Change Competency ADKAR Assessment
Change Competency ADKAR Assessment
The ADKAR model for change management is a results-oriented approach used to:
• manage personal transition
• focus conversations about change
• diagnose gaps
• identify corrective actions.
The goal of ADKAR is to give each individual the knowledge and tools to be successful in change. The model is useful in assessing where an organization is for the change – “to build change competency.” The questions below are for the organization as a whole. You can also do the assessment for different groups within the organization based on their relationship to change and their role in a change competent organization.
When you complete the assessment, complete the ADKAR profile table below. This is the first step towards building change competency in your organization. The first score below a ‘3’ indicates your barrier point. This is where you will need to focus your efforts to move through the model.
ADKAR Profile
|ADKAR |Score |Action steps to develop |
|A | | |
|D | | |
|K | | |
|A | | |
|R | | |
Change Competency ADKAR Assessment Template
|Awareness – the organization understands the importance of responding quickly and efficiently to |Review these reasons and ask |
|internal and external pressures to change; the organization understands what change competency is|yourself the degree to which your|
|and the associated business risk of not developing change competency; all groups understand the |organization understands all the |
|business reasons and drivers for making this change in culture, values and skills for managing |business reasons for building |
|change. |change competency. Rank on a 1 to|
| |5 scale. |
| | |
| |_________ |
|Notes: | |
|Desire – the organization recognizes the impact on its livelihood and operations if change |Consider these motivating |
|competency is not developed and is motivated to create organizational change competency; all |factors, including your |
|groups acknowledge that the ability to change is critical if the organization is to survive, and |organization’s conviction in |
|they are ready and willing to begin the journey towards a change competent organization. |these areas. Assess the desire to|
| |change. Rank on a 1 to 5 scale. |
| | |
| |_________ |
|Notes: | |
|Knowledge – the organization has the base knowledge of what a change-able organization looks like|Do you have a clear understanding|
|and what skills and values are required; all facets of the organization have a basic |of the required skills and |
|understanding of change management theories and practices, and can apply a change management |knowledge? Have individuals |
|processes to business projects; each group understands its role in a change competent |received training or education in|
|organization. |these areas? Rank on a 1 to 5 |
| |scale. |
| | |
| |_________ |
|Notes: | |
|Ability – the organization possesses and effectively utilizes the tools and processes to manage |To what extent does the |
|change; leaders, change practitioners and front-line employees have practice and coaching in |organization have the ability to |
|being successful change agents and can routinely apply their knowledge and skills to realize |implement the new skills, |
|change. |knowledge and behaviors. Rank on |
| |a 1 to 5 scale. |
| | |
| |_________ |
|Notes: | |
|Reinforcement – the organization encourages and rewards successful change through its culture, |To what degree are reinforcements|
|values and initiatives; support of change competency is reinforced and resistance to change is |in place to support and maintain |
|identified and managed; change is part of “business as usual.” |the change. Rank on a 1 to 5 |
| |scale. |
| | |
| |_________ |
|Notes: | |
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