Minimum Qualifications MINIMUM QUALIFICATIONS
– Bachelor’s degree and six or more years of professional experience in cross-functional areas or leading cross-functional organizational projects, including at least two years of supervisory experience or one year of managerial experience.
– Track record of successful organizational change experience, with goals to achieve and identify strategic business objectives and benefits.
– Demonstrated experience working with diverse teams; demonstrated interpersonal and communication skills and the ability to establish and maintain relationships at all levels within the enterprise.
– Exceptional written and oral communication skills — essential for interacting with key stakeholders across the project to manage, inform, and influence successful project outcomes.
– Organizational development training, change management training, and/or certification are highly desirable.
– Experience with, and deep knowledge of change management methodologies, approaches, and tools.
Duties Description The functional title of this position is Director Organizational Change Management for the Human Resources Management System (HRMS) project. The incumbent will report directly to the Project Director and work with the project team, consortium agencies, and key stakeholders to ensure successful implementation of project and goals.
Leadership and Project Management
– Provide leadership for the overall HRMS OCM effort that includes, but is not limited to, over 60 NYS agencies and offices.
– Manage the HRMS Systems Integration (SI) vendor and subcontractor OCM efforts.
– Provide leadership for the overall project communication strategy that ensures coordination with other HRMS project components such as training and knowledge transfer.
– Work closely with the project director, team, and System Integrator to develop, guide, and support the overall HRMS strategic planning effort and ensure alignment with other HRMS project components.
– Support project management activities by developing and updating project schedule, identifying, reporting, and managing project issues and risks, and managing project scope as it pertains to OCM and training activities.
– Prepare reports, presentations, and other materials to communicate HRMS project updates and activities to key stakeholders.
– Provide day-to-day supervision of HRMS project staff assigned to OCM-related efforts.
OCM Planning, Management, and Implementation
– Work closely with the HRMS Project Director and project team, Office of Information Technology Services (ITS), and SI staff to develop an organizational change management plan for the project.
– Analyze all relevant project artifacts and documentation to contextualize how the new resulting system and processes will affect organizational change for consortium agencies.
– Build upon the existing project stakeholder analysis to document all internal and external stakeholders who will be impacted by the HRMS project results.
– Identify all anticipated stakeholder impacts due to the changes, corresponding adaptation requirements, and when the impact will occur, as well as develop a plan to prepare the organization/stakeholders for the implementation of the new system processes.
– Develop and conduct change impact assessments for stakeholder groups, considering individual staff skill levels, knowledge, effort, behavior, organization, and responsibility.
– Review business requirements document (BRD) workflow processes within agency business units and present detailed future-state workflow recommendations that will support the successful implementation of the future state.
– Work with HRMS project team, ITS, and SI to execute the organizational change management plan and confirm agency and stakeholder readiness for the implementation of the new system and processes as they go live.
– Document, track, and report progress on stakeholder group changes and adoption readiness.
– Build Organizational Buy-In and Support for the Change Initiative.
Develop an Effective Implementation Support Plan
– Develop an organizational readiness plan that is aligned with the HRMS go-live deployment plan. The plan shall identify organizational implementation support strategies and escalation procedures.
– Work with the SI to develop and administer a business readiness assessment.
– Based on the results of the assessment, develop, and manage a business readiness approach for various stakeholders.
– Create a dashboard to track go-live readiness from an OCM perspective.
– Identify implementation support strategies and escalation procedures.
– Document the expected support requirements for each stakeholder group and align with project support capabilities and resource skills.
– Assess how to involve stakeholders during the implementation support period using tools such as a help desk or daily status calls and assist organizational leaders with implementation.
Provide a Post-Go-Live Support Plan to Confirm Adoption of the Implemented Solution
– Determine the audience and processes for performing adoption assessment.
– Define the criteria against which adoption will be measured.
– Gain leadership support to achieve the future-state organizational changes as part of the long-term vision.
– Develop long-term communication and messaging strategies as well as cultural activities to support the future vision.
– Conduct knowledge transfer activities with organizational leaders as assigned.
Some positions may require additional credentials or a background check to verify your identity.
Office of Human Resources and Administrative Planning