What is an initiative

An initiative is any strategy, project or work that has significant impact on the people or the customers of the organisation. Some organisations make distinctions between program, project and initiative, however all of these are initiatives.

Examples of initiatives could be:

  • New product launches
  • Restructuring
  • Marketing campaigns
  • New legislative policy
  • Updated technology system
  • Business process improvement
  • Culture change

What is a change impact

A change impact is when an initiative results in a change in how people understand and perform their work. This will subsequently result in time required to digest the change and work in a different way. For example, with a new system being introduced, the change impacts could be 1) subject matter experts involvement in ensuring the system is designed to the business needs, 2) information session for users on why the new system and what to expect 3) a series of team-specific briefing sessions 4) training superusers, 5) training sessions for users 6) users embedding the usage of the new system.

For initiatives with minimal impact, employees attending a few meetings and reading a few emails may suffice. However, for larger initiatives with greater impact, workshops, training and a series of meetings may be required.

Change also impacts customers. If there is a change in how the customer understands or interacts with the organization or its products or services, then the initiative has a change impact.

When should an initiative be entered

An initiative should be entered into The Change Compass if it has at least minimal change impact as defined by the organization. If you have Administrator access you can edit this under Settings > Field Setup > Employee Impact > Level or Settings > Field Setup > Other Impact > Customer Impact Level . For example, if the lowest change impact level is that the user needs to attend a minimum of 2 meetings and read several emails, then any change impact below this threshold may not need to be entered.

Please also note that The Change Compass is focused on people and customer impacts primarily. However, you may also capture process and system impacts. For example, if a change impact is a purely backend system update with no changes for the employee or the customer whatsoever, then the initiative may be captured as a system impact.

Timing-wise, an initiative should be entered into the system as soon as the initiative is known. This could be in the business case or high level scoping stage. Later on, when there is some understanding of the nature of the high level initiative impact then specific impacts may then be entered. As the initiative progresses and detailed impacts are better understood, then updates may be required. With agile projects, there may be regular changes, so regular updates are critical to ensure data accuracy.

Who should enter an initiative

An initiative should be entered by someone who is involved in the initiative. Ideally, the person who is closely involved in the progress and implementation of the initiative and is able to enter and update initiative details as required. Typical roles here include project manager, change manager, operations manager, analyst, etc.

How is the data kept up to date

The person entering the data is accountable for keeping the data up to date. If there have not been updates within 4 weeks, the system will prompt the user through email to verify the initiative is up to date. Updates to the initiative include any changes to any part of the data fields. If there has been no changes to the initiative but all of the details are still current, then the user may go to View/Edit initiative and then click on the Status field to update the initiative.

The reporting tools will show initiatives that are not updated as ‘red’ versus ‘green’; acting also as a mechanism for the organization to reinforce compliance to keep the data up to date.

How to enter sensitive initiatives

At times, the organization may be involved in planning an initiative that is deemed sensitive and confidential, thus, the initiative owner may not want to communicate the content of the initiative during the planning phase. This may include restructuring or leadership changes.

In this situation, owner of the initiative can limit the access of the initiative to specific users by going to View/Edit initiative then Access Initiative by selecting users from the users list.

The Administrator will always have access to this information due to security reason. For example, in case the user who entered the initiative leaves the organisation or different hierarchy changes are required and thereby needing to make changes to the initiative.

Signing into The Change Compass

  1. Enter your Email address and Password and click the Login button
  2. Tick Remember Me box to automatically sign in in the future
  3. Click Forgot Password if you’ve forgotten your password, and after entering your email and pressing Email Link and your password will be sent to your registered email address.  The speed in which you receive this email will depend on your email server.  If you’ve forgotten the registered email address you will need to contact your Administrator for help.

Exploring The Change Compass Tool

Home page

  1. The Home page is the first page you will see when you log into The Change Compass. It shows you some shortcuts to other sections of the website as well as the User and Administrator guide.
  2. The navigation toolbar is on the left hand side of every screen in the tool and provides you with quick links with key functions. The Reports tab takes you to the section containing various reporting tools. Your Login name is shown next to the company logo, you may click Log off at the bottom of the navigation bar to sign out.
  3. To quickly become familiarised with key features of The Change Compass click the Tour tab.

Using The Change Compass on a mobile device

  1. When viewing The Change Compass on a mobile device such as an iPhone or an Android phone, or tablets, the website will display an optimized version of the page.
  2. The mobile interface is designed for easy access on the go. Though you are able to undertake most tasks as a user, it may be easier to read some of the reports and initiatives on a tablet or a computer versus a phone.

Initiatives page

This is where you can Add, Search, View, Edit or Import initiatives.

How to create an initiative

1. Go to the Initiatives tab by selecting it on the main navigation toolbar, to add an new initiative by clicking on Add A New Initiative.

2. Please note that all compulsory fields are indicated using an asterisk “ * “ and must be filled in before the initiative can be saved.

3. Fill out fields in the Initiative Info, Strategies and Access Initiative sections. For Name please enter the name of the initiative but be careful not to duplicate initiaitives and use any agreed organisational naming convention guidelines. Please note that Contact is the person who may be contacted for information about the initiative, who usually is the person entering the initiative. Owner is the owner of the initiative, for example the project manager. You may select multiple Company Strategy and Division Strategy fields if applicable. You can also limit the access to this initiative to a specific user from the user list during the planning stage or for other confidencial reason in Access Initiative section.

4. If details in the initiative have not changed (as there have not been changes required) after 4 weeks please click the Status box. This indicates to others that the data contained in the tool is still current.  If the Status box is not clicked and there has been no updates to the initiative within 4 weeks, then a system generated email will be sent to the user who entered the data.

5. To proceed, click on SAVE & ADD IMPACT. However, if you do not yet know the impacts of the initiative then you can stop here.

6. Enter data in the Employee Impact section.

Impact Name: Enter the name for each employee impact.  For example, briefing sessions, awareness campaign, town hall meetings, training, understanding role changes, embedding the adoption of the new system, etc.

Hierarchy: There are three levels of hierarchy that may be indicated: 1) The Division, 2) the subdivision within the divisions and 3) the team within the subdivisions. Once a division is selected, its subdivisions and teams are automatically selected. If not all subdivisions and teams are impacted, remove them from the selection. Please note that the individual units for this hierarchy are set by your Administrator.  Also note that business units lower than the top three level of hierarchy (lower than a ‘team’) cannot be selected.

Scale indicates the estimated number of employees impacted.  Select the range of employees impacted using the drop down menu.

Period: Select the start date and end date for the particular initiative.

Level of impact: To indicate the level of impact, click on one of the levels. Definition of the selected level is shown on the right.

Geography: If used, indicates the geographic location of the impact. Add multiple locations if the initiative affecting employees in different locations. For example, office locations within a country such as Melbourne, Sydney or across different countries such as Sweden and Hong Kong.

Comments: Leave additional comments here for future reference.

Name:  Enter the name for each customer impact.

Description:  Describe the nature of the impact

Number of Customers: Indicate the rough estimated numbers of customers impacted.

Customer Type: Indicate the type of customer that will be impacted by that particular initiative. The types of customers available in this drop down menu are set by the administrator.

Period: Select the start date and end date of the impact for that particular initiative.

Level of impact: To indicate the level of impact, click on one of the levels. Definition of the selected level is shown on the right.

Effect: Indicate whether the impact is likely a positive one from the customer’s perspective, neutral, or a negative one.

Does Customer Care: Indicate to what extent the customer is likely to care about the impact.

9. To proceed, click on SAVE IMPACT.

10. If the initiative has more than 1 impact on the same customer or impact on another customer type, click on the + button next to Customer Impact to add more Customer Impact.

11. Enter data in the System Impactsection.

Fill out this section if there is a direct impact on any technical system.  For example, it could be a procurement system, a CRM system, knowledge management system or website that is impacted.

Name:  Enter the name for each system impact.

Description:  Enter a description of the nature of the impact

Hierarchy: There are three levels of hierarchy that may be indicated: 1) The Division, 2) the subdivisions within divisions and 3) the teams within the subdivisions. Once division is selected, its subdivisions and teams are automatically selected. If not all subdivision and teams are impacted, remove them from the selection. Please note that the units for this hierarchy are set by your Administrator.

Period: Select the start date and end date for the particular initiative.

Level of impact: To indicate the level of impact, click on one of the levels. Definition of the selected level is shown in the box on the right.

Comments: Enter any comments about the impact.

12. To proceed, click on SAVE IMPACT button.

13. If the initiative has more than 1 impact on the same system or different impacts on different systems, click on the + button next to System Impact to add more System Impact.

14. Enter data in the Process Impact section.

Fill out this section if there is an impact on process(es).  For example, processes could include any business processes such as payment, billing, complaints, or customer feedback.

Name:  Enter the name for each process impact.

Description:  Enter description about the nature of the impact.

Hierarchy: There are three levels of hierarchy that may be indicated: 1) The division, 2) the subdivisions within divisions and 3) the teams within the subdivisions. Once division is selected, its subdivisions and teams are automatically selected. If not all subdivision and teams are impacted, remove them from the selection. Please note that the units for this hierarchy are set by your Administrator.

Period: Select the start date and end date for the impact of that particular initiative.

Level of impact: To indicate the level of impact, click on one of the levels. Definition of the selected level is shown in the box on the right.

Comments: Enter any comments about the impact.

15.To proceed, click on SAVE IMPACT button. If the initiative has on different Process, click on the + button next to Process Impact to add more Process Impact.

16. Once you’ve finished filling out all of the impacts, click on SAVE & ADD BENEFIT button at top right corner.

17. Enter data in the Benefitssection. Benefits describe what initiative benefits are targeted by the initiative.  This is an optional section. 

Name:  Enter name for each benefit.

Type: Indicate whether the benefit of the initiative will be financial or non-financial (some benefits such as ‘reputation’ may be difficult to value quantitatively).

Value(only for financial type of benefits): Indicate the amount of financial benefit. If the benefit is non-financial, the ‘Value’ option will not appear.

Category (only for non-financial type of benefits): Each initiative should bring a set benefits to the organisation; therefore, when creating or editing an initiative, the user should explain the benefits of that particular initiative. If the benefit is non-financial, the user can select the category from the drop down menu defined by your administrator.

Customer benefits: Initiatives may create benefits for the customer, e.g. increasing emotional engagement with the organisation or making it easier for customers to access your products or services; if so, you are able to estimate how valuable the initiative will be for your customers. 

Emotionally engaging: Select from ‘0’ (low) to ‘5’ (high) how much the initiative can increase emotional engagement with customers. 

Valuable: Select from ‘0’ (low) to ‘5’ (high) how valuable will the initiative be for the customers. 

Easily Accessible: Select from ‘0’ (low) to ‘5’ (high) the impact the initiative can have in making easier for customers to access your products or services. 

Met: Check the ‘met’ box if the benefits from the initiative have been met, meaning that the full benefits have been realized, i.e. usually towards the end of an initiative.

Successful outcome reliant on user adoption or embedment: Percentage of the expected initiative benefit that is relying on the user adoption

People Side benefit contribution: Value of the expected initiative benefit that is reliant on successful people or user adoption or embedment. This is calculated after clicking the calculator icon.

Health: This indicates whether the ‘health’ of the initiative and whether change ‘leading indicators’ are showing positive trends that the full benefits will be realized.  For example, to realise a benefit of $10M in a cost savings restructuring initiative, possible leading indicators could be 1) consolidated FTE list and those impacted by this restructuring have had formal communication, and 2) Formalised new roles and incumbents meeting target benefits have been completed.  These 2 activities are leading indicators of the full benefit realization and throughout the initiative these activities may be reported as part of the benefit Health.  If these target activities are on track then benefit reporting should indicate green, or if not, then amber or red. 

Comment: Add a comment to specify any considerations that need to be taken regarding the benefits from the initiative. This is particularly useful when creating initiatives with non-financial benefits; without a financial estimation it would be convenient to explain the potential benefits of the initiative. 

8. Save: Once you have filled out the benefits information, save the initiative by clicking on the Save button at the top right corner. You will be able to view and or edit the initiative by visiting the ‘Initiatives’ tab.

9. Add another benefit. To add another benefit click on the Add Benefit button at the top right of the page.

How to search for an initiative

Go to the ‘Initiatives’ tab by selecting it on the main navigation toolbar.

Number of initiatives per page: The initiatives page shows you a list of maximum 10 initiatives per page.

Search by scrolling and using the navigation page-menu: Scroll down or up the list of initiatives to find an initiative. Below the list there is the “navigation page-menu”; click on the numbers to select the following or previous pages of initiatives. The “<<” and the “>>” buttons will have the previous and the following 10 initiatives (respectively) according to the order selected (by name, type or primary contact of the initiative).

Search using the search box: There are Initiative and Impact search box on top of Initiative page. Search for an initiative by selecting from the list or typing initiative name, owner or contact person, selecting company strategy, division strategy, owner or type. For example, if typing ‘tec’, the system will present you a list of the initiatives that contain ‘tec’ in the name of the initiative (e.g. Technology project), the type of the initiative (e.g. Technology) and/or the primary contact (e.g. Robert Tecoma). Use the impact search box to filter the initiative based on the division/subdivision/team, activity, stakeholder, geography or date.

How to view an initiative

Go to the ‘Initiatives’ tab by selecting it on the main navigation toolbar. Use the initiative or impact filter to search for specific initiatives.

You can view an initiative by clicking on any part of the row of the initiative in the table, this will take you to the Initiative report.

The initiative report presents you with the general information of an initiative, employee impact, other impact and benefit section. Some initiatives may have more than one impact or benefit for each section. You may use the filter function on top of the section to filter the impacts/benefits list.

How to edit or delete an initiative

  1. Go to the ‘Initiatives’ tab by selecting it on the main navigation toolbar.
  2. Click on the Initiative you need to edit/delete from the table, this should bring you to the Initiative Report page.
  3. You can click on the pencil icon on the right to edit the initiative info, strategies or initiative access.
  4. You can save the changes by clicking on ‘Save & Add Impact’, or
  5. You can delete the initiative by clicking on ‘Delete Initiative’. Please beware that any initiatives you have deleted may not be retrieved.
  6. If you clicked on ‘Save & Add Impact’, it brings you to ‘View/Edit Impact’ page. You can edit the impact by clicking on the pencil icon. Remember to ‘Save Impact’ if you make changes.
  7. To edit impacts, click on ‘Save & Add Benefit’. Repeat the same process for editing benefit.
  8. Once you finish editing, click on the ‘Save’ button to quit.

How to import an initiative

  1. Go to the ‘Initiatives’ tab by selecting it on the main navigation toolbar.
  2. Click on the Import button located above the initiatives list
  3. Click on ‘Template’ to download the ‘.xlsx’ (Excel) file (the download will automatically start). This file will be the template for inserting the data of the initiatives. Make sure to fill in every mandatory cell marked with an asterisk “ * “.
  4. Once you have saved the edited template, upload it to The Change Compass by clicking on ‘browse’ and selecting the right file from your computer.
  5. Click on ‘import’.

Please beware that only the files that match the template can be imported to The Change Compass.

Employee Heatmap

This section shows you the ‘hot spots’ of initiative impacts on employees in the organisation.  The data is broken down in weekly and monthly format.

Filters: Use filters to choose targeted Initiatives by selecting Initiative Name, Company Strategy, Type, Stakeholder, Owner or Contact.

Date Range: Choose to show heatmap By Year or By Quarter. Date range slider helps you to narrow the date range.

Colours: The colours represent a scale from “1” one to “5” five where “5” represents the highest or ‘hottest’.The ‘hottest’ means that there is significant people impact. If you are only interested in the comparative impact in the heatmap and not the numbers of initiatives by week, set ‘Number of initiatives’ to ‘No’.

Numbers: The numbers you see on the table are the number of initiatives for each Divisions, Activities or Geography locations per week.

This will give you an idea of which divisions/activities/geography locations are being impacted, to what extend, and when they would happen.

When the Employee Heatmap shows data by divisions, those Divisions that actually have a SubDivision will have a plus “v” mark. Click on the plus mark to check the subdivisions in new rows with their respective number of initiatives. Similarly, if subdivision has a “v” mark, it contains breakdown numbers for the teams within that subdivision.

If a part of the business is deemed as highly impacted and indicated as deep blue in the reporting then you should investigate to verify the initiatives impacting the business by clicking on a table cell and then viewing the initiative table below the heatmap, then make decisions around 1) how to prepare for the business for these impacts, and 2) as needed re-prioritise, re-sequence or delay initiative impacts to manage business performance impacts.  To un-do the table cell highlight, simply click the same cell again.

IMPORTANT NOTE: Please note that every report will have a download and refresh button on the top right corner of the page.  Since the data in the system is refreshed regularly throughout the day and not ‘instant’ as the changes occur, click the refresh button to ensure the latest data is reflected.  Also, by clicking the download button a pdf download pop up window will show up.

Customer Heatmap

This section shows you the ‘hot spots’ of the customers of your organisation for current year or current quarter.  Customers as defined by segments or other types as determined by your administrator.

Filters: Use filters to choose targeted Initiatives by selecting Initiative Name, Company Strategies, Type, Owner, Contact, Customer Type, Numbers of Customers, Does customer care, Impact Magnitude or Effect.

Date Range: Select the heatmap By Year or By Quarter. Date range slider helps you to narrow the date range.

Colours: The colours represent a scale from “1” one to “5” four where “5” represents the highest or ‘hottest’.The ‘hottest’ means that there is significant business impact. If you are only interested in the comparative impacts in the heatmap, set ‘Number of initiatives’ to ‘No’.

Numbers: The numbers you see on the table are the number of initiatives for Customer Type on a per week basis.

This will give you an idea of which customer type are being impacted, to what extend, and when that would happen.

Timeline Chart

This report focuses on the impacts of initiatives during a 12 months period. There are 2 groups of filters available to help select impacts. First is initiative filters, including initiative name, company strategy, owner, type and contact. Second is impact filters, including division, subdivision, team, geography, stakeholder and date range. Select a particular division and the report will show you the impact names of that particular division, what type of initiative they are, their impact levels, and the type of activity for those initiatives through a 12 months period.

In addition, it is shown which initiatives have been updated (with a green dot) and which ones have not been updated (with a red dot). The timeline of the impact is shown in the timeline chart on the right of the table.

Total Impact Report

This Total Impact report is designed to provide easy, ‘at-a-glance’ overview of all initiatives and business impacts throughout the year. This report is ideal as an overview of weekly employee impacts throughout time.

2 groups of filters are designed to help filter impacts. First group of filters is initiative filters, including initiative, company strategy, owner, types and contact. The second group is impact filters, including division, sub division, team, geography, stakeholder and date range.

This report contains the 5 following sections:

  • Total number of initiatives
  • Sum of financial benefits
  • Average total impact hours
  • Forecasted Impact chart
  • Selected Initiatives Details

Forecasted Impact Chart

The information located in this section depends on the filter selection.

This chart shows two overlapped charts:

  • Stacked bar chart – Hours of Impact for selected date range

Please read the following explanations to understand the the graph:

  • In the “x” axis (horizontal line)you can see the weeks for each month in the 12 month period starting with the 2 months previous to the current date (e.g. If the dashboard is visited in December, the months shown will start in October).
  • In the “y” axis (vertical line)it shows the hours of impact based on the impact level defined by admin in Settings > Field Setup > employee impact.
  • Line chart – Resourcing Level/Change Tolerance for selected date range
  • In the “x” axis (horizontal line)you can see the weeks for each month in 12 months period starting with the 2 months previous to the current date (e.g. If the dashboard is visited in December, the months showed will start in October).
  • In the “y” axis (vertical line)it shows Resourcing Level/Change Tolerance.  The Resourcing level may be uploaded by the administrator and may be useful for those parts of the business that may be time sensitive such as call centres.  Overlaying resourcing level on top of impact levels can help to highlight any potential resourcing capacity challenges.  The Change Tolerance level is also determined by the administrator based on historical data and business feedback (including business performance indicators, staff feedback ,etc.) and is used to indicate the level above which there may be too much change, or ‘change saturation’.

Selected Initiative Details

A table to the right shows selected initiative names, start date, end date, impact level, impacted hours and impact name.  Select by clicking one bar of the graph and this initiative table will show the list of initiatives for that given week.  To de-select simply click the selected bar again.

Stakeholder Chart

This section will give you an idea of which stakeholder groups are being or will be impacted by initiatives, as expressed by percentage, as well as how many initiatives are impacting them.

2 groups of filters are build to helping selecting impacts. First group is initiative filters, including initiative, company strategy, owner, types and contact. Second group is impact filters, including division, sub division, team, geography, stakeholder and date range.

Please read the following explanations of the graph:

  • In the “x” axis (horizontal line)you can see the months in 12 months period starting with the 2 months previous to the current date (e.g. If the dashboard is visited in December, the months showed will start in October).
  • In the “y” axis (vertical line)it shows the percentage of impact among stakeholders. Mouse over the bar will show current date range, stakeholder name, number of initiatives affecting the stakeholders.
  • The colours of the bars represent the different types of stakeholder groups impacted during each (each bar)

On the right side of the page, is the Selected Initiative Details table. This table shows selected initiative names, start date, end date, impact level, impacted name and stakeholder name.

Overview of the Administrator role

The person designated as the administrator must have a good understanding of key business units within the organisation. This person will be responsible for setting up the tool for the organisation and to continuously review and manage the information currency, accounts and permissions.

Responsibilities in setting up the tool for the company

It is necessary to understand the current company hierarchy including divisions, subdivisions and teams of the organisation and how they can be represented in The Change Compass.  It is important to note that this is not about creating the organisational chart (which can be too complicated and confusing for users).  The goal of setting up the hierarchy is to identify key business groups that need focus in terms of change capacity, and specify which parts of the business they fall under.  Trying to capture every team and group within the organisation will lead to significant complexity for users.  The goal is to keep everything as simple as possible.

The administrator will determine the stakeholder groups that are impacted by initiatives. It is the Administrator who will determine the most appropriate types and names of stakeholders  so that users can understand exactly what they refer to. Similarly, the Administrator will create fields for the different customer segments or types that can be impacted by the initiatives of the organisation.

Furthermore, it is responsibility of the administrator to create appropriate user accounts for the company’s users to create or edit initiatives.

Responsibilities of the administrator may include:

Training users and updating them on any changes

Users must understand the different features of the tool (e.g. what is benefit, health, update status, etc.), as well as understanding the options created by the administrator for features; for example, if the administrator decides to create a stakeholder group named: Business Partners, the users must understand exactly what the possible stakeholders included in that group in order to decide whether or not their initiative will have an impact on them.

Changes will happen in both the organisation and the website. Every user must be aware of these changes and have an understanding of how these changes may impact their initiatives. For example, if there are new stakeholder and customer groups in a company the Administrator must ensure these changes are captured in The Change Compass and communicate these to users so that they are aware of the implications of changes for their divisions and/or initiatives.

Some scales on the tool depend on the particular context of the organisation. For example, the impact level of each initiative is rated from 0 (none) to 5 (highest); The Change Compass has default descriptions of each impact level (e.g. Level 4: High level impact with at least several days required to digest and action the change). However the organisation may tailor what each level means for their organisation. Another example is the customer impact; users will select the ‘customer impact level’ of their initiatives on customers from 0 (lowest) to 5(highest). The users should understand what each of these levels actually means for the organisation. This will be different for each organisation, depending on the industry, size, market share, etc. and description tailoring may be needed according to the context of the organisation.

The Administrator should continuously review the reporting of the tool, to find insights that are worth sharing with relevant stakeholders in the organisation. It is also important to always check that the data is up to date and to ensure effective communication is to users.

Users

The Settings > users section shows you a list of the existing user accounts through a six columns table, listing the users’ First Name, Last Name, email address, role(user/admin), division and last activity. You can click on the user to edit information or disable notifications from the tool. You can also delete a user.

Adding a new user account

Click on ‘Add New User’ on top right corner of the page to add a user, a ‘Add a new user’ form will pop up where you can fill out the user details:

  • The First Name
  • The Last Name
  • Email -Notifications will be sent to this email address
  • Division

IMPORTANT: This will determine the level of access the user will have across the divisions of the organisation. For example, a user that belongs to the Marketing division will only be able to view initiatives and reports related to the marketing division.  We recommend that you don’t use this feature and allow users to access data cross all divisions.

  • SubDivision

If selected a division, you may select a SubDivision for this user. This is not a mandatory field.

  • Team

If selected a SubDivision, you may select a Team for this user. This is not a mandatory field.

  • Role

Select between administrator and user roles If administrator is selected, this will allow the user to edit the ‘Users’ and the ‘Company Settings’ sections. It is recommended that only the actual designated administrators have such access.  It is good practice to keep as few administrators as possible.  However, if you have a large number of users you have want to designate an administrator for every division.

  • Disable notifications

If selected, the user will not receive notifications from The Change Compass. It is recommended to leave this option ‘unchecked’ to keep the users updated. As an example, if there have not been updates within 4 weeks, the system prompts the user every 4 weeks through email to update the initiative. Notifications help users to keep track of their initiatives and what is happening in their relevant divisions.

  • Password and Confirm password

Once you have filled out the form please click on “Save” and the account will be automatically created.

You can also search users by typing a word or part of a word on the search box and clicking submit or pressing enter.

Field Setup

The Field Setup section gives you the option of adding, editing or deleting fields for the following 5 sections: 

Initiative

Type – Type of change initiative, e.g. product, compliance, technology

Company Strategy – strategy focus area in which this initiative may be linked to

Division Strategy – strategies at a divisional level that the initiative could be linked to

Phase – which project phase the initiative is in 

Employee Impact

Scale – numbers of employees impacted

Activity – key change implementation activities that impact employees

Stakeholders – key stakeholder groups impacted

Level – level of the initiative impact, respective time range and level description

Geography – geographic location impacted 

Other Impact

Customer Impact: Customer Segment, Number of Customers, Customer Impact Levels

Other Impact: System Impact Level, Process Impact Level 

Benefit

Non-Financial Categories 

Total Impact Report

Change Tolerance – Set ‘change tolerance’ or ‘change saturation’ level for a part of the business.  This is usually only possible after having at least several months of data and using feedback from the business in terms of business performance indicators and people experiences at particular levels of change.

Resourcing Level – Upload forecasted people resourcing level for a part of the business (any unit measure, e.g. FTE, time, etc.).  The allows the user to identify any trends where there could be capacity risk of reduced resourcing level and increased change impact level at the same time.

Operational Capacity Loading – Upload data on forecasted operational activities (in hours) for a part of the business.  These are usually obtained from the resourcing planning function could include roadshows, town halls, peak customer volumes, staff vacations, etc.

Type

There are different types of initiatives; some examples of types of initiatives are policy, product, regulatory, restructuring, technology, etc. This is an important aspect of the initiatives as different divisions may share the same type of initiative (e.g. Policy). It is recommended to communicate to users the types of initiative categories and what they refer to.

To add a type, simply click on Add button, fill in the name of the type and click on + button..

To edit a type, simply click on the edit option located at the right side of the list, edit the name of the type and click on + button.

To delete a type, simply click on the delete option located on the right side of the list. Please beware that it won’t be possible to delete a ‘Type’of initiative that has been selected by at least one initiative.  You will need to edit the initiative to another Type before deleting the iniaitive.

Non-Financial Category

The benefit of an initiative can be financial or non-financial; if the benefit is non-financial, the user can select the respective ‘category’ of the benefit. This section of ‘Non-Financial Category’ is where the Administrator can add, edit or delete the different categories for those non-financial benefits.

Note: The category options only appear when the benefit is non-financial; if the benefit is financial, the ‘category’ option will not appear when creating or editing an initiative. Some examples of benefit categories are capability increase, cost reduction, FTE release or customer acquisition.

To add a benefit category, simply click on Add Category, fill in the name of the benefit category and click on ‘v’ or tick button.

To edit a benefit category, simply click on the pencil  button located on the right side,  edit the name of the benefit category and click on v button.

To delete a benefit category, simply click on the delete button located on the right side of the list. Please beware that changes on the Benefit Category section may affect the initiatives that have selected those particular benefits. For example, if you delete the ‘cost reduction’ benefit category, all the initiatives with that category will be left without a linked benefit.

Customer Type

Initiatives may create an impact on different types of customers. When adding or editing an initiative, the user can add customer impact if it creates a direct impact on customers. If so, the Change Compass will give the user different options to estimate that impact on customers and it will be required to select the “Customer Type” that will be impacted. In this section “Customer Segment” the Administrator can add, edit or delete the options for ‘Customer Type’.

To add a Customer Type, simply click on Add Segment, fill in the name of the Customer Type and click on v button.

To edit a Customer Type, simply click on the edit option located at the right side of the list, edit the name of the Customer Type and click on v button.

To delete a Customer Type, simply click on the delete option located at the right side of the list. Please beware; it won’t be possible to delete a ‘customer type’ that has been specifically selected by at least one initiative.  You will need to edit that initiative by moving the selected customer type to another type before deleting the desired customer type. 

Impact Geography

Initiatives create an impact on a particular area or location (e.g. Melbourne, or Victoria or Hong Kong), therefore when creating or editing an initiative, users should select a particular Geography impacted (although it is not a mandatory field).

In this section, you can add, edit or delete the options for Employee Impact’s Geography location.

To add a new Geography location, simply click on Add Geography, fill in the name of the Geography location and click on v button.

To edit a Geography location, simply click on the edit option located on the right of the list, edit the name of the Geography Impact and click on v button.

To delete a Geography location, simply click on the delete option located on the right side of the list. Please beware that changes on Geography Impact may affect the initiatives that have selected those particular locations. For example, if you delete the ‘Melbourne’ location, all the initiatives with Melbourne as the only location selected will be left without a location.

Company Profile

In this section it is possible to assign company admin, upload the company logo, and check the last company logo update date.

On this page, the table of ‘Last Changes’ shows the data and the user who made changes to The Change Compass Tool.

To add a company logo simply click on Upload icon, select the file from your computer and click on Save.

Once the amount of initiatives per month on the loading level has been edited, simply click save and the loading level will be immediately updated on dashboard.

Company Hierarchy

In this section, the administrator can add, edit or delete the organisation’s divisions, SubDivisions and Teams registered on The Change Compass.

Please beware that changes on any hierarchy levels such as divisions may affect the initiatives that have selected those particular divisions. For example, if you delete the marketing division, all the initiatives with the Marketing divisions the only business unit selected will be left without a division.

To add a company logo simply click on Browse, select the file from your computer and click on Save.

The loading level is divided in the 12 months of the year starting on January (although, the twelve months period will appear on Dashboard starting 2 months previous to the current date).  In this section, the administrator will be able to select the amount of initiatives per month that the organisation is able to manage or tolerate. This number will depend on the nature of the organisation, for some, the number of initiatives per month that “X” company is able to handle might be 10, for others it might be 30. Therefore, it is important to understand what is the amount of initiatives (considering their impact level) that the organisation is able to manage alongside of delivering business as usual activities.

Report a Bug

Report A Bug button is located on the bottom right corner on each page.

Once this button is clicked, a pop up will appear for the user to fill out Title, Description, Security Level(Low, Medium and High) and an option to attach a report or file.  This will be sent to The Change Compass.  It is important to encourage the user to describe in as much detail as possible the scenario, steps taken and a screen shot of any error messages or pages.  This will help The Change Compass isolate the bug faster.