HRMG 4202 Week 3 Change Impact Map Example

Who the Kiosks Touch at Larkfield Hotels: An Impact Map Running From Each Group's New Capability to the Critical Moment, the Hotel Result and the Group's Goal

Student Name

Walden University

HRMG 4202: Human Resource Development and Change

Instructor Name

Month Day, Year

Who the Kiosks Touch at Larkfield Hotels: An Impact Map Running From Each Group's New Capability to the Critical Moment, the Hotel Result and the Group's Goal

Introduction

Larkfield Hotels, an invented chain of seven mid-priced Ohio hotels, replaced its front desks this spring with mobile check-in and lobby kiosks, and retitled its desk agents guest hosts. This impact map traces what the change asks of each affected group, from a new capability to the moment it matters, the result it produces at the hotel and the group goal that result serves. Brinkerhoff and Gill (1994) designed impact maps to keep training tied to business results; the map below is built to show which group's critical moment carries the most weight before any training is designed.

The Map

Table 1

Impact Map for the Mobile Check-In Change at Larkfield Hotels

Composite organization; groups and results drawn from the Week 2 change account.

Capability to Critical Moment

The critical-moment column carries the most weight in the map, because a capability only matters when it is used at the right time. For guest hosts, knowing how to re-issue a digital key is worth little in a training room; it matters at 9:40 p.m. when a traveler stands at a door that will not open, holding a phone that shows a key the lock does not accept. Brinkerhoff and Gill (1994) call these moments the place where learning either becomes performance or does not. Naming the moment also tells a trainer where to practice: at a real door, with a real phone, not at a kiosk screen alone. It also tells a scheduler when the skill is needed most, since the late-evening stall happens after many hosts have gone home. A capability that exists only on the day shift does not reach the moment that matters.

From Moment to Hotel Result

Each row links its critical moment to a result the hotel can count. A host who reaches a stalled guest within a minute or two turns a failed check-in into a successful one; a host who does not leaves the guest to call the phone line, wait or walk out. The night auditor's moment matters because the group's app flags about one late arrival in twenty for identity review, and those guests arrive when no host is on duty. The housekeeping row looks small, but lost items were among the desk's most frequent requests, and the account found no one had trained supervisors to log them.

Up to the Group's Goals

The final column ties each result to a goal the group has published. The operations director's rollout memo names two: more return stays from business travelers and labor cost per occupied room held flat. Guest-facing rows point to the first; the general manager row points to the second. Rummler and Brache (1995) argue that improvement efforts fail when they target a job in isolation from the process it serves; the map keeps the hosts' new work connected to the stay as a whole.

How Each Group's Day Differs

Hosts start conversations rather than waiting behind a counter, and spend the evening peak on foot. Night auditors take on identity checks they never handled alone. Housekeeping supervisors record items they used to hand off. General managers schedule to arrivals instead of to a desk that must always be staffed. Guests do the check-in themselves, with help only when it fails.

What the Map Shows

The host row's critical moment, the stalled guest, is the link most likely to break, because it requires a skill no one had before the change and it happens at the busiest hour. It should therefore be the focus of the needs evidence gathered next week. The map also shows two rows, night auditors and housekeeping supervisors, that the rollout memo never mentioned but that the change affects, which suggests the training plan should cover them briefly as well (Noe, 2020).

References

Brinkerhoff, R. O., & Gill, S. J. (1994). The learning alliance: Systems thinking in human resource development. Jossey-Bass.

Noe, R. A. (2020). Employee training and development (8th ed.). McGraw Hill.

Rummler, G. A., & Brache, A. P. (1995). Improving performance: How to manage the white space on the organization chart (2nd ed.). Jossey-Bass.