Survey Task – Implementing Management Strategies

there are three parts in this task. Whoever I will assign will also do the remainingparts, but for today, I am intrested in the 2 pages survey, within 24 hours. 

read the attachment and understand. You will see what is expected of you. 

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KJ, Assessment Task 3 BSBINN6O1 Lead and manage organisational change

I mplement cha nge ma nagement strates/

Submission details

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

I

You will demonstrate the skills and knowledge required to implement change management stratery.

Assessment d escri ptio n

Using the scenario information supplied, you will conduct an implementation review. You will then consult with a union representative and General Manager to receive input and develop a revised communication plan. You will action the revised plan by delivering a L5-2O minute information session to employees. Finally, you will consider making final revisions to the communications plan and overall project plan and seek approval from the General Manager.

Procedure

Review the simulated workplace information for Fast Track Couriers.

Following the communications plan provided in Appendix 4, develop a survey to gather feedback from employees.

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 com mu n ications strate$/.

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 Appendix 3. Highlight strategic elements in your plan that you will deploy to gain trust and acceptance of change. Ensure you consider the needs of all stakeholders to gain support for planned changes.

Meet with General Manager (assessor) to discuss ideas for revised communications plan and overall project plan based on feedback.

a. Discuss the needs of all stakeholders.

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Assessment Task 3 BSB|NN601 Lead and manage organisational change

b. Discuss creative technique, activity or tactic you will use to gain trust and acceptance in the 15-20 minute information session you will deliver.

c. Ensure you anticipate possible resistance by this stakeholder and promote your plans to gain acceptance’

Develop a plan for a L5-2O minute information session for truckers. lnclude an

outline of what activities you will be doing, how long you will be doing them, 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.

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 ensufe you

incorporate a creative technique, activity or tactic in the session.

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.

Submit all documents to your assessor as per the specifications below. Ensure you

keep a copy of all work submitted for your records.

6.

7.

8.

9.

Specifications

You must submit coPies of:

. one survey

Your assessor will be looking for how you:

o explain the change management process

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

(incl uding h ighl ighted strategic element/s)

planning and support documents for your L5-2O 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).

a

a

a

a

a

outline components of the change management project plan

demonstrate knowledge of specific organisational requirements from the scenario

o outline potential barriers to change from the scenario describe a range of techniques for embedding change and gaining trust

demonstrate leadership skills to gain acceptance of plan and gain trust

provide innovation skills to develop creative ways of getting people to

accept change

demonstrate planning and organising skills

O 2015 lnnovation and Business lndustry Skills Council Ltd lst edition version: 1 Page2ot L2

Assessment Task 3 BSBINN6O1 Lead and manage organisational change

demonstrate problem-solving skills to respond to barriers to change

develop project management skills to implement change management strates/

demonstrate teamwork skills to consult with relevant groups for input

use verbal communication skills to describe and promote change management plan.

Adj ustment for distance-based learners o No changes to the assessment procedure or specification are required. o The consultation and presentation may be conducted via video or teleconferencing. o Documentation may be submitted electronically. o A follow-up interview may be required (at the discretion of the assessor).

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Assessment Task 3 BSBINN6O1 Lead and manage organisational change

Appendices

Appendix 1: Task – Fast Track Couriers Pty Ltd

It is the end of the 2015 financial year and one month into the implementation of a

change management strates/. You are hearing that the implementation has not achieved

the employee’s trust, understanding and support that you expected, which is essential for

success, particularly among truck drivers’

you are an external change management consultant employed by Fast Track Couriers to

revise the communications strateg/. 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 Appendix 4), 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.

Once you have completed the survey, meet with the union representative (assessor) to

discuss results and get additional input.

Draft a revised communications plan to conform to the identified risks in the risk

management analysis.

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Dimension Description

Training ls it adequate for role?

Role clarity Are roles and responsibilities clear?

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

management?

Evaluation ls performance fairly measured?

Leadership ls leadership adequate and does it inspire confidence?

Communication ls communication clear and two-way?

Procedures Are there clear and effective procedures to follow?

Recognition ls performance recognised?

Diversity Are individual differences valued and appreciated by Fast Track

Couriers?

Teamwork ls teamwork encouraged and promoted?

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Assessment Task 3 BSBINNGO1 Lead and manage organisational change

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 75-20 minute information session that you will deliver to the employees.

Goals

FTC has the following goals for the Change Management strategy:

o Goal A: lmplement PDVGPS usage (productivity function) on truck fleet in the first quarter of the 2016 financial year.

o Goal B: lmplement one person per truck policy using automatic lift gates in the first quarter of the 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):

t. 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, etc., in order to optimise fleet usage

2. job performance measurement for training needs 3. recognition of outstanding performance (bonuses for exceeding targets;

advancement/leadersh ip opportu n ities).

Goal B is essential to the business to ensure:

o most efficient use of resources to cover market needs o reduced need to hire externaltruckers; use of present employees as much as

possible

o reduced possibility of lifting injury.

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Assessment Task 3 BSB|NN601 Lead and manage organisational change

Append ix 2: 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 GoalA: lmplement PDA/GPS usage

(productivity function) on truck fleet in the first quarter of the 2016 financialyear,

RED

Project management Delivery of project activities as per project plan for each stream

Overall status:

People GREEN

Process GREEN

Technology GREEN

Structure. GREEN

Stakeholder management Stakeholders engaged and comfortable with current position.

RED

Communication Communication plan

activities on sched u le. GREEN

Education Education plan activities on schedule.

RED

Cost benefits Project budget on track. RED

Cost benefits on track to be realised.

RED

Risk management Risk management plan

effectively managing risk. RED

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Assessment Task 3 BSBINN601 Lead and manage organisational change

Appendix 3: Risk management analysis

Risly’Barriers lmpact Likelihood Strategies for mitigating risk

Lack of trust regarding use of productivity data.

Refusal to implement.

High impact Medium Communications and training to outline business need. ‘Tracking productivity helps improve the efficiency of operations, where and when resources are deployed; it is not a toolto performance manage or penalise individuals.’

Address employee concerns.

Perceived threat to job security.

Resistance to implementation.

High impact High Explain connection between business expansion plans and:

o increased job security: because ofthe need for drivers to support expansion; because overall profitability and health of the business reduces risk to everyone

o benefit of training and consequent increase in employability due to new skills.

Industrial action. High impact Medium Address em ployee concerns.

Gain trust and acceptance.

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Assessment Task 3 BSBINN601 Lead and manage organisational change

Appendix 4: Communications PIan

Audience Message (with strategic elements)

When Communicat ion method

Person responsible

HR manager Change management

strategy – duties of HR manager.

9 am-10 am, l July 2076.

Email(invite with agenda).

Face-to-face (office

training room).

CM consultant

Trucking/ operational manager

Change management

strategy – duties of trucking manager.

11.30 am- 12.30 pm, l July 2076.

Email(invite with agenda).

Face-to-face (office

training room).

HR manager

Management team

Change management

strategy – duties of HR manager.

2 pm-3 pm, l July 2076.

Email(invite with agenda).

Face-to-face (office

training room).

HR manager

Trucking

team Change management stratery impacts to trucking team.

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.

9 am-10 am, 4 July 2076.

Email. HR manager (assistant may draft)

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Assessment Task 3 BSBINN601 Lead and manage organisational change

Audience Message (with strategic elements)

When Communicat ion method

Person responsible

Sales team Change management strategy summary.

Benefits to organisation.

L1-am- 11.30 am, 4 July 201.6.

Face-to-face (office

training room).

Sales manager

to run team meeting.

Office team: Accountant; Administrativ e support person

Change management stratery summary.

Benefits to organisation.

11.30 am-72 pm, 4 July 20L6.

Face-to-face (office

training room).

Office manager

to run team meeting.

Truckers

(All other employees to receive brief summary only)

Request for feedback. Three weeks post-

training.

Feedback

survey on

ten dimensions of employee satisfaction.

New CM

consultant to design and implement.

HR manager to research benchmarking.

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Assessment Task 3 BSBINN6O1 Lead and manage organisational change

Appendix 5: Background 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. lts primary business function is delivering medium to large size packages across metropolitan Syd ney.

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 7.5o/o.

o to expand the business to include small and medium package deliveries to regional NSW.

o to develop an integrated approach to distribution management utilising technolos/ such as PDA devices and GPS.

o to develop and maintain a cohesive and well-motivated workforce.

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

Operationa! plan goals

o Testing of the distribution management system is to cease and allow implementation within the first quarter of the 2016 financial year.

o The truck fleet will need to be expanded by 8 trucks within the 2016 financial year. o Small distribution hubs will be positioned at Maitland, Goulburn, Nowra and

Bathurst, each manned by two employees within the next eighteen months.

o Fast Track Couriers will complete 2Oo/o of deliveries to regional locations in the next three years.

Human resources goals

o lncorporating a Human Resources function to facilitate the changes in workforce management in the first quarter of the 2016 financial year.

. lntroducing professional development and training to achieve organisational goals and promote understanding of organisation’s strategic goals in the first quarter of the financial year.

o Eliminating industrial relations problems in the financial year. Concluding negotiations with employees and union.

o Eliminating lifting injuries.

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Assessment Task 3 BSBINN6O1 Lead and ma@

People/structure Fast Track couriers has implemented and

recruited the people required to fill the roles in

the following organisational structure’

Managerial d uties/role description

Oversees company; approves major business decisions

such as strategic goals, change management initiatives;

reports to board of directors; prepares financial reports’

General manager/CFO

Oversees and implements change management

programs; collect feedback, assessment results’ and all

other data regarding change management; provides

report to GM on implementation of major changes;

oversees recruitment’

Coordinates sales team; provides sales team training;

manages performance of sales team’

Coordinates activities of trucking team; manages

performance of trucking team; compiles productivity

reports; manages operations, authorises purchasing of

operational equiPment, etc’

Trucking/oPerations manager

Coordinates activities of accountant and administrative

support. Authorises PaYroll’ Office manager

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Sales manager

Assessment Task 3 BSB|NN601 Lead and manage organisational change

Background to workforce management and relations The company communicates with employees via emailfor head office employees, and aprinted monthly newsletter for drivers. The company provides information regardingpolicies and procedures through documented manuals that are held in each truck as anemployee manual. oftice-based staff can access copies of these manuals at the office. 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 thedetails of each pick-up and drop-off and records when a job starts and finishes. The datafrom this device is sent back to head office to monitor job progress but is not used tocomplete 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 recordthe time spent on each job’ Many of the drivers arso resenteo navingi”l”;; ;;; to usethe device and thought it was a waste of time. Head office employees work very closely together and are a very cohesive and motivatedteam’ 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 pastdone 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 theissue.

Fast rrack couriers currently allocates two drivers per truck to ensure that drivers areable to load and unload heavy packages. The strates/ going forward is to remove theneed for having two drivers per truck by installing an automatic lift gate on the back ofeach gate at a cost of $10,000 per truck. This will mean that only one driver is neededper truck as no heavy lifting will be required.

It is Fast rrack couriers’ intention to use these surplus drivers to drive the new trucks thatwill 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 atwo-man team’ The organisation typically leaves the drivers alone and lets them do theirjob as this is what seems to make them happy. Management has tried in the past to havedrivers 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 theirpreferred team is their two-man driver team and they only see the benefits of that specificworking arrangement. There is a high value placed on communication with trucking teammembers.

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