mission Area and under Training
Capability – also involved in inputs to
• Homeland Defense credentialing.
• National Security Agency (NSA) • HRM under quality of life (QOL)/morale,
• Defense Commissary Agency (DeCA) welfare, and recreation (MWR) manages
• DoD Education Activity (DODEA) commissaries and other non-appropriated fund
operations (DeCA).
OSD Leadership • Office of the Secretary of Defense • OSD(PAE) conducts independent analysis for
• Office of the Under Secretary of and provides independent advice to the
Defense (Comptroller) Secretary and Deputy Secretary of Defense.
• Office of the Under Secretary of
Defense (Acquisition, Technology,
and Logistics)
• Office of the Assistant Secretary of
Defense for Networks and Information
Integration (OASD (NII))
• Office of the Director for Program
Analysis and Evaluation OSD(PAE)
Transformation • Financial Management
Partners • Material Supply and Service
Management
• Real Property and Installation
Lifecycle Management
• Weapon System Lifecycle
Management
Non-DoD Partners • Department of Veterans Affairs (VA)
• Department of Homeland Security
• National Archives and Records
Administration (NARA)
• Department of Labor
• National Oceanic & Atmospheric
Administration (NOAA)
• Public Health Service (PHS)
Non-Government • United Service Organizations (USO) • OUSD (P&R) assumes responsibility for
Support health, welfare, and safety of USO and Red

STAKEHOLDER
CATEGORY
Organizations • American Red Cross Cross employees, etc. when they are sent into
theatres.
Foreign • Foreign governments • Foreign governments and military
Organizations • Foreign military organizations organizations are international user groups for
the Defense Integrated Military Human
Resources System (DIMHRS):
Canada—Military Officer Exchange programs
Great Britain, Australia—DIMHRS,
Peoplesoft
Legislative/ • Congress
Oversight Bodies • Congressional Budget Office
• Government Accountability Office
• Office of Personnel Management
• Office of Management and Budget
Other Non-DoD • Department of State
Partners • Social Security Administration
• Federal Bureau of Investigation
• All 50 state governments
• Territorial governments
• District of Columbia
• Department of Justice
Media • Local media
• National media
• Trade media
Figure 4-1 HRM Stakeholders by Level of Involvement
below,
graphically depicts the relationship between the different stakeholder groups.

Figure 4-1 HRM Stakeholders by Level of Involvement
5. HRM THEMES AND KEY MESSAGES

One of the most important elements for successful HRM change management and
communications planning is an overall theme used to reach stakeholders with essential concepts.
To further reinforce this theme, it should be incorporated into all materials associated with the
HRM change management/communications strategy.
The theme for the HRM Change Management and Communications Strategy is:
Human Resources Management: Changing the Way HR Serves You
Using the theme as a guide, communicators develop key messages to help deliver targeted
messaging to each stakeholder group. Knowing when and how to distribute key messages is
critical in engaging stakeholders to obtain buy-in and successfully implementing change.
Key messages are usually one- to two-sentence, high-level statements that are used to support
and construct communication tools and tactics. These statements are designed to help anticipate
stakeholder needs and address unique concerns. Messages are clear, simple, easy to understand,
and personalized. Over time, key messages should be changed or fine-tuned to ensure that HRM
incorporates new stakeholder needs into ongoing change management and communications
planning.
HRM key messages are segmented by focus area, and are listed below.
• General HRM Key Messages:
“HRM provides pay, benefits, entitlements, and other human resources
services to more than 3 million military and civilian DoD employees, retirees,
and their dependents.”
“HRM provides quality human resources services in a fiscally responsible

manner in accordance with DoD transformation goals and government
directives.”

“HRM develops and provides guidance for Enterprise Architecture, Portfolio

Management, and Certification to improve systems and processes impacting
its stakeholders.
• Certification Key Messages:

“The FY 2005 National Defense Authorization Act mandated Certification for
systems whose development or modernization cost is in excess of $1 million.
In accordance with this directive, HRM is responsible for the Certification of all
of its human resources management systems.”
“HRM informs the sub-mission areas, portfolios, Services, agencies, and

Components on the Certification requirements for system expenditures–
development, modernization, or upgrades—greater than $1 million.”
“HRM acts as a resource for and provides guidance to program managers or

their designees throughout the Certification process.”
• Enterprise Architecture (EA) Key Messages:

“HRM EA will provide both financial and functional benefits to HRM in addition
to changing the way it interfaces with other core business mission areas.”
“HRM EA acts as a blueprint to document HRM business processes, to help

manage HRM information technology investments, and to provide an
overarching framework for future HRM program developments, enhancements,
and emerging business needs.”
“HRM EA contains core business mission area, sub-mission areas, portfolios,

Component, and system-level architectures. The resulting framework will
serve as a Capstone Architectural Framework for all HRM and foster
interoperability among HRM, DoD, other federal agencies, and business partner
systems.”
“HRM is currently developing three sub-architectures in addition to its core

business mission area-level architecture. These architectures will be
integrated with each other as well as the Business Enterprise Architecture and
Global Information Grid.”
• Portfolio Management (PfM) Key Messages:

“HRM employs a four-phased approach to PfM that will balance IT capabilities
and risks, while maximizing financial efficiencies, functional utility, technical
fitness, and program performance. Overall, this approach results in HRM using
its resources effectively and efficiently to meet its mission.”
“HRM collaborates with human resources management system owners to help

group and categorize existing systems, eliminate redundant systems, and
strengthen the overall IT portfolio. Over time, the PfM process will also include
acquisition and system upgrades.”
“PfM is a long-term, cyclical process mandated by Congress and DoD.

Currently, DoD spends more than $25 billion on IT. DoD-wide PfM could save
the Department millions of dollars.”

6. TOOLS AND TACTICS

A successful communications plan utilizes a variety of communication tools to reach the right
audience with the right message at the right time. For each of the communication tools used,
initially and in the long run, HRM will emphasize methods for increasing awareness and
understanding, align efforts of affected parties, and educate stakeholders. The following chart
names and describes each tool or tactic, its recommended frequency, and appropriate stakeholder
audience. Tools and tactics are grouped by level of engagement—low, medium, or high. These
groupings indicate the level of stakeholder interaction required in using any given tool or tactic.
Table 6-1 Communications Tools and Tactics
TOOL OR DESCRIPTION FREQUENCY STAKEHOLDER AUDIENCE

TACTIC
Low Level of Engagement
Architectural diagrams Diagrams that graphically depict Use and update as • Services, Components, and
architectural information. May include all needed. Agencies
views, operational views, systems views,
technical views, etc. • OSD Leadership
• OUSD (P&R) Leadership
Backgrounder A three- to four-page piece that gives Use for launch and • All stakeholders
general/background information about an upon request. Update
organization or issue. May include history, quarterly as needed.
organization, and operations information,
among other topics.
Boilerplate (standard A short paragraph (three to five lines) of Use as needed. • All stakeholders
language) standard language that communicates the Update annually.
essence of an organization—what it is, how
to get more information, etc. Normally
placed at the end of communications
products like news releases.
Calendar of events A schedule of events or activities to be used Publish and update • Services, Components, and
as a reference by stakeholders. monthly. Agencies
• OSD Leadership
• Non-DoD Partners
Electronic newsletter A product normally comprised of news and Quarterly or monthly. • Services, Components, and
feature articles, a message from leadership, Agencies
etc. that highlights an organization’s
achievements, news, and events. Distributed • OSD Leadership
via e-mail. May be archived on a website. • OUSD (P&R) Leadership
Fact sheet A short—normally one page—sheet that Use for launch and • All stakeholders
provides basic or high-level upon request. Update
information/facts. Possible topics include quarterly as needed.
sub-mission areas and portfolios, major
human resources management systems,
Certification, PfM, EA, Human Resources
Management Integration Division, HRM
(mission, vision, goals, important dates,
milestones, etc.).


TACTIC
Feature article A short, descriptive, and/or creative news Use semi-annually. • Media
article containing “soft news,” or interesting
but not necessary information. Written from
an in-depth perspective and longer than a
news release. Can be a behind-the-scenes
story of a process, a day-in-the-life story of a
person, etc.
Focus area visual Visuals that provide information regarding Use and update as • Services, Components, and
materials PfM, EA, or Certification. Possible needed. Agencies
examples: diagrams, flow charts, slicks, etc.
• OSD Leadership
Frequently Asked A collection of recurring questions and Update monthly. • All stakeholders
Questions (FAQ) answers for reference. Can be posted on
websites, included in information kits and
brochures, and designed to appeal to different
stakeholders.
Glossary of terms A print or electronic collection of definitions Update quarterly. • All stakeholders
and/or acronyms for key organizations, focus
areas, etc.
HRM News A 22 by 30-inch poster that highlights HRM Quarterly. • Services, Components, and
achievements. Normally contains Agencies
information on each sub-mission
area/portfolio. Printed, mounted, and • OSD Leadership
displayed in the Information Management • Foreign Organizations
Office entrance.
• Legislative/Oversight Bodies
• Non-DoD Partners
Information kit A folder containing various reference Use for launch and • All stakeholders
materials. May include (but is not limited to): upon request. Update
leadership biographies, backgrounders, fact quarterly as needed.
sheets, brochures, position papers, and other
visuals. Can be customized for audience.
List serve A vehicle for disseminating the same Use as needed. • Services, Components, and
information quickly to a large number of Agencies
stakeholders. Sent via e-mail. Can be created
initially from the Touch Matrix database. • OSD Leadership
Individuals can be removed or added to a list • Legislative/Oversight Bodies
serve by request. Information disseminated
may include: • Non-DoD Partners
• “Message from the Core Business • Other Non-DoD Partners
Mission Area Manager” • OUSD (P&R) Leadership
• Quick Tips
• Lessons Learned
• Schedule changes
• Hot News
Memo/Position paper A three- to four-page memo or paper that Use as needed. • DoD Leadership
explains a certain issue stance or viewpoint
using approximately three main points and
• Legislative/Oversight Bodies
supporting information. • OUSD (P&R) Leadership


TACTIC
News release A short, one- to two-page piece that gives Use as needed. • Media
news editors the main points/facts of a “hard
news” story. Hard news may include events,
achievements, product or service
announcements, leadership changes, etc.
Must have a news “hook” or angle.
Poster An 11 by 17-inch or larger, full-color printed Use as needed. • Services, Components, and
piece that utilizes eye-catching visuals to Agencies
generate awareness and/or convey
information about an event, product, service,
or other news. Would include HRM branding
and key messages.
Training CD A collection of background information and Use as needed. • Services, Components, and
files for submission on CD. To be distributed Agencies
at the end of training sessions.
Tri-fold brochure A six-panel printed piece used to generate Use as needed. • All stakeholders
awareness and persuade or inform. Normally Update quarterly.
full color with numerous visuals. Can be
various sizes (e.g., 11 by 17 inches, 8.5 by 11
inches). Possible topics: each sub-mission
area .
Website (core business A group of web pages that serves as an up- Check weekly. • All stakeholders
mission area, sub- to-date resource and repository for Update as needed.
mission area, etc.) information, including soft copies of relevant
communications products.
Certification web page A web page that provides up-to-date
Certification information and materials. May
include Certification briefings, background
information, files for submission, a
Certification schedule, Certification-related
diagrams, etc.
PfM web page
A web page that provides up-to-date PfM
information. May include PfM briefings,
background information, updates, PfM-
EA web page related diagrams, etc.
A web page that provides up-to-date EA
information. May include briefings,
background information, architectural
Media Center diagrams, and/or products.
A repository for electronic versions of
communications products. Located on the
web site.
• Medium Level of Engagement
Briefing A tailorable presentation that addresses key Use as needed. • All stakeholders
topics or issues. May be followed by a Q&A
session.
Talking points
The voice track that accompanies a brief.
Online feedback A Web-based tool that allows stakeholders to Use as needed. • All stakeholders
mechanism provide input. Can submit input via online
form or e-mail address.
State of the Core A face-to-face meeting that gives Quarterly or semi- • Services, Components, and
Business Mission Area stakeholders updates regarding recent HRM


TACTIC
meeting achievements, future plans, etc. Also an annually. Agencies
opportunity for networking.
• OSD Leadership
• High Level of Engagement
Booth A mobile, visually appealing stand for Use at conferences • All stakeholders
exhibiting and disseminating and road shows.
communications materials and information at Review content,
conferences and/or road shows. Increases display, and design
awareness and name recognition while prior to each use.
communicating key messages.
Brown bag A somewhat informal, lunch-time session Use as needed. • Services, Components, and
where participants receive information, Agencies
watch demonstrations or briefings, and/or ask
questions.
Change and Collaborative forums where HRM and its Use as needed. • Services, Components, and
Communications stakeholders: Agencies
Working Groups
• Develop and execute change
strategies and plans
• Complete change analyses
• Develop and execute
communications plans
• Develop products/messages.
Collaborative sessions Events tailored for specific audiences that Use as needed. • Services, Components, and
may include but are not limited to a plenary Agencies
session followed by breakout sessions. May
include briefings, information kit, and related
communications products.
Conference An event where communicators use a booth, Attend as • All stakeholders
information kits, trinkets/giveaways, appropriate.
briefings, and other related communications
materials to disseminate up-to-date
information and collect stakeholders’
impressions and feedback. Brings together a
large number of stakeholders interested in a
particular topic. May include briefings,
workshops, Q&A sessions/panel discussions,
networking events, etc.
Executive-level A modified collaborative session. May not Use upon request. • OSD Leadership
briefing utilize the same communications products as
those used in collaborative sessions.
Focus group A session where participants are pre-screened Use as needed. • Services, Components, and
and then questioned by a trained facilitator Agencies
about a specific subject. Participants may
receive read-ahead materials, briefings, and
other communications products. Findings
and other information are submitted in a final
report to the client after the event.
Road show A face-to-face meeting between an Use as appropriate. • Services, Components, and
organization and its stakeholders held at a Agencies
series of locations, where communicators


TACTIC
disseminate up-to-date information and
collect stakeholders’ feedback. Brings
together a large number of stakeholders
interested in a particular topic. May consist
of briefings, demonstrations, and/or a
question and answer (Q&A) session.
Technical training A hands-on walk-through of technical Use upon request. • Services, Components, and
session processes, products, and related documents, Agencies
followed by a Q&A session. Possible topics
include Certification, PfM, and EA.
Participants may receive a CD with
background information and files for
submission.
Technical working An in-depth session that educates Use as needed. • Services, Components, and
group stakeholders about a particular topic via Agencies
briefings, activities, Q&A sessions, etc.
Possible topics include Certification, PfM,
and EA.
7. EXECUTION APPROACH
As of this plan’s publication date, most HRM stakeholders are in the “Awareness” stage, which
means they are becoming familiar with impending changes in the organization. Before outlining
a full execution plan, HRM should undertake the following steps:
• Solidify the HRM communications infrastructure—ensure standardization in language,
terminology, and basic products (Website, work templates, etc.) so that stakeholders have
a common language in speaking about and understanding HRM
• Solidify HRM focus areas—determine which areas within HRM will have the most
impact on stakeholders
• Solidify HRM key messaging—ensure that all messaging is timely, highlights HRM
focus areas, and meets stakeholder needs
• Determine HRM timelines and milestones—identify specific HRM timelines and
milestones so that developed tools and tactics communicate critical key messaging about
changes within HRM
8. EVALUATION
In any given program, communicators typically use several different methods to measure
effectiveness. Some methods are quantitative, providing numerical values, while other methods
provide anecdotal, or qualitative information. These methods are essential to a successful
communications program, because they help assess how effectively the program is meeting
stakeholder needs. Evaluation methods can also be used to improve change management and
communications activities throughout the life cycle of the program.

8.1 Quantitative Methods

Quantitative methods, also known as progress indicators, gauge the number of stakeholders
reached through change and communications efforts, the type and number of products
distributed, and the frequency with which the organization reaches each stakeholder. They may
be used to help determine the effectiveness of events, websites, communications products, or
media placements, among others. See Table 8-1 Methods for Measuring Success for specific
examples.
8.2 Qualitative Methods

Feedback mechanisms are qualitative methods that support two-way dialogue between an
organization and its stakeholders. This dialogue allows stakeholders to provide input about
initiatives and how those initiatives meet their needs. In this way, feedback mechanisms help
communicators determine stakeholders’ level of understanding or acceptance. Continual
feedback also promotes ongoing key message and product improvement to increase effective
communications and decrease misinformation. Specific examples like the survey, focus group,
and face-to-face interview are described below. A full list of examples can be found in Table 8-1
• Whether print or electronic, a survey is a quick, relatively inexpensive method to gather
anonymous feedback about the quality of communications events and products, potential
communications issues or concerns, and other information. Print surveys can be
distributed at events or included with communications materials, while electronic surveys
can be made available through a website or sent via e-mail. All surveys can be as broad
or as narrow as necessary, asking stakeholders to provide their feedback on all or some
change management and communications activities. Additionally, surveys can be used to
measure pre- and post-activity knowledge on a given topic to identify areas of increased
understanding or remaining misconceptions.
• A more sophisticated tool for gathering feedback is the focus group, where participants
are pre-screened and then questioned by a trained facilitator about a specific subject. The
focus group is more involved than the survey, but can provide more in-depth information.
Facilitators are able to probe answers with additional questions to get at the root of a
concern, issue, etc. Facilitators also have the opportunity to read body language and
other nonverbal cues for additional information.
• Similar to a focus group, the interview uses a trained professional to question
stakeholders in person about a specific subject. Since the interview is one-on-one,
however, a facilitator may be able to solicit more detailed verbal and nonverbal
information from a stakeholder than if he or she were part of a larger group.
Table 8-1 Methods for Measuring Success
QUANTITATIVE: PROGRESS
QUALITATIVE: FEEDBACK MECHANISMS
INDICATORS
• To determine the number of stakeholders • To gauge stakeholders’ level of understanding and/or acceptance, analyze:
reached, track the frequency and/or use of: Print or electronic surveys
Website hits Focus groups
Feedback e-mail Face-to-face interviews
Events an organization has hosted and/or Other face-to-face interactions
presented at • Meetings
Attendees at each event • Collaborative sessions

QUANTITATIVE: PROGRESS
QUALITATIVE: FEEDBACK MECHANISMS
INDICATORS
Communications materials distributed • Road shows
Media coverage and circulation figures • Conferences
• Training sessions
• Working groups
• Brown bags
Feedback e-mail via HRM Website
Unsolicited feedback via telephone, e-mail, etc.
8.3 Strategic Use of Evaluation Methods

Using the abovementioned feedback mechanisms and progress indicators will help HRM
continue to refine its change management and communications activities. An important point,
however, is that not all evaluation methods are created equal. For example, tracking the number
of stakeholders at a technical training session may provide a rough estimate of how many
stakeholders were touched. However, that indicator does not show whether or not those
stakeholders understood the information that was communicated to them. An example of a more
appropriate, strategic use of feedback mechanisms and progress indicators would be to track the
number of participants and type of materials distributed at a training session, in addition to
surveying participants to determine whether or not they understood the training and materials.
Changes could then be made to the training session and/or materials based on participants’
feedback.
9. CONCLUSION
This strategy outlines an HRM change management and communications approach, while providing a
goal and objectives, themes and key messages, tools and tactics, and other relevant information. The
framework outlined in this strategy will allow HRM to execute effective change communications and
support its stakeholders in moving through the phases of change to result in an increased commitment to
HRM initiatives. Using this iterative process will also ensure that HRM’s change management and
communications program remains flexible and adjusts to the changing needs of all stakeholders.

Appendix A: Acronyms
Table A-1 Acronyms
BPR BUSINESS PROCESS REENGINEERING

CD Compact disc
DBSMC Defense Business Systems Management Committee
DeCA Defense Commissary Agency
DFAS Defense Finance and Accounting Service
DIA Defense Intelligence Agency
DIMHRS Defense Integrated Military Human Resources System
DISA Defense Information Systems Agency
DLA Defense Logistics Agency
DoD Department of Defense
DODEA Department of Defense Education Activity
DSS Defense Security Service
EA Enterprise Architecture
FAQ Frequently Asked Questions
FY Fiscal year
HR Human resources
HRM Human Resources Management
IRB Investment Review Board
IRBWG Investment Review Board Working Group
IT Information technology
JR&IO Joint Requirements and Integration Office
MWR Morale, welfare, and recreation
NARA National Archives and Records Administration
NOAA National Oceanic & Atmospheric Administration
NSA National Security Agency
OASD (NII) Office of the Assistant Secretary of Defense for Networks and Information
Integration
OSD (PAE) Office of the Secretary of Defense for Program Analysis and Evaluation
OUSD (P&R) Office of the Under Secretary of Defense for Personnel and Readiness
PfM Portfolio Management
PHS Public Health Service
Q&A Question and answer
QOL Quality of life
SES Senior Executive Service
USO United Service Organizations
VA Department of Veterans Affairs
HRM Change Management and Communications Strategy A-1

Appendix B: Outreach Events to Date

Table B-1 Outreach Events to Date (as of 5/02/05, organized by date)
EVENT NAME DATE TARGET AUDIENCE LOCATION

BMMP Enterprise BMMP EA Conference
Architecture attendees
Compliance Briefing 4/27/04 TMA, Information Arlington
Management Office, and
DFAS
(System: DMRSi)
Compliance Briefing 6/10/04 Military Health System, Arlington
TMI&S, and CITPO
(Medical systems)
Compliance Briefing 6/15/04 DFAS and other Arlington
(System: FCP)
Compliance Briefing 6/22/04 USD (AT&L) and DAU Arlington
(System: DAWIS
Compliance Briefing 6/23/04 EI/DS, TMI&S, TMA, Arlington
CAM&O/IMTR, CTA,
RITPO
(Medical systems)
Compliance Briefing 7/22/04 Army Arlington
(System: eHRS)
Compliance Briefing 7/30/04 Navy Arlington
(System: Job
Advertising & Selection
System)
Compliance Briefing 8/23/04 Information Arlington
Management Office
(System: DPRIS)
(System: ARIMS)
(System: eHRS)
Compliance Briefing 9/23/04 Army, MEPCOM, Fort Belvoir
OASD (NII)
(System: MIRS)
Compliance Briefing 9/24/04 MEPCOM Springfield
(System: MIRS)
Compliance Briefing 10/06/04 Air Force Arlington
(Air Force systems)
Compliance Briefing 10/06/04 CACI, Inc., MID Arlington
(System: DPRIS)
(Army systems)
HRM Change Management and Communications Strategy B-1


(Army systems)
Compliance Briefing 10/26/04 Army, Air Force, Navy, Quantico
Marine Corps, Coast
Guard, Information
Management Office,
NARA, NPRC, VA,
OASD (NII)
(System: JPRIG)
Compliance Briefing 11/08/04 TMA, TMIP, CAM&O, Arlington
CITPO, RITPO, JMISO,
TIMPO, TMS IMT&R,
EI/DS, CTA
(Military Health
systems)
(Army systems on
withhold)
Compliance Briefing 11/30/04 Navy Washington, D.C.
(System: HRMS)
HRM Kick-off 12/07/04 Sub-domains Arlington
Meeting—EA
collaboration session
Meeting—Compliance
Assessment breakout
session
Meeting—plenary
session
Architecture Sharing 1/10/05 All DoD agencies Arlington
Day
Compliance Briefing 1/13/05 MEPCOM Arlington
Compliance Briefing 1/25/05 DeCA Arlington
Compliance Briefing 2/01/05 Air Force Arlington
(Systems: ETTAP,
AFRISS, and MILPDS)
Certification Briefing 3/17/05 Army Alexandria
(System: ALPMS)
EBPM Workshop 4/04/05 Mr. Brinkley and Mr. Arlington
Modly
Certification Briefing 4/05/05 Army Records Alexandria
Management and
Declassification Agency
(System: ARIMS)
Certification Briefing 4/06/05 Army Arlington
(Army personnel
systems)
Certification Briefing 4/21/05 Air Force Surgeon Falls Church


General’s office
(System: ICDB)
SFIS Organization 4/22/05 OUSD (C) (FM), OUSD Arlington
Workshop (AT&L) (I&E and
ACQ), OSD (HA),
TMA, ASD (NII), JS-J-
8,
BMMP All Hands 4/27/05 BMMP program Arlington
stakeholders
SFIS Organization 4/27/05 OUSD (C) (FM), OUSD Arlington
Workshop (AT&L) (I&E), TMA

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Human Resources Management

Core Business Mission Area

Change Management and

HRM Change Management and Communications Strategy i

VERSION PUBLICATION DATE AUTHOR DESCRIPTION OF

HRM Change Management and Communications Strategy ii

HRM Change Management and Communications Strategy 1

2.2 Document Organization

3. CHANGE MANAGEMENT AND COMMUNICATIONS

HRM Change Management and Communications Strategy 2

To achieve a smooth transition,

3.1.2 Portfolio Management

HRM Change Management and Communications Strategy 3

3.1.3 Enterprise Architecture

HRM FOCUS AREA CHANGE IMPLICATIONS

3.2 Change Management Figure 3-1 Change Management Model

HRM Change Management and Communications Strategy 4

3.3 Strategic Communications Model

3.4 Change Enablers

3.5 HRM Change Management and Communications Goals

3.6 HRM Change Management and Communications Objectives

PEOPLE TECHNOLOGY PROCESS

HRM Change Management and Communications Strategy 7

Level of Involvement: Core

HRM Change Management and Communications Strategy 8

HRM Change Management and Communications Strategy 9

Figure 4-1 HRM Stakeholders by Level of Involvement

HRM Change Management and Communications Strategy 10

Figure 4-1 HRM Stakeholders by Level of Involvement

5. HRM THEMES AND KEY MESSAGES

“HRM provides quality human resources services in a fiscally responsible

HRM Change Management and Communications Strategy 11

“HRM develops and provides guidance for Enterprise Architecture, Portfolio

• Certification Key Messages:

“HRM informs the sub-mission areas, portfolios, Services, agencies, and

“HRM acts as a resource for and provides guidance to program managers or

• Enterprise Architecture (EA) Key Messages:

“HRM EA acts as a blueprint to document HRM business processes, to help

“HRM EA contains core business mission area, sub-mission areas, portfolios,

“HRM is currently developing three sub-architectures in addition to its core

• Portfolio Management (PfM) Key Messages:

“HRM collaborates with human resources management system owners to help

“PfM is a long-term, cyclical process mandated by Congress and DoD.

HRM Change Management and Communications Strategy 12

6. TOOLS AND TACTICS

TOOL OR DESCRIPTION FREQUENCY STAKEHOLDER AUDIENCE

HRM Change Management and Communications Strategy 13

TOOL OR DESCRIPTION FREQUENCY STAKEHOLDER AUDIENCE

HRM Change Management and Communications Strategy 14

TOOL OR DESCRIPTION FREQUENCY STAKEHOLDER AUDIENCE

HRM Change Management and Communications Strategy 15

TOOL OR DESCRIPTION FREQUENCY STAKEHOLDER AUDIENCE

HRM Change Management and Communications Strategy 16

TOOL OR DESCRIPTION FREQUENCY STAKEHOLDER AUDIENCE

HRM Change Management and Communications Strategy 17

8.1 Quantitative Methods

8.2 Qualitative Methods

HRM Change Management and Communications Strategy 18

8.3 Strategic Use of Evaluation Methods

HRM Change Management and Communications Strategy 19

BPR BUSINESS PROCESS REENGINEERING

HRM Change Management and Communications Strategy A-1

Appendix B: Outreach Events to Date