The fourth step
Ability is the realization of Knowledge. One thing is to know what behavior is desired, another is the ability to do so. As previously mentioned, the ADKAR model is successive - knowing what to do comes before the ability to perform. This ensures that one knows whether one is doing the right thing or not. As such, the next step is Ability.
You can employ several tactics to foster ability. Day-to-day involvement of supervisors, access to subject matter experts, excercises during training, but tracking the ability level across the change implementation is significant. To managers, and the business itself, ability is an important component. Simply because this is the point in the process, where the realization of benefits begins. Change is happening - and the effect can be measured.
Measuring the effects of change entails more than just measuring ability. It covers the ADKAR spectrum, and the same measurement over time can give answers to questions you may need at that moment. At HUMAN UNIVERZ we use an ADKAR Assessment to review what barriers employees, departments or the organization as a whole is being held up by. As change manager, you may be ready to initiate training programmes and mentorship programmes to facilitate knowledge and foster ability, but you have several departments still struggling with creating desire.
Much like the Energy Bar, the ADKAR Assessment serves as a simple tool to provide guidelines on, which activities and actors are relevant in securing commitment. You do have to remember that assessments cannot stand alone. It's critical that sponsors are engaged in participating in the assessment and implementing any recommendation. Be agile.