Most HR and HCM leaders have lived through the same frustrating moment. The new system is ready. The timeline is tight. The project team hits go-live. And then, instead of relief, you get a new wave of problems. People keep using old workarounds. Managers give different answers to the same questions. The help desk spikes. Confidence dips.
It’s easy to call that “resistance.” But what we see most often is something simpler: people are unsure how the change affects their day-to-day work. They don’t know what’s expected of them. They’re not hearing the same message from every leader. And they don’t feel ready.
That’s why Providence Technology Solutions (PTS) has formalized an Organizational Change Management (OCM) service led by a Prosci-certified Change Management Practitioner. We built it for organizations that want adoption to be planned, supported, and measurable, especially during HCM implementations, process redesigns, and organizational shifts.
The difference between a successful rollout and a stressful one
In HR technology projects, the technical work is visible. You can see the configuration. You can see the test scripts. You can see tasks get checked off in a project plan.
The people side of the work is harder to see until it becomes a problem. When the people side is underplanned, you usually feel it in the final stretch. The same questions get asked repeatedly. Training attendance doesn’t translate into confidence. Leaders ask why teams aren’t using the new process, even though the system works.
Most of the time, the issue isn’t attitude. It’s readiness. People need a clear story for what’s changing and why it matters. They need support that fits how they actually work. And they need consistent reinforcement from the leaders they trust.
OCM helps create that readiness. It makes adoption part of delivery, not something you hope for after go-live.
What PTS means by Organizational Change Management
OCM can sound abstract, so we keep it practical. Our goal is to help your teams move from the current way of working to the new way of working with less confusion and fewer surprises.
Our OCM support typically includes the following components.
Stakeholder and impact assessment
We identify who is impacted, how they’re impacted, and where the biggest adoption risks live. We don’t stop at a high-level list of roles. We look at what actually changes for each group: approvals, timelines, handoffs, and responsibilities.
Leadership alignment and clear messaging
Employees listen to what leaders say and notice what they repeat. When leaders send mixed messages, people delay. We help leaders align on the change’s purpose and the expectations that come with it. We also help leaders communicate in a way that’s consistent and easy to repeat.
Communication planning that supports real work
A good communication plan answers practical questions: What is changing. When it’s changing. Who it affects. What people need to do next. We build communications by audience so each group gets what they need, when they need it, without being overwhelmed.
Training and enablement planning
Training should do more than explain what buttons to click. People need to understand how their work will be done in the new model. We plan training around real scenarios. We also create job aids and simple guides that people can use after training ends.
Resistance management and adoption measurement
When people hesitate, it’s often a sign that something is unclear or feels risky. We set up ways to gather feedback early and address issues before they grow. We also define adoption measures that fit the project. This could include usage data, completion of key steps, or manager confirmation that teams are working the new way.
Why Prosci matters in an HR transformation
Prosci provides a structured method and a shared language for change work. The value isn’t in the certification itself. The value is in how a certified practitioner helps a project team stay focused on what people need to adopt a change.
In HCM and HR projects, you often have many audiences: HR teams, managers, employees, payroll, finance partners, and IT support. Each group experiences the change differently. A Prosci-trained practitioner knows how to plan for those differences and how to keep the work moving without adding unnecessary complexity.
That structure is especially helpful when you’re trying to do a lot at once. Many HR teams are modernizing processes while also keeping the organization running. They can’t afford a go-live that creates months of confusion.
For a simple overview of what that structure looks like in practice, Prosci outlines its methodology here: https://www.prosci.com/methodology-overview. It is a helpful reference for understanding how the approach supports people as they move from the current state to the future state, which is the heart of making change stick in real organizations.
How OCM supports HCM implementations and HR leaders
When OCM is part of delivery, it protects outcomes in ways HR leaders care about.
It reduces disruption during go-live because people know what to expect and where to go for help. It improves confidence because training and communication are connected to real tasks. It supports managers, who often become the front line for questions, but rarely get enough preparation. It also helps leadership see adoption as something you can track and manage, rather than guess.
For HR leaders, the payoff is practical. You spend less time putting out fires. You get more consistent use of the new processes. You’re more likely to see the value you expected when you approved the project.
How PTS delivers OCM as a service that can scale
We designed this offering so it doesn’t depend on a single person doing everything. The service is led by a Prosci-certified practitioner, but it’s built to be repeatable across our delivery teams.
Here’s how it typically works.
First, we run a focused change management session within the client workstream. A PTS consultant and the certified practitioner facilitate the session together. We gather input from the people closest to the work so we understand impacts, risks, and what will make adoption harder or easier.
Then we use that input to build the full change plan. The plan includes communications, training, and enablement, leader actions, readiness checkpoints, and adoption measures. It’s grounded in what your teams actually need, not in generic templates.
This approach also supports our broader delivery model in HCM. It helps ensure that implementation success is measured by adoption and outcomes, not only by a successful launch date.
A simple next step
If you have an upcoming system rollout, process redesign, or organizational change, we’re happy to share how we structure OCM to reduce friction and build readiness. This can start with a short conversation and a practical checklist that helps you spot common adoption risks early.
Message us “OCM” if you’d like to talk.
