Services · Change and training
Make new ways
of working last.
Aretia helps organisations change everyday habits. I work with leaders, managers and employees to understand the impact, explain the reasons, develop capability and reinforce the new behaviours until they become normal practice.
Assessment and planning
Understand what people need to change.
Change impact assessment
Assess the current and future ways of working for each affected role and team. Identify changes to tasks, decisions, responsibilities, systems, workload and required skills. Establish the scale of disruption, dependencies and risks. The output is an impact assessment showing who is affected, what changes for them and what support they need.
Stakeholder analysis
Identify the people who influence the change, make decisions, deliver the work or experience its consequences. Assess their interests, concerns, readiness and ability to influence others. Agree who needs direct involvement, who can support colleagues and where relationships need attention. Each priority stakeholder has an engagement owner and a clear plan.
What is in it for me?
Explain the change from the perspective of each affected group. What becomes easier? What new demands will they face? What might they lose, and what support will they receive? Use conversations to understand concerns about competence, workload, status and job security. Be specific about the benefits and honest about the costs. Feed those concerns back into the design.
An integrated change plan
Translate the assessment into sequenced actions, named owners, resources and measures. Connect sponsorship, engagement, communications, training and reinforcement to the delivery milestones. Account for other changes competing for the same people’s time. Review the plan as impacts and readiness change.
Leadership and communication
Make sponsorship visible.
Executive sponsorship
Agree what the sponsor must do: explain the business reason, make decisions, secure resources and remove obstacles. Prepare them for the conversations and decisions that need their authority. Set expectations for leaders to demonstrate the new behaviours themselves, resolve conflicting priorities and hold their managers accountable. Put these actions into a sponsor plan with a regular review.
Line managers and local ownership
Prepare managers to explain the change in their team’s context, discuss individual concerns and reinforce expectations in everyday work. Give them briefing materials, coaching and an escalation route. Identify local colleagues who can support adoption and report problems, with time allocated to the role.
A communications plan
Set out the audience, message, sender, channel, timing and action required for each communication. Explain why the change is happening, what it means, what happens next and where to get help. Use trusted senders and opportunities for discussion. Check understanding, record unanswered questions and adjust the messages. A sent email is not evidence that people understand the change.
Capability and readiness
Practise the work people will actually do.
Training needs and delivery
Define what each role needs to know and demonstrate. Build role-specific learning around real tasks, decisions and exceptions. Use practical exercises, short guides, coaching and bespoke videos where they help. Schedule training close enough to use, provide access to practise and give managers time to support their teams.
Readiness assessment
Check whether people understand the reason for change, have the access and support they need, and can complete the required tasks. Combine feedback, observed practice and operational checks. Record unresolved issues and their owners. Agree with the sponsor whether to proceed, phase the change or address the gaps first.
Adoption and reinforcement
Make the new behaviour part of daily work.
Training introduces a skill. Lasting change requires repeated use, feedback and a working environment that supports it. The change plan continues after implementation.
Specify the habits
Define the behaviours that need to start, stop or continue. Be clear about when each action should happen, who is responsible and what good practice looks like. Build these expectations into team routines, process instructions and management reviews.
Remove reasons to return to the old process
Identify duplicate work, awkward system steps, conflicting targets and informal workarounds. Fix the causes with the process owner. Retire superseded tools and procedures when it is safe to do so, with clear arrangements for exceptions.
Reinforce and review
Use manager check-ins, feedback on actual work and recognition of the expected behaviours. Provide refresher support where gaps persist and include the new practice in onboarding. Agree adoption reviews after implementation and continue them until the behaviour is sustained against the agreed measures.
Measuring the change
Check behaviour and business results.
Set a baseline before implementation and agree what success looks like by role and team. Review the measures together so activity is not mistaken for adoption.
| What to assess | Evidence to review |
|---|---|
| Understanding | People can explain why the change matters and what they need to do differently. |
| Capability | People demonstrate the required tasks, including common exceptions. |
| Adoption | The expected behaviour appears consistently in actual work. Use, compliance and workarounds are tracked by team. |
| Business results | Relevant measures such as errors, delays, rework or service quality improve against the baseline. |
| Sustained habits | The behaviour continues over repeated reviews, including when project support reduces or team members change. |
For example, a recruitment team adopting a new scorecard needs more than a completed training session. Managers need to agree the criteria before interviews, assess independently and use the recorded evidence in the debrief. Those behaviours need to appear in successive hiring rounds.
Working with Aretia
Accountability through to sustained adoption.
I lead the change work with your sponsor, managers and process owners. We agree the scope around the scale of the change, the people affected and your internal capacity.
You receive the impact assessment, stakeholder analysis, change and sponsor plans, communications plan, training approach, readiness assessment and adoption measures appropriate to the engagement. Each has an owner and a review schedule.
Handover includes responsibility for ongoing measurement, reinforcement and corrective action. We agree the evidence needed to reduce external support and confirm that the organisation can maintain the new practice.
Open the change planning worksheet or explore bespoke training.
Contact
Contact Robyn and Team.
For enquiries about working with Aretia, contact Robyn directly.
robyn@aretia.coAbu Dhabi, UAE · LinkedIn ↗