BSBINN601 Lead and manage organisational change

Learner Instructions 1
(Identify change requirements)

Submission details

Students Name

Student ID

Group

Assessor’s Name

Assessment Date/s

The assessment task is due on the date specified by your assessor. Any variations to
this arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below
for details.

Performance objective

The candidate will demonstrate the skills and knowledge required to identify change
requirements for an organisation.

Assessment description

Using the scenario information supplied, the candidate will identify strategic change
needs, review existing policy, monitor trends in the external environment that impact
on organisation’s objectives, identify operational change objectives, prioritise change
requirements and consult experts or specialists to assist in identification of change
requirements and opportunities. The candidate will then write a report to
management outlining the change requirements.

Procedure

1. Review assessment one case scenario information and additional information

for Fast Track Couriers (FTC).
2. Review of FTC’s current performance/ practices (people, process, technology,
structures) against strategic goals to identify the need for change and provide
detail how the identified change needs links to the organisation’s strategic plan
goal.
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3. Identify (in report) two trends (Political, economic, social, technological, legal
and ethical) and explain how the trends currently or will impact organisational
objectives.
4. Identify major operational change requirements:
a. identify changes due to performance gaps
b. identify changes due to business opportunities
c. identify changes due to threats
d. identify changes due to management decisions.
5. Consult with specialist/expert (assessor) to assist with identification of change
management requirements and use provided table below to list the type of
refinements recommended to implement proposed change.
Summary of consultation

Areas of Type of Specialist (e.g. Reason to choose Refinements

changes HR specialist, IT this specialist recommended
specialist etc.) (e.g. pay rise,
training etc.)

6. Use the provided template to prepare a plan that identifies who, when and how
stakeholder will be engaged to review and prioritise change requirements.
Management engagement Plan

Who (Name of How (mode of When (date)

stakeholders) engagement)

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7. Conduct a meeting with relevant managers (your assessor in this case) to review
and prioritise change requirements or opportunities. Candidate must explain
recommended changes and suggested priority assigned.

Specifications

You must provide:

● One report detailing change requirements for the simulated organisation.

Your assessor will be looking for:

● A 3–A4 page report including all information identified in the procedure
above
● knowledge of the impact of external trends on organisational change

● knowledge of specific organisational requirements

● learning skills to incorporate new ideas into your report on change

requirements
● planning skills to organise engagement with manager stakeholders

● teamwork skills to consult with relevant people for input

● verbal communication skills to describe, support, and negotiate change

requirements and priorities with stakeholders.

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Learner Instructions 2
(Develop change management strategy)

Submission details

Students Name

Student ID

Group

Assessor’s Name

Assessment Date/s

The assessment task is due on the date specified by your assessor. Any variations to
this arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below
for details.

Performance objective

The candidate will demonstrate the skills and knowledge required to develop a
change management strategy.

Assessment description

Using the scenario information supplied, the candidate will undertake a cost-benefit
analysis for high-priority change requirements, undertake a risk analysis, identify
barriers, and develop mitigation strategies. The candidate will develop a change
management project plan, assign resources and develop a reporting process. The
candidate will then present their analysis and project plan to management for
approval.

Procedure

1. Review assessment two case scenario information and additional information for
Fast Track Couriers.

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2. Develop a change management strategy for Fast Track, which you will present to
management (your assessor) for approval. Use provided template to complete the
following task.
a. Identify change goal and its impact
Change goal and its impact

Change goal Who is Impacted how they are when the impacts
(people, processes, impacted will be realised
technology ,
structure)

b. Conduct a cost benefit analysis.

Cost benefit analysis

change costs of possible assess the benefits categorise

requirements changes benefits against the costs changes
of change and risks
(feasible,
may be
feasible and
not feasible)

c. Undertake a risk analysis.

Risk Analysis

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Identified risks likelihood Impact/possible Mitigation

consequences strategy

d. Develop a change management project plan. In order to justify your plan,

include a brief explanation of the change management
theory/methodology followed to embed change. Your plan must reflect
theory and you must be prepared to explain to management how key
elements of your plan, such as stakeholder management, communication,
education/training plans, show elements of a particular theory. Use
provided table to complete your plan:
Stakeholder management plan

Key stakeholders Their Strategies to address consultation

concerns their concern methods

Communication plan

Audience Message Date Methods of Responsible

communication person

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Education /Training plan

Participants skills the Date Methods of Responsible

training training person
will
provide

3. Your project plan should also include a measuring/reporting strategy.

Measurement and reporting strategy should include:
a. how you will measure success
b. how you will report success including:
i. format of reports
ii. when will reports be produced (weekly, fortnightly, monthly)
iii. who will receive a copy of the report.
4. Use provided templete to plan resources required to implement change.
Resources planning to implement the change

Areas of changes Resources requirements Cost

5. Deliver a formal presentation (using Power Point) to management (your assessor)

to gain approval for your change management strategy. Your assessor will

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approve your strategy based on your completion of this assessment task and
satisfaction of specifications below.

Specifications

You must present and then submit copy of:

● Report containing above requirements

● One PowerPoint presentation containing analysis and change management

project plan.

Your assessor will be looking for:

● knowledge of change management process or cycle

● knowledge of components of change management project plan

● knowledge of specific organisational requirements

● knowledge of potential barriers to change

● knowledge of a range of strategies for embedding change

● leadership skills to gain acceptance of plan and gain trust

● planning and organising skills

● problem-solving skills to identify and respond to barriers to change and analyse

risks
● verbal communication skills to describe and promote change management
plan.

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Learner Instructions 3
(Implement a change management strategy)

Submission details

Students Name

Student ID

Group

Assessor’s Name

Assessment Date/s

The assessment task is due on the date specified by your assessor. Any variations to
this arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below
for details.

Performance objective

The candidate will demonstrate the skills and knowledge required to implement a
change management strategy.

Assessment description

Using the scenario information supplied, the candidate will conduct an

implementation review. The candidate will then consult with a union representative
and General Manager to receive input and develop a revised communication plan.
The candidate will action the revised plan by delivering a 15–20 minute information
session to employees. Finally, the candidate will consider making final revisions to
the communications plan and overall project plan and seek approval from the
General Manager.

Procedure

1. Review assessment three case scenario information and additional information

for Fast Track Couriers.

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2. Following the communications plan provided, develop a survey to gather

feedback from employees
3. Meet with a union representative (your assessor) to receive and discuss the
results of the survey. Anticipate possible resistance by this stakeholder and
promote your plans to gain acceptance. Ask for additional input to help you
revise your change management communications strategy.
4. Draft revised communications plan and overall project plan (from Assessment
Task 2) in consideration of barriers identified through consultation process (with
your assessor acting as a union representative) and those identified in risk
analysis provided in assessment three case scenario information. Highlight
strategic elements in your plan which you will deploy to gain trust and
acceptance of change. Ensure you consider the needs of all stakeholders to
gain support for planned changes.
5. Meet with General Manager (assessor) to discuss ideas for revised
communications plan and overall project plan based on feedback.
 Discuss the needs of all stakeholders.
 Discuss creative technique, activity or tactic you will use to gain trust and
acceptance in the 15–20 minute information session you will deliver.
 Ensure you anticipate possible resistance by this stakeholder and
promote your plans to gain acceptance.
6. Develop a plan for a 15–20 minute information session for truckers. Include an
outline of what activities you will be doing, how long and how the activity will
achieve the goal of employee acceptance of change process. Ensure you
anticipate possible resistance from these stakeholders and plan to overcome
resistance.
7. Deliver session to employees (your assessor/other people enlisted by the
assessor to perform in the role of employees). Ensure you take a consultative
approach to the session and invite participation, questions, input, etc. and
ensure you incorporate a creative technique, activity or tactic in the session.
8. Make final revisions to your communications and overall project plans based on
feedback and consultation (save these as separate documents to previous
drafts). You may need to consider changes to communication activities, training
activities, and rollout of changes. Consult with GM (assessor) to ensure
changes are approved.
9. Submit all documents to your assessor as per the specifications below. Ensure
you keep a copy of all work submitted for your records.

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Specifications

You must submit copies of:

● one survey

● drafts of communications and overall project plans to indicate review of plans

(including highlighted strategic element/s)
● planning and support documents for your 15–20 minute information session
(such as a plan for the session, PowerPoint presentation, handouts, and a
creative activity for gaining trust and acceptance of change process).

Your assessor will be looking for:

● knowledge of change management process

● knowledge of components of change management project plan

● knowledge of specific organisational requirements from the scenario

● knowledge of potential barriers to change from the scenario

● knowledge of a range of techniques for embedding change and gaining trust

● leadership skills to gain acceptance of plan and gain trust

● innovation skills to develop creative ways of getting people to accept change

● planning and organising skills

● problem-solving skills to respond to barriers to change

● project management skills to implement change management strategy

● teamwork skills to consult with relevant groups for input

● verbal communication skills to describe and promote change management

plan.

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Assessment one case scenario

It is the end of the 2011 financial year. You are an external change management
consultant employed by Fast Track Couriers. You have been asked by the General
Manager to prepare a report to identify opportunities and requirements for change for
the organisation in the coming year.
You have been given some information about the organisation and the organisation’s
strategic goals. Specific operational and human resources goals were developed to
support the strategic goals.
The strategic goals were developed as a result of external market research indicating
an opportunity for Fast Track Couriers to build market share in Sydney. The business
has the opportunity to increase Sydney market share by 7.5% on the back increased
efficiency and shorter delivery times from larger truck fleet and improved distribution
systems.
You have also been given some information about employees and some background
information regarding the organisation’s workforce relations.
Before submitting the final report, you will need to review your proposed changes with
all relevant manager stakeholders. The General Manager is very concerned about
identifying change requirements in close consultation with key management
stakeholders within the organisation in order to ensure the least resistance to
implementation.

Assessment two case scenario

Management has identified the following high-priority change requirements:

● Goal A: Implement PDA/ GPS usage (productivity function) on truck fleet in the
first quarter of the 2012 financial year.
● Goal B: Implement one person/truck policy using automatic lift gates in the first
quarter of the 2012 financial year.

Achievement of these goals should increase net profit in the next financial year by
$200,000 due to increased efficiencies and increased business.
Goal A is essential to the business to ensure (in priority order):
1. Most efficient use of resources to cover market needs. Management will look at
more than the raw hours spent on job and consider all factors such as job
difficulty, traffic conditions in order to optimise fleet usage.
2. Job performance measurement for training needs.

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3. Recognition of outstanding performance (bonuses for exceeding targets;

advancement/ leadership opportunities).

Goal B is essential to the business to ensure:

● Most efficient use of resources to cover market needs.

● Reduced need to hire external truckers; use present employees as much as

possible.
● Reduced possibility of lifting injury.

The change management strategy, once approved by the General Manager, should
be implemented immediately.

People/structure
Fast Track Couriers has implemented and recruited the people required to fill the
roles in the following organisational structure:

General
Manager/CFO

Human Resources
manager

Sales manager Trucking manager Office manager

Sales team (3) Trucking team (20) Accountant

Administrative
support/reception

Managerial duties/role description

General manager/CFO Oversees company; approves major business

decisions such as strategic goals, change
management initiatives; reports to board of directors;
prepares financial reports.

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HR manager Oversees and implements change management

programs; collect feedback, assessment results, and
all other data regarding change management;
provides report to the General Manager on
implementation of major changes; oversees
recruitment.

Sales manager Coordinates sales team; provides sales team

training; manages performance of sales team.

Trucking /operations Coordinates activities of trucking team; manages

manager performance of trucking team; compiles productivity
reports; manages operations, authorises purchasing
of operational equipment etc.

Office manager Coordinates activities of accountant and

administrative support. Authorises payroll.

Resourcing/budget:
The budget for implementing the change strategy (excluding cost of new trucks,
technology and lift gates, lost productivity from truckers) is $25,000. Overruns must
be approved by General Manager.
You will be employed for two weeks full-time (40 hrs/week) and 8 hours a week until
end of the first quarter.

Resources:
The following resources are available for your use:

Resource Cost Availability

Project $100/hour Length of project, as needed

analyst/manager
(you).

Trucking manager – Length of project, as needed

(Bob Rogers).

Sales team member – Length of project, as needed

with high-level oral
and written

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communication skills
to assist new Human
Resources manager
(Jessica Smith).

New Human –
Resources manager
Peggy Anderson).

PDA/GPS trainer $150/hour Length of project, as needed

(Jack MacDonald).

Lift gates trainer (Erin $150/hour Length of project, as needed

Mitchell)

Head office training – 2nd week of July 2011 only.

rooms equipped with
training supplies for
five participants.

PDA/GPS device, – Length of project, as needed

based at office.

One new truck with – Length of project, as needed

tail gate based at
office

Other resources must be requested for approval by General Manager.

Education/ training
● Goal A: Implement PDA/ GPS usage (productivity function) on truck fleet in the
first quarter of the 2012 financial year. Requires a half-day training session.
● Goal B: Implement one person/truck policy using automatic lift gates in the first
quarter of the 2012 financial year. Requires a half-day training session.

Project management reporting

The General Manager would like you to report to her on a daily basis in the initial
week of the project and then weekly until the end of the first quarter. The HR
manager should receive a copy of this report.

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Template
Fast Track Couriers policy mandates the use of the following project management
template.
● Green: completed

● Amber: in progress

● Red: not completed.

Reporting element Measures Status

Change goal

Project management Delivery of project Overall status:

activities as per project
plan for each stream

- People

- Process

- Technology

- Structure

Stakeholder Management Stakeholders engaged

and comfortable with
current position

Communication Communication plan

activities on schedule

Education Education plan activities

on schedule

Cost benefits Project budget on track

Cost benefits on track to
be realised

Risk Management Risk management plan

effectively managing risk

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Assessment three case scenario

It is the end of the 2011 financial year and one month into the implementation of a
change management strategy. You are hearing that the implementation has not
achieved the employee’s trust, understanding and support that you expected and is
essential for success, particularly among truck drivers.
You are an external change management consultant employed by Fast Track
Couriers to revise the communications strategy. You have been asked by the
General Manager to develop and deliver an innovative and more effective
communications plan.
Following the communications plan (provided in additional information), you will need
to evaluate the management of truck drivers through the change management
process. Develop a survey to gauge trucker opinion on the following ten dimensions
of employee satisfaction:

Dimension Description

Training Adequate for role?

Role Clarity Are roles and responsibilities clear?

Trust Do employees trust the change management (CM) process and

management?

Evaluation Is performance fairly measured?

Leadership Is leadership adequate and does it inspire confidence?

Communication Is communication clear and two-way?

Procedures Are there clear and effective procedures to follow?

Recognition Is performance recognised?

Diversity Are individual differences valued and appreciated by Fast Track

Couriers?

Team work Is team work encouraged and promoted?

Once you have completed the survey, meet with the union representative (assessor)
to discuss results and get additional input.

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Draft a revised communications plan to conform to the identified risks in the risk
management analysis.
After you have gathered input, meet with the General Manager (assessor) to discuss
your suggested revision of the communications plan.
You will then need to implement the revised plan. Part of the revised communications
plan will include a 15–20 minute information session that you will deliver to the
employees.

Goals
FTC has the following goals for the Change Management strategy:
● Goal A: Implement PDA/GPS usage (productivity function) on truck fleet in the
first quarter of the 2012 financial year.
● Goal B: Implement one person/truck policy using automatic lift gates in the first
quarter of the 2012 financial year.

Achievement of these goals should increase net profit in the next financial year by
$200,000 due to increased efficiencies and increased business.
Goal A is essential to the business to ensure (in the following order of importance):
1. Most efficient use of resources to cover market needs. Management will look at
more than the raw hours spent on job and consider all factors such as job
difficulty, traffic conditions in order to optimise fleet usage.
2. Job performance measurement for training needs.
3. Recognition of outstanding performance (bonuses for exceeding targets;
advancement/ leadership opportunities).

Goal B is essential to the business to ensure:

● Most efficient use of resources to cover market needs.

● Reduced need to hire external truckers and use present employees as much as
possible.
● Reduced possibility of lifting injury.

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Progress of implementation

The project manager has prepared the following progress report:

Green: Completed
Amber: In progress
Red: Not completed

Reporting element Measures Status

Change goal Goal A: Implement PDA/ RED

GPS usage (productivity
function) on truck fleet in the
first quarter of the 2012
financial year.
Project management Delivery of project activities Overall status:
as per project plan for each
stream
People GREEN
Process GREEN
Technology GREEN
Structure. GREEN
Stakeholder Management Stakeholders engaged and RED
comfortable with current
position.
Communication Communication plan GREEN
activities on schedule.
Education Education plan activities on RED
schedule.
Cost benefits Project budget on track. RED
Cost benefits on track to be RED
realised.
Risk Management Risk management plan RED
effectively managing risk.

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Risk management analysis

Risk/Barriers Impact Likelihood Strategies for mitigating risk

Lack of trust High impact Medium Communications and training to

regarding use of outline business need. ‘Tracking
productivity data. productivity helps improve the
efficiency of operations, where and
Refusal to
when resources are deployed; it is
implement.
not a tool to performance manage or
penalise individuals.’
Address employee concerns.

Perceived threat High impact High Explain connection between

to job security business expansion plans and:
Resistance to  increased job security:
implementation. because of the need for
drivers to support expansion;
because overall profitability
and health of the business
reduces risk to everyone
 benefit of training and
consequent increase in
employability due to new
skills.

Industrial action. High impact Medium Address employee concerns.

Gain trust and acceptance.

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Communications plan

Audience Message (with strategic When Communication Person

elements) method responsible

HR manager Change management 9 am–10 Email (invite with CM consultant

strategy – duties of HR am, 1 July agenda).
manager. 2012.
Face-to-face
(office training
room).

Trucking/ Change management 11.30 am– Email (invite with HR manager

operational strategy – duties of 12.30 pm, agenda).
manager trucking manager. 1 July
Face-to-face
2012.
(office training
room).

Management Change management 2 pm–3 Email (invite with HR manager

team strategy – duties of HR pm, 1 July agenda).
manager. 2012.
Face-to-face
(office training
room).

Trucking team Change management 9 am–10 Email HR manager

strategy impacts to am, 4 July (assistant may
trucking team. 2012. draft)
Duties of truckers –
provide an explanation of
what will be required.
Business need – Gain
support by emphasising
possible negative effects
on jobs if change does
not happen.
Training schedule –
emphasise mandatory
nature and threaten
performance review
consequences for non-
compliance.

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Audience Message (with strategic When Communication Person

elements) method responsible

Sales team Change management 11 am– Face-to-face Sales manager

strategy summary. 11.30 am, (office training to run team
4 July room). meeting
Benefits to organisation.
2012.

Office team: Change management 11.30 am– Face-to-face Office manager

Accountant; strategy summary. 12 pm, 4 (office training to run team
Administrative July 2012. room). meeting
Benefits to organisation.
support person

Truckers Request for feedback. three Feedback survey New CM

weeks on ten consultant to
(All other
post- dimensions of design and
employees to
training. employee implement.
receive brief
satisfaction.
summary only) HR Manager to
research
benchmarking.

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Additional information (Fast Track Couriers Pty Ltd)

About Fast Track Couriers

Fast Track Couriers is a courier company that has been operating in New South
Wales for the last 15 years. Its primary business function is delivering medium to
large size packages across metropolitan Sydney.

Strategic plan goals

The organisation’s strategic goals are:
● to expand business in the metropolitan area so that small to medium package
deliveries market share increases by 7.5%
● to develop an integrated approach to distribution management utilising
technology such as PDA devices and GPS
● to develop and maintain a cohesive and well-motivated workforce.

Strategic goals are supported by the following operational and human resources
goals.

Operational plan goals

● Testing of the distribution management system is to cease and allow
implementation within the first quarter of the 2012 financial year.
● The truck fleet will need to be expanded by 8 trucks within the 2012 financial
year.

Human resources goals:

● To incorporate a Human Resources function to facilitate the changes in
workforce management in the first quarter of the 2012 financial year.
● Introduce professional development and training to achieve organisational
goals and promote understanding of organisation’s strategic goals in the first
quarter of the 2012 financial year.
● Eliminate industrial relations problems in the 2012 financial year. Conclude
negotiations with employees and union.
● Eliminate lifting injuries.

Employee profile
Fast Track Couriers employee the following people:
● General manager (GM) – Generally on the road; never in office.

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● Chief financial officer (CFO) – Reports to GM and keeps office hours; 9–5,
Mon–Fri.
● Accountant – Reports to CFO and keeps office hours; 9–5, Mon–Fri.
● Truck drivers (x20) – Report to office.
● Office team manager – Reports to GM and keeps office hours; 9–5, Mon–Fri.
● Office team members (x5) – Perform administrative, sales, customer
relationship management duties. Monitor truck drivers and handle enquiries.
Report to office team manager.

Head office employees

● Covered under individual contracts.
● Salary range $32,000–$75,000 annum.
● Small team of mainly female employees, ranging in age.
● Lots of opportunity to participate in learning and development programs due to
management support; however little desire to participate.
● High employee engagement scores. Employees cite team work and
opportunities as motivating factors affecting the business success.

Drivers
● Covered by an award.
● Salary $45,000 per annum.
● Heavily unionised.
● Employee demographics are all male employees aged 25–65.
● Little opportunity to participate in learning and development programs due to
being on the road; however, little to no interest to participate in development
opportunities.
● Large number of workplace injuries due to heavy lifting.
● Low employee engagement scores. Drivers cite pay as an issue.
● Currently experiencing low turnover.
● History of industrial disputes regarding pay and previous change initiatives.

Background to workforce management and relations

The company communicates with employees via email for head office employees and
a printed monthly newsletter for drivers. The company provides information regarding
policies procedures through documented manuals that are held in each truck as an
employee manual. Office-based staff can access copies of these manuals at the
office.
TAD18 BSBINN601
Version: 2.0

Implemented: January 2018

To be reviewed: January 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 24 of 25
 BSBINN601 Lead and manage organisational change

All trucks are fitted with a GPS system to assist drivers with navigating to each pick
up and drop off location. Trucks are also assigned a PDA that provides drivers with
the details of each pick up and drop off and records when a job starts and finishes.
The data from this device is sent back to head office to monitor job progress but is
not used to complete productivity reporting. When this device was introduced, drivers
were not happy as they felt the organisation was saying that it did not trust the drivers
to manually record the time spent on each job. Many of the drivers also resented
having to learn how to use the device and thought it was a waste of time.
Head office employees work very closely together and are a very cohesive and
motivated team. They are positive about the organisation’s direction and respond well
to change.
Drivers have historically reacted negatively to change. Change implemented in the
past has met with resistance and was therefore difficult to implement. Drivers have in
the past done their best to block any changes from being implemented, even going to
the lengths of threatening strike action and having the union involved to assist with
resolving the issue.
Fast Track Couriers currently allocates two drivers per truck to ensure that drivers are
able to load and unload heavy packages. The strategy going forward is to remove the
need for having two drivers per truck by installing an automatic lift gate on the back of
each gate at a cost of $10,000 per truck. This will mean that only one driver is
needed per truck as no heavy lifting will be required.
It is Fast Track Couriers intention to use these surplus drivers to drive the new trucks
that will be purchased to enable the company to extend its services to regional NSW.
Drivers are currently happy with the work environment as they enjoy working as part
of a two-man team. The organisation typically leaves the drivers alone and lets them
do their job as this is what seems to make them happy. Management has tried in the
past to have drivers participate in organisational activities. These activities were not
received positively and the drivers complained and asked not to be involved. The
drivers’ view is that their preferred team is their two-man driver team and they only
see the benefits of that specific working arrangement. There is a high value placed on
communication with trucking team members.

TAD18 BSBINN601
Version: 2.0

Implemented: January 2018

To be reviewed: January 2019

Responsibility: Head trainer

© The Wales Institute Pty Ltd

Page 25 of 25