BSBINN6011WWMDUKR Workbook PDF

Student Workbook
BSBINN601 Lead and manage

organisational change
1st Edition 2015
Part of a suite of support materials for the

BSB Business Services Training Package
Acknowledgement
Innovation and Business Industry Skills Council (IBSA) would like to acknowledge
Impact Training and Development Solutions for their assistance with the development
of the resource for BSBINN601B.
BSBINN601B writer: Joanna Hull
BSBINN601B industry reviewer: Kristen Miller
Revised by IBSA for BSBINN601 (2015)
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Published by: Innovation and Business Industry First published: September 2015
Skills Council Ltd
1st edition version: 1
Level 11
176 Wellington Pde Release date: September 2015
East Melbourne VIC 3002
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ISBN: 978-1-925379-14-3
Stock code: BSBINN6011W
Table of contents
Introduction .........................................................................................................................1
Features of the training program .................................................................................1
Structure of the training program ................................................................................1
Recommended reading ................................................................................................1
Section 1 – Identify Change Requirements.......................................................................3
What skills will you need? ............................................................................................4
Identify requirements to implement strategic change ...............................................5
Review organisational current state ............................................................................7
Monitor external trends ............................................................................................. 11
Review and prioritise change requirements with managers................................... 13
Consult specialists and experts ................................................................................ 21
Section summary ....................................................................................................... 23
Further reading .......................................................................................................... 23
Section checklist ........................................................................................................ 24
Section 2 – Develop a Change Management Strategy .................................................. 25
What skills will you need? ......................................................................................... 25
Introduction ................................................................................................................ 26
The change management process ........................................................................... 27
Change management theories ................................................................................. 27
Develop a change management strategy ................................................................ 31
Change goals.............................................................................................................. 31
Change impacts ......................................................................................................... 32
Project management ................................................................................................. 36
Communication plans................................................................................................ 47
Education requirements ............................................................................................ 52
Cost-benefit analysis ................................................................................................. 57
Risk management...................................................................................................... 60
Stakeholder management......................................................................................... 64
Measurement and reporting ..................................................................................... 67
Document a change management strategy ............................................................. 70
Obtain approvals ........................................................................................................ 73
Section summary ....................................................................................................... 80
Further reading .......................................................................................................... 80
Section checklist ........................................................................................................ 80
Section 3 – Implement a Change Management Strategy ............................................. 82
What skills will you need? ......................................................................................... 82
Introduction ................................................................................................................ 83
Action planned activities ........................................................................................... 85
Identify and respond to barriers to change .............................................................. 86
Activate strategies to embed change ....................................................................... 90
Evaluate and review .................................................................................................. 97
Section summary ..................................................................................................... 102
Further reading ........................................................................................................ 102
Section checklist ...................................................................................................... 103
Glossary .......................................................................................................................... 104
Appendices ..................................................................................................................... 105
Appendix 1 – Quality Training’s Strategic Plan ...................................................... 105
Appendix 2 – Telephone Travel Change Management Strategy........................... 112
Student Workbook Introduction
Introduction
Features of the training program
The key features of this program are:
● Student Workbook (SW) – Self-paced learning activities to help you to understand
key concepts and terms. The Student Workbook is broken down into several
sections.
● Facilitator-led sessions (FLS) – Challenging and interesting learning activities that
can be completed in the classroom or by distance learning that will help you
consolidate and apply what you have learned in the Student Workbook.
● Assessment Tasks – Summative assessments where you can apply your new skills
and knowledge to solve authentic workplace tasks and problems.
Structure of the training program

This training program introduces you to performance outcomes, skills and knowledge
required to determine strategic change requirements and opportunities, and to develop,
implement and evaluate change management strategies. No licensing, legislative,
regulatory or certification requirements apply to this unit at the time of endorsement.
Specifically, you will develop the skills and knowledge in the following topic areas:
1. Identify change requirements/opportunities
2. Develop a change management strategy
3. Implement a change management strategy.
Note: the Student Workbook sections and session numbers are listed next to the topics
above.
You facilitator may choose to combine or split sessions. For example, in some cases, this
training program may be delivered in two or three sessions, or in others, as many as eight
sessions.
Recommended reading
Some recommended reading for this unit includes:
● ‘ADKAR – a model for change management’, Change Management Learning
Centre, viewed July 2015, <http://www.change-management.com/tutorial-adkar-
overview.htm>.
● Kotter International, viewed July 2015, <http://www.kotterinternational.com>.
● ‘Managing change: Managing people’s fear’, About.com, viewed July 2015,

<http://management.about.com/cs/people/a/MngChng092302.htm>.
BSBINN601 Lead and manage organisational change 1st edition version: 1

© 2015 Innovation and Business Industry Skills Council Ltd Page 1 of 125
Introduction Student Workbook
● Harvard Business Review, 2006, Harvard business review on leading through

change, Harvard Business School Publishing Corporation, Boston.
● Maginn, M., 2007, Managing in times of change, McGraw-Hill, New York.
● Potts, R. and Lamarsh, J., 2004, Managing change for success, Duncan Baird
Publishers, London.
Please note that any URLs contained in the recommended reading, learning content and
learning activities of this publication were checked for currency during the production
process. Note, however, IBSA cannot vouch for the ongoing currency of URLs.
Every endeavour has been made to provide a full reference for all web links. Where URLs
are not current we recommend using the reference information provided to search for the
source in your chosen search engine.
1st edition version: 1 BSBINN601 Lead and manage organisational change

Page 2 of 125 © 2015 Innovation and Business Industry Skills Council Ltd
Student Workbook Section 1 – Identify Change Requirements
Section 1 – Identify Change

Requirements
This section is about the skills and knowledge required to analyse an organisation’s
strategic plans in order to identify change needs. The section focuses on reviewing
existing policies, procedures and practices in comparison to planned or desired strategic
plans and organisational goals. This section will also examine how to monitor trends in
the external environment which may impact on the organisation’s achievement of
organisational goals. Section 1 also addresses the consultation requirements involved in
identifying change requirements.
Scenario: Telephone Travel
Telephone Travel is a travel service run through a call centre. It has been in operation
for five years and currently has one contact centre in Brisbane. Their primary business
function is selling domestic travel packages.
The organisation is structured as follows:
Managing Director
Contact Centre Finance HR Marketing

IT Manager
Operations Manager Manager Manager Manager
Contact Centre
Accounts Payable HR Consultant Marketing Mgr IT Operations
Supervisor
Supervisor X4 X2 Manager
Business Travel
Telephone Rep. Accounts Pay. Rep HR Administrator Marketing Asst. Service Desk
x 20 X7 X1 X1 Supervisor
Contact Centre
Accounts Receive. Service Desk
Supervisor
Supervisor Representative
Domestic Travel
Telephone Rep. Accounts Rec. Rep Service Desk

x 20 X7 Representative
Contact Centre
Finance Reporting Service Desk
Supervisor
Representative Representative
Holiday Packages
Telephone Rep.
x 20
The organisation currently experiences employee turnover of 53% for the Telephone
Representative positions. This is having a negative impact on the organisation’s ability
to deliver quality customer service. Constantly having a large number of new employees
makes it difficult for Telephone Travel to provide the standard of customer service that
they are aiming to deliver.

Section 1 – Identify Change Requirements Student Workbook
As a result of this business problem, the organisation has set a goal as part of their
strategic plan to reduce employee turnover to industry best practice levels in the next
five years.
Strategic Goal:
● To reduce turnover to 21% within five years.
Operational Goal:
● To reduce turnover by 15% by end of financial year.
Telephone Travel management believe that if they can reduce their turnover this will
then allow them to better train and develop their staff to deliver quality service to their
customers. However, they know that this means that they must change the way in
which they do things now.
Sarah, the Contact Centre Operations Manager has been tasked with identifying what
changes are required to implement this strategic goal.
What skills will you need?

In order to work effectively to manage change, you must be able to:
 identify strategic change needs through an analysis of strategic plans
 review existing policies and practices against strategic objectives to identify change
requirements
 monitor trends in the external environment to identify events or trends which impact
on the achievement of organisation's objectives
 identify major operational change requirements due to performance gaps, business

opportunities or threats, or management decisions
 review and prioritise change requirements/opportunities with relevant managers
 consult specialists and experts to assist in the identification of major change

requirements/opportunities.

Identify requirements to implement strategic change

Strategic plans are the road map for an organisation and its employees. They incorporate
the values, vision and mission of the organisation and detail the priorities, actions and
resources required to achieve the organisation’s goals.
An organisation’s strategic plan reflects what the organisation sees as most critical to its
success in the next three to five years such as:
● increasing market share ● reducing operating expenditure
● increasing sales ● expanding product offerings
● increasing profit ● becoming an employer of choice.
Achieving these goals often involves making some sort of change to the way in which the
business operates.
An organisation’s strategic plan will often focus on addressing business problems that are
affecting the profitability of the organisation such as:
● downturn in market conditions ● high employee turnover
● negative customer feedback ● a company merger or acquisition
● loss of market share ● increased product range
● low employee engagement ● rapid growth.
Whatever the situation, managers must be able to analyse an organisation’s strategic

plan and identify the strategic changes required to achieve the organisation’s goals. This
involves reviewing the strategic plan and identifying the goals of the plan.
At this stage you are not identifying all the things that need to change but what it is that
the organisation wants to achieve. Essentially this is your ‘change goal’.
Learning activity: Identify needs for strategic change
Answer the questions below by reviewing a strategic plan:

● If you are currently employed, obtain a copy of your organisation’s strategic plan
● View the example of a strategic plan in Appendix 1.
What does the strategy tell you about what the organisation is trying to achieve?

What information does the strategy include regarding the actions it will take to achieve
its goals?
What are three requirements for change that you believe the organisation will need to
address to successfully implement the strategy? Why do you believe this change is
required?
Change 1
Change 2
Change 3
Reading: Identify strategic change needs
The article ‘Growing pains: Recognizing and assessing the need for organisational
change’, covers one of the drivers of organisational change – growth. It provides a
summary of ten of the most common signs that indicate that change is required as a
result of growth. Organisations that suffer these signs and symptoms should address
this need for change in their strategic plans to ensure they manage the growth they are
experiencing and continue to grow.
At this point you should access the article online using the following information.
Flamholtz, E., ‘Growing Pains: Recognizing and Assessing the Need for Organizational
Change’, About.com, viewed July 2015,
<http://entrepreneurs.about.com/cs/beyondstartup/a/uc070903.htm>.

This space is provided for you to take notes and summarise the ten ‘growing pains’ and
any further comments you have about the concepts covered in the article.
Notes:
Review organisational current state

Once managers have identified the requirements to implement strategic change, it is time
to review the current state of the organisation to understand how the current policies,
practices and operations deliver against the organisation’s strategic goals. This review
assists to identify what changes are required within the business, to its policies, practices
or operations, to achieve the desired goals.
The information obtained in this review is also very useful when communicating the
changes to employees because it assists you to demonstrate why the change is needed
and how it will benefit the business to implement such a change.
To complete this review it is often helpful to look at the business from the following four
perspectives:
● people ● technology
● process ● structure.

People
This perspective involves looking at the people of the organisation and how policies and
practices affect people and, in turn, how they impact on the organisation’s operation. You
should be asking questions such as:
● do employees have the right knowledge, skills and experience to carry out tasks
efficiently
● do the organisation’s policies and practices support employees to perform in their
role
● are employees engaged in the work that they do
● are employees contributing to the success of the organisation’s operation?
Process
Reviewing existing processes involves looking at work flows; how operational results are
realised. To complete this review you should be asking questions such as:
● what is the end to end process
● are work flows efficient
● are there any bottlenecks or slow points
● are there any recurring processing issues?
Technology
When you review technology you are looking at the technology that is used in the
organisation to carry out its primary business. You should be asking questions such as:
● does the current technology support the organisation to carry out its business
● how old is the technology – is it outdated
● how often is the technology out of service, causing a disruption to business

functions
● what impact would technology breakdown have on the organisation
● has the technology kept up with the organisation’s growth/changing needs over
time
● does the technology meet all of the organisation’s needs?
Structure
This involves looking at the way in which the organisation is structured or organised. It
involves asking questions such as:
● how is the structure organised (centralised, decentralised, sales and service, etc.)
● how many levels are there in the hierarchy
● does the current structure support fast decision-making
● does the structure promote team work?

Example: Telephone Travel – Review existing policies and practices
Sarah, the Contact Centre Operations Manager, knows that the first step she must take
to determine the change requirements for reducing turnover to industry best practice
levels is to analyse the current state of the business. She completes a review of the
organisation’s structure, processes, people and culture. Her review found the following:
People Process
 poor relationships  no documented
between managers processes
and staff
 no process review
 little opportunity for conducted since
training and company started five
development years ago
 no team meetings.  convoluted and hard
to understand.
process
Technology Structure
 old technology  high supervisor to
employee ratios in
 slow
contact centre
 no manual or user
guides available  flat structure.
 outages experienced
weekly.
Analysis
Sarah compared the actual practices and outcomes against existing policies and
determined the results achieved did not reflect the policies of the organisation which
included policies for:
● review and upgrade of technology on an annual basis
● all supervisors to meet with their teams on a monthly basis
● performance review and evaluation conducted and individual development plans

completed for each team member annually.
As a result of this analysis, Sarah felt that these existing policies and procedures would
support the organisation’s strategic and operational goals and would not require
change.
Sarah found that there were no current policies or procedures relating to reward or
recognition programs, training and development planning or guidelines for supervisors
and felt that these would need to be developed to support the organisation’s goals.

Learning activity: Review existing policies and practices
Answer the questions below:
Why must managers complete an analysis of an organisation’s current state to

determine requirements for organisational change?
What are some of the potential impacts for not completing this analysis?
Why is it important that managers review structure, process, people and culture when
completing an analysis of an organisation’s current state to determine change
requirements?

Monitor external trends

When identifying change requirements, managers should always monitor the external
environment to identify events or trends which may impact on the achievement of the
organisation’s objectives. This could include trends and events that are:
● consumer driven ● political
● economic ● social
● ethical ● technological.
● legal
Knowing what is happening in the external environment is critical when identifying

organisational change requirements. You need to be aware of external trends to ensure
that the change you introduce is the right one and keeps your organisation in a strong
competitive position.
Example: Telephone Travel – Monitor external trends
Sarah knew that her analysis should not only be inwardly focused as that could result in
the organisation falling behind their competitors.
Sarah wanted to examine employee turnover of Telephone Travel and she knew she
should complete an analysis of external trends. To understand turnover trends, she
obtained the contact centre industry turnover rates to determine how Telephone Travel
rated within the industry. Her analysis found:
Turnover - Telephone Travel vs Industry Average
60%
50%
40%
Turnover %
Telephone Travel
30%
Industry average
20%
10%
0%
201V 201W 201X 201Y 201Z
Year
These results highlighted to Sarah that turnover was a serious issue at Telephone
Travel as the organisation was experiencing a steady increase in turnover while the
industry average had remained quite static. As a result Telephone Travel turnover was
now at over double the industry average of 23%.

Learning activity: Monitor external trends
As you can see from the previous example, Sarah understands the importance of
monitoring trends within the industry for dealing with turnover. She researched what
other contact centres do to manage turnover.
As a next step, Telephone Travel needs to be able to reduce their turnover by identifying
how other organisations within the industry address the issue of employee turnover.
Imagine you are Sarah and use the internet to research these trends. Document your
findings in the space below detailing what websites you researched and what
information you obtained from these websites.
Consider using the following organisations as resources:
● Australian Bureau of Statistics
● Tourism Australia
● recruitment sites specifically for telephone sales positions.
How would the information you have found be useful to Telephone Travel?

Review and prioritise change requirements with

managers
When identifying strategic change requirements, it is important that you identify and
engage with other managers across the business. This will allow you to review and
prioritise change requirements as required. Managers that you should engage are
managers who:
● are affected by the change
● are participating in the change project
● hold a leadership position in the organisation.
Review change requirements

Consulting with relevant managers is essential for ensuring that you have considered all
of the necessary elements to identify the organisation’s change needs. It allows you to
obtain information from a variety of sources across the business to test your approach
and findings. It also helps to obtain maximum support when you implement the change.
To effectively engage with these managers to complete a review of the requirements for
change that you have identified, you will need to prepare a summary of your findings to
present to them. This should include:
● the organisation’s goals that you are trying to meet from the strategic plan
● details of the strategic change requirement that you have identified to achieve the
goals
● results of your review of the organisation’s current state with regards to policies,
practices and operations
● outcomes of your research of external trends
● supporting data to help managers understand why identified change requirements

are needed; supporting data could include:
○ data on employees such as turnover, absenteeism, employee engagement
scores, etc.
○ productivity reports
○ error reports
○ technology outage data.
● summary of the identified requirements for change.
To ensure that you complete a thorough review you should aim to seek feedback with
regards to each of the points above.

Example: Telephone Travel – Review and prioritise change

requirements with managers
Sarah reviewed the organisational chart to determine which other managers in the
organisation:
● are affected by the change
● will be participating in the change project
● hold a leadership position in the organisation.
She then used the following table to capture information about the impact of change on
various managers:
Relevant managers:
Managers affected by the Managers participating in Managers that hold a

change the change project leadership position in the
organisation
Managing Director Contact Centre Managing Director
Finance Manager Supervisors. Finance Manager
Human Resources (HR) HR Manager
Manager Marketing Manager.
Contact Centre
Supervisors.
The effects of change:
Relevant managers How will the change affect

these managers
Managing Director Financial and resource
allocation
Finance Manager Financial and resource
allocation
HR Manager Recruitment and selection
procedures
Remuneration strategy
Performance management
strategy
Contact Centre Remuneration strategy
Supervisors Performance management
strategy
Accounts Payable Financial and resource
Supervisor allocation
Accounts Receivable Financial and resource
Supervisor allocation

Now that she is clear on how the change will affect each manager, Sarah arranged the
following meetings to review and prioritise the identified change requirements:
Meeting Date and Time Details
Telephone Travel 3 June 201X, 11am Team meeting to review

management team and agree identified
change requirements and
priorities.
Contact Centre Supervisor 2 June 201X, 9am Team meeting to review

and agree identified
change requirements and
priorities.
Accounts Payable and 3 June 201X, 2pm Meeting to review and

Receivable Supervisors agree change
requirements and
priorities.
Sarah has decided that while each of the meetings will focus on the same agenda,
each meeting needs to be conducted separately. The needs and impacts of the
identified change requirements are quite different for each of the groups, and to be
sure these reviews are effective, she feels completing them as separate meetings will
be most beneficial.
After completing the meetings, Sarah will consolidate all of the feedback she has
received to determine the final position.
Sarah prepared the following report to present the identified change requirements to
each manager. She sent this to each manager prior to the meeting to allow them time
to consider the information prior to the review.
Managing turnover at Telephone Travel

Introduction
The organisation has set a strategic plan goal to reduce employee turnover to
industry best practice levels (15–20%) in the next five years.
To achieve this goal changes need to be made across the business with regards to:
● people
● process
● technology
● structure.
Without changes in these areas the organisation will not achieve its strategic plan
goal.

Analysis
Analysis has been completed of the organisation’s people, process, technology and
structure to identify change requirements. The results, for each category, of this
analysis are set out below:
People:
● poor relationships between managers and staff
● little opportunity for training and development
● no team meetings
● turnover rate current 53%, 30% higher than industry average (23%)
● turnover trending upwards against a static industry trend
● absenteeism
○ Telephone Travel average per month last 12 months: 25%

○ industry average per month last 12 months: 17%.
Process:
● no documented processes
● no process review conducted since company started five years ago
● convoluted process.
Technology:
● old technology
● slow
● no manual or user guides available
● outages experienced weekly.
Structure:
● high supervisor to employee ratios in contact centre
● flat structure.
Sarah also included other supporting data:

● productivity
Telephone Representative productivity has steadily decreased over the last five
years in line with the increase in turnover:
○ 201V: 40 sales per rep per day
○ 201W: 37 sales per rep per day
○ 201X: 35 sales per rep per day
○ 201Y: 33 sales per rep per day
○ 201Z: 30 sales per rep per day.

Change requirements
The following change requirements have been identified as needed for the organisation
to achieve its strategic plan goal to reduce turnover.
People:
● team meetings to be conducted weekly across the organisation
● all employees to have a documented Individual Development Plan.
Process:
● process review to be completed to ensure efficiency
● processes to be documented in procedure manuals.
Technology:
● review technology solution to reduce outages and identify required
improvements
● technology user guides to be developed.
Structure:
● reduce manager to employee ratios in the contact centre to allow supervisors
more time to spend with individual team members.
Learning activity: Review change requirements
Why is it important that managers engage other relevant managers to review identified
change requirements?
What are some of the potential impacts to organisations if this is not completed?

Prioritise change requirements

When engaging with relevant managers it is important to prioritise change requirements.
Prioritising organisational change requirements involves determining what issues should
be addressed first. When doing this you should consider:
● What can the organisation afford to implement – will more funding be available
later down the track?
● What other activities are occurring within the business that may be impacted by the
introduction of a change?
● What changes may deliver ‘quick wins’ that can be capitalised upon to assist with
introducing other change?
To agree on priorities with managers you should ensure that you discuss each of these
questions. This will help to identify and agree the priority order for change requirements.
To assist with this discussion you may want to consider using a priority
management matrix.
Priority management matrix

To assist you with prioritising change requirements you could use a priority management
matrix. This matrix allows you to plot your identified change requirements against four
quadrants which can be useful in determining priority order for the change requirements.
The matrix is as follows:
High importance High importance

Low urgency High priority
Importance
Low importance Low importance

Low priority High urgency
Urgency
To use this matrix, you would simply allocate each requirement for change to one of the
quadrants. You could do this prior to your meeting with managers or you could complete it
with them as part of your discussion. Whichever approach you take, the important point is
to agree which quadrant the change requirements should be plotted. This activity can be
very useful for your discussion to determine the priority order of requirements for change.

Example: Telephone Travel – Prioritise change requirements
Along with her report, Sarah also provided each of the managers with a copy of a
completed priority management matrix which will be reviewed and discussed at the
scheduled meeting:
High importance High importance

Low urgency High priority
● process review ● reduce manager/
and employee ratios in
documentation contact centre
teams.
● technology review.
Low importance Low importance

Low priority High urgency
● technology user ● weekly team
guides. meetings (quick
win).
As a result of conducting the planned meetings Sarah has obtained agreement from all
managers and supervisors across the business that the change requirements in priority
order are:
1. implement weekly team meetings
2. reduce manager/employee ratios in the contact centre teams
3. conduct a technology review
4. conduct a process review and develop procedure manuals
5. develop technology user guides.
Sarah is pleased that she invested the time in these meetings as she believes that this
has resulted in obtaining commitment to the program for change that she is about to
implement.

Learning activity: Prioritise change requirements
Why is it important that managers engage other relevant managers to prioritise

identified change requirements?
What are some of the potential impacts to organisations if this is not completed?
How could a priority management matrix assist with determining the priority order of
change requirements?

Consult specialists and experts

There will be times when managers will be required to consult with external specialists
and experts regarding change requirements. Organisations typically use external
consultants to:
● get an unbiased view of their organisation
● understand what is best practice
● supplement their knowledge and skills for a specific change project.
There are three different consulting models that organisations can engage external
specialists and experts under:
● the purchase of expertise model
● the doctor-patient model
● process consultation. 1
Let’s look at these models in more detail.
The purchase of expertise model

Under this model, organisations engage an external service provider to deliver an
outcome, for example, ‘develop and implement a process for managing customer
complaints’. Whilst the organisation remains the decision maker, they utilise the services
of external service provider to perform the work.
Organisations that utilise this model usually either don’t have the skills and knowledge
internally or the capacity to deliver such an outcome.
The doctor-patient model

Organisations that utilise this model engage an external service provider to come in and
diagnose a problem and then recommend the course of action to be taken to address the
issue. Under this model, organisations usually have identified that something is not right
with regards to their business operations; however, they are not sure what the problem is.
Like the purchase of expertise model, organisations may choose to engage an external
service provider to identify the problem and solution because they don’t have the skills
and knowledge internally or the capacity to complete this activity themselves.
Process consultation
Under this model the consultant and organisation work together to identify the problem
and solution. This is a more cooperative approach compared to the two models above.
1 Schein, 1988, Process consultation: Its role in organization development, 2nd edn, FT Press, New Jersey.

Example: Telephone Travel – Consult specialists and experts
Sarah decides that it would be beneficial to the organisation to consult with an expert
regarding best practice manager employee ratios and contact centre structures. Sarah
wants to be sure that any changes made to the contact centre structure are aligned
with industry best practice and therefore offer a long term solution. She does not want
to be in a situation in another 12 months time after having implemented a new
structure to find that the structure is ‘behind the times’ and impacting on the
organisation’s ability to be competitive.
She decides to engage an external consultant using the ‘doctor-patient’ consulting
model. She wants the consultant to come in and assess the contact centre structure
and ratios and make a recommendation. Sarah will ultimately be responsible for
deciding what change action will be taken and implementing that action, but she wants
assistance to best determine the best action to take.
Sarah completes some research and identifies Veridian Solutions as a contact centre
specialist consultancy firm. She arranges to meet with them to understand their
services and how they may be able to assist Telephone Travel with re-structuring the
contact centre team to achieve better manager employee ratios.
After meeting with a consultant from Veridian Solutions, Sarah engages their services.
She is relieved to have an expert on her team!
Learning activity: Consult specialists and experts
Use the link below to access Veridian Solutions website. They are a contact centre
consultancy organisation.
● <http://www.veridian.com.au>, viewed July 2015.
Take some time to review the website and the services that Veridian offer.
Scroll down the page to read ‘Case Study #1’ and ‘Case Study #2’. These short case
studies are good examples of how external specialists and experts can assist
organisations to identify change requirements.
Other websites which might provide useful information include:
● Human Potential Consulting: <http://www.humangroup.com.au>,
viewed July 2015
● Combined Management Consultants: <http://www.cmcaust.com>,
viewed July 2015
You may also chose to conduct your own research into consultants relevant to the
industry you work in or would like to work in.

Why is it beneficial for managers to consult with specialists and experts when
identifying organisational change requirements?
What are some of the potential impacts for not obtaining specialist or expert advice?
Section summary
You should now understand how to analyse an organisation’s strategic plans to identify
change requirements. You should also have the skills and abilities to review existing
policies, procedures and practices and compare to organisational goals. You should also
be able to monitor trends in the external environment which may impact on the
organisation’s achievement of organisational goals. Finally, you should be able to consult
advice under various consulting models to identify change requirements.
Further reading
● Gordan, A., 2008, Future savvy; identifying trends to make better decisions,
manage uncertainty and profit from change, AMACOM, New York.
● Kotter, J., 1996, Leading change, Harvard Business School Press, Boston.

● Potts, R. and Lamarsh, J., 2004, Managing change for success, Duncan Baird
Publishers, London.
● Jackson, P. and McKergow M., 2007, The solutions focus, Nicholas Brealey
International, London, pp: 202–203).
Section checklist
Before you proceed to the next section, make sure that you are able to:
 identify strategic change needs through an analysis of strategic plans
 review existing policies and practices against strategic objectives to identify change
requirements
 monitor trends in the external environment to identify events or trends which impact
on the achievement of organisation's objectives
 identify major operational change requirements due to performance gaps, business

opportunities or threats, or management decisions
 review and prioritise change requirements/opportunities with relevant managers
 consult specialists and experts to assist in the identification of major change

requirements/opportunities.

Student Workbook Section 2 – Develop a Change Management Strategy
Section 2 – Develop a Change

Management Strategy
This section is about the skills and knowledge required to develop a change management
strategy. The section includes a discussion of the theory underpinning successful change
management. Section 2 also includes a discussion of cost-benefit analysis, risk analysis
and addresses the skills necessary to successfully plan the implementation of a change
management strategy.
Sarah has analysed and reviewed the goals and objectives of Telephone Travel and
identified opportunities for change that will improve the organisation’s performance in
the area of employee turnover. She must now decide how to implement the change
effectively.
Part of this process will involve analysing the risks and barriers to implementing the
change and developing plans and strategies to ensure the change is implemented
smoothly and efficiently.
By developing a change management strategy, Sarah can ensure she gains the support
and commitment of all managers who will be affected by the change.
Sarah understands that she will need to consult with and gain approval from key
people in the organisation in order to obtain the resources and support she will need
for the change to succeed.
By developing a change management strategy, Sarah knows she will have a much
greater chance of long-term success.

In order to work effectively as a manager, you must be able to:
 develop a change management strategy
 undertake cost-benefit analysis for high priority change requirements/opportunities
 undertake risk analysis, identify barriers to change, and agree and document
mitigation strategies
 develop change management project plan
 assign resources to the project and agree reporting protocols with relevant managers
 develop and communication and education plans in consultation with relevant

groups and individuals and ensure these plans promote the benefits of the change to
the organisation and to minimise loss

Section 2 – Develop a Change Management Strategy Student Workbook
 arrange activities to deliver the communication and education plans to all relevant
groups and individuals
 consult with relevant groups and individuals for input to the change process
 obtain approvals from relevant authorities to confirm the change management

process.
Introduction
Now that you have identified the changes required, it is time to develop your change
A change management strategy provides a framework for managing organisational
change. The objective of a change management strategy is to reduce the risks that occur
as a result of a change.
Organisations that implement change without a change management strategy often fail in
achieving the best outcomes from change because they do not adequately plan for
managing the people-related risks associated with implementing workplace change.
Scenario: Kings Sport and Recreation Barn
The manager of Kings Sport and Recreation Barn, a large retailer specialising in
sporting, camping and recreational products, was dissatisfied with the terms of
purchase he had established with a number of his major suppliers. These suppliers
required payment at time of purchase and as the stock was not turning over quickly
enough, Kings was suffering from cash flow problems which impacted on its ability to
meet expenses such as wages and rent.
Mike George, the manager decided to change suppliers and sourced merchandise from
suppliers who would extend 120 day credit terms and offered similar lines at much
lower prices. Mike was excited at the prospect of increasing his profit and freeing up his
cash flow and went ahead, quickly cancelling orders and signing contracts with the new
suppliers.
As the new stock arrived, employees were confused about merchandising plans, where
to display the stock and the pricing of the new merchandise. They also weren’t familiar
with the brands and their ability to sell effectively to their customers was impacted.
In an attempt to make space for the new lines, Mike held a clearance sale of old stock
which resulted in reduced profit margins, further contributing to his financial
difficulties.
Another result of the rushed and impulsive change was that the accounts payable
officer was not informed of the new contracts and assumed they should pay invoices on
receipt rather than wait the 120 days which defeated the purpose of the change.

When customer complaints began to come in regarding the quality of some of the
merchandise, Mike attempted to obtain a credit for the faulty merchandise, only to
discover the contract he had signed had a no returns clause and he was left with the
cost of reimbursing disgruntled customers.
Mike had accurately identified a requirement to implement change to his business

operation but his failure to implement the change effectively ultimately cost him the
very thing he was trying to attain – financial flexibility and a profitable business.
The change management process

Before you commence developing your change management strategy it is important that
you understand the change management process. There are many theories that describe
the change process (also known as the change cycle); however, most include the
following three fundamental steps:
Prepare for Implement Reinforce and

change change evaluate
Activities could Activities could Activities could

include: include: include:
develop change implement project collect feedback from
strategy plan impacted groups
develop project plan conduct identify and remove
communication barriers
activities activate strategies to
conduct education embed the change
activities. evaluate and review
project plan.
Change management theories

As mentioned above, there are many change management theories that describe how the
change process or cycle works. These theories provide useful insights into the change
process and can assist you with developing a strategy that will manage change effectively
by addressing the needs of the people who will implement change.
As a manager responsible for implementing change it is important that you understand
some these theories and how they apply when managing organisational change.

John Kotter – Eight-stage process 2
John Kotter is a renowned change expert and a professor at Harvard Business School. He
developed an eight step change process which is summarised below.
Step One: Create urgency

Kotter suggests that for organisations to be motivated to change there needs to be a
sense of urgency about the change. By openly communicating and discussing factors
which indicate change is not only needed, but necessary and desired, Kotter suggests
that a sense of urgency can be created, driving people within the organisation to
recognise and embrace the need for change.
Step Two: Form a powerful coalition

Kotter suggests that within organisations there are effective leaders who have the skills
and abilities to lead teams through change. By bringing together a coalition of these
influential people who have the power to drive change because of their job title, status,
experience, expertise and political importance, you can work as a team to drive change
with a sense of purpose and urgency.
Step Three: Create a vision for change

At this it is important to create an overall vision of the change that people can grasp easily
and remember. To assist with this process, you should determine the values that are
central to the change and develop a short summary statement that captures what you
see as the future of the organisation. The next step is to develop or create a strategy to
execute that vision. Kotter suggests that the change coalition should be able to describe
the vision in five minutes or less.
Step Four: Communicate the vision

Kotter states that what you do with your vision after you create it will determine your
success. It is likely that many things are happening in the organisation so it is important
to embed the change vision by discussing it and reinforcing it in everything you do, not
just at meetings specific to the change. Another strategy for communicating the vision is
to use it daily to make decisions and solve problems. You should ‘walk the talk’ and
demonstrate the kind of behaviour that you want from others.
Step Five: Remove obstacles

By stage five, you should have achieved a sense of urgency and excitement about the
vision and have staff eager to proceed so they can achieve the benefits you have been
promoting. This is the time to consider anything that may be an obstacle or barrier to the
implementation of the change be they people, attitudes or processes. By putting in place
the structure for change and continually checking for barriers, you can remove obstacles
and keep your change process moving forward.
2 Kotter, J., 1996, Leading change, Harvard Business School Press, Boston.

Step Six: Create short-term wins

Kotter maintains that by deliberately building short-term, achievable goals and targets
into your plan, you can demonstrate early and often the benefits and successes of the
change. By demonstrating success, the negative thinkers or critics will not have the
opportunity to hurt your progress.
Step Seven: Build on the change

Kotter argues that change projects can fail if victory is declared too early. Quick wins are
good for motivation and commitment to change but need to be embedded to achieve the
desired long term objectives. By analysing what went right and what needs improving at
every stage of the implementation, it is possible to keep building on the momentum
created and to implement continuous improvement. Review goals and targets, involve
new change agents and generate discussion on improvement opportunities to ensure the
best possible long-term outcomes.
Step Eight: Anchor the changes in corporate culture

The final step is to ensure the change becomes part of the core of the organisation and is
accepted as part of the culture. The change needs to be included in and accepted in
everyday actions, activities and policies and should continue to receive support form
senior management. You can achieve this by talking about the progress and highlighting
successes every chance you get. New staff should be trained and inducted incorporating
the change ideals and you should publicly recognise key members of your original change
coalition.
ADKAR Change management model 3
The ADKAR model was first published in 1998 by Prosci Research after extensive
research was conducted in over 300 companies undergoing change projects.
According to the model, two dimensions of change must occur simultaneously if
successful change is to be achieved.
Business dimension of change

The business dimension of change includes the typical project elements.
● Business need or opportunity is identified.
● Project is defined (scope and objectives).
● Business solution is designed (new processes, systems and organisational
structure).
● New processes and systems are developed.
● Solution is implemented into the organisation.
Business New
Need Project Solution
solution processess
identified defined implemented
designed developed
3Hiatt, J, 2006, ADKAR: a Model for Change in Business, Government and our Community,
Prosci Research, USA

People dimension of change

The people dimension of change involves progressive education and understanding
as follows:
● Awareness of the need to change
● Desire to participate and support the change
● Knowledge of how to change and what change looks like
● Ability to implement the change on a day to day basis
● Reinforcement to keep the change in place
Awareness Desire Knowledge Ability Reinforcement
Note that the people dimension of change should closely align with the business
dimension. Specifically, as the business need is identified, workforce awareness results;
as the project is defined and planned, the desire to participate is generated: as the
business solution is defined, knowledge increases; as new processes are developed and
people are trained, the ability to implement the business solutions is enhanced; finally, as
the solution is implemented, the change is reinforced through monitoring success and
intervening where required to keep change on track.
Learning activity: Change management theories
To learn more about the theories mentioned above, search online for ‘change
management theories’.
Research ‘Wilfried Kruger – Change Management Iceberg’.
Undertake a preliminary evaluation of the theories.
After you have completed this section, review your evaluation. Which theory (or
combination of theories) would you use to inform your change management strategy?
Theory Main points Advantages/ Possible

applications drawbacks
Kotter
ADKAR

Kruger
Develop a change management strategy

A change management strategy should address the following:
● change goals ● cost benefits
● change impacts ● risk management
● project management ● stakeholder management
● communication ● measurement and reporting.
● education
We will now cover in detail each of these essential elements to help you to understand
how to develop a change management strategy and prepare a project plan to implement
the strategy successfully.
Change goals
Your change management strategy must introduce the proposed change and define what
the organisation will achieve by implementing this change. It must be clear in your
strategy what the reasoning and objectives support the need for the change.
Your strategy should therefore clearly define:
● what is changing
● why it is changing
● the change goals including when the change program will start and finish.

Example Telephone Travel – Change goals
Continuing on from her work with Veridian Solutions and the completion of an internal
analysis, Sarah has identified that the most appropriate manager employee ratio for
the contact centre is 1:10. This is a substantial shift from the current 1:20 ratio.
Sarah believes that this smaller ratio will address the feedback received from
employees that they leave the organisation because they do not have enough contact
with their manager. Increasing the opportunity for employees to have contact with their
manager should then have a flow on affect and reduce turnover.
Sarah defines the change goal as:
To decrease manager-employee ratios within the contact centre from 1:20 to 1:10 by
31 October 201X.
Learning activity: Change goals
Why is it important that organisations identify change goals and clearly define these
goals in their change management strategy?
Change impacts
Understanding the impacts of a planned change is critical to the success of any change
implementation. When assessing impacts you should consider the impacts for:
● processes ● structure.
Your change management strategy should detail the impacts to the organisation as a
result of the change including:
● who/what is impacted
● how they are impacted
● when the impacts will be realised.

Impacts on people 4
Impacts on people are often the most complex because you are dealing with emotions
and behaviours. When you change a process, technology or structure you identify what
needs to change and the risks associated with those changes and then work to
implement the change. Typically you can plan and manage risks and issues as they arise.
You don’t have to worry about how the process, technology or structure will feel about the
change or accept the change – you just have to deal with facts.
When managing people impacts, you are dealing with more unknowns. Therefore
understanding who is impacted is critical to managing any organisational change as these
impacts, if not managed correctly, can have enormous negative effects on the
implementation.
Employees that are impacted by organisational change typically follow the phases of the
change commitment curve below.
Commitment

This is how we
do things
around here
Commitment
Buy In

We must implement
Understanding
this change to
achieve our business
Awareness  goals
Contact This change is
 supposed to deliver
 This change is
I have been told improvements
going to affect
about the change
me
Time
In a similar process to the ADKAR model, the employee follows a five phase process. The
process begins with initial awareness of the change; no detailed information or buy in, the
employee has simply been made aware of a change or planned change that will impact
them. Further information provides more detail about how the change will affect the
individual. At this stage there may be fear or concern about how and what those impact
might be.
Helping employees understand the purpose, importance and benefits of the change will
help them to understand why the changes are being made and lead toward the next stage
which is buy in and acceptance of the change. Employees are able to understand the
consequences of not changing and the advantages of change.
4 Potts, R. and Lamarsh, J., 2004, Managing change for success, Duncan Baird Publishers, London.

The final stage is commitment where the change is so ingrained and accepted that
people perform to the new standard without conscious thought. This stage can be
achieved when the change is reinforced throughout the organisation and embedded in its
policies, procedures and practices.
When developing your change management strategy it is important that you address
these phases of organisational behaviour as planning for these phases can help you to
assist employees to move from one phase to the next as painlessly as possible.
Remember, your change management strategy is about minimising the risks associated
with implementing the change. Therefore understanding employees’ behaviour as they
travel along the change journey is critical to managing those risks.
A change management strategy assists organisations to minimise the associated impacts
on employees because it helps to:
● align all those impacted around a common vision
● develop a comprehensive communication program to ensure all those impacted by

the change understand it
● create education and knowledge transfer programs to ensure that all those
impacted have the skills required to operate in the new environment
● build an effective project plan that includes all of the required activities to achieve
the identified change goals.
Example Telephone Travel – Change impacts
Sarah has determined that the simplest way to implement the new reduced ratios is to
split each the Contact Centre teams in half and recruit a new supervisor to lead the
teams created as a result of the split.
This would result in the following structure being implemented:
Contact Centre
Operations Manager
Contact Centre Contact Centre Contact Centre Contact Centre Contact Centre Contact Centre
Supervisor Supervisor Supervisor Supervisor Supervisor Supervisor
Business Travel Business Travel Domestic Travel Domestic Travel Holiday Packages Holiday Packages
Team A Team B Team A Team B Team A Team B
Telephone Rep. Telephone Rep. Telephone Rep. Telephone Rep. Telephone Rep. Telephone Rep.
x 10 x 10 x 10 x 10 x 10 x 10
(The boxes shaded grey represent the newly formed teams)

Sarah has identified the following impacts as result of reducing manager employee
ratios from 1:20 to 1:10 and introducing this new structure:
People
Who How When

Contact Centre Supervisor Reduction in number of 31 October 201X
– Business Travel. direct reports from 20 to
Contact Centre Supervisor 10.
– Domestic Travel. Change from fully
Contact Centre Supervisor responsible for function to
– Holiday Packages. shared responsibility; two
supervisor’s per function.
Telephone Reduced teams. 31 October 201X
Representatives – Change in team members.
Business Travel.
For 30 representatives a
Telephone supervisor who is new to
Representatives – the organisation.
Domestic Travel.
Telephone
Representatives – Holiday
Packages.
Processes
What How When

Decision-making All processes will need to 31 October 201X
processes. be modified to cater for
Approval processes. two supervisors per
function.
Customer complaint
processes.
Technology
What How When

Travel booking system. Additional supervisor 31 October 201X
Human resource access to travel booking
management system. system required.
Asset requirements. Additional supervisor
access to human resource
management system
required.
Three additional
computers with applicable
software licences.

Structure
What How When

Financial management Financial management 31 October 201X
structures. structures will need to be
Performance reports. updated to include three
additional cost centres.
Reports will need to be
updated to reflect new
organisation structure and
cost centres.
Learning activity: Change impacts
Why is it important that organisations identify the change impacts when developing
their change management strategy?
Project management
All change programs should be managed as a project. Taking a project management
approach involves identifying a project team and senior support, assigning resources, and
developing a project plan to implement the change.
Your change management strategy should include information with regards to how the
project will be managed including:
● Project team roles and responsibilities such as:
○ Project Manager – responsible for developing and managing the overall

project plan deliverables
○ Project Stream Leader – responsible for developing and managing project
plan deliverables for a specific area such as communication or education
○ Project Team Member – responsible for completing activities within the
project plan at the direction of either the Project Manager or Project Stream
Leader
○ Project Analyst – responsible for compiling data and producing
project reports.

● Executive or senior leadership support – This role is critical as it ensures that the
project has visibility and support at an executive or senior leader level of the
business. This is most important when trying to remove barriers to the change.
● Assigned resources – Your strategy should include information regarding what
resources have been assigned to the project. This describes the people, budget and
equipment or physical assets that will be utilised to implement the change.
Resources could include:
○ employees and managers ○ computers
○ contractors and external ○ printers
consultants
○ telephones
○ budget
○ vehicles.
○ office space
● Detailed change management project plan
Your project plan should record all of the activities that need to be completed to
achieve the change goal including when the activity will commence and be
completed by and who is responsible for completing the activities.
Your project plan could include activities such as:
○ job redesign ○ team building activities
○ skills audits ○ feedback surveys
○ training ○ redundancy and redeployment
activities
○ documenting procedures
○ communication activities.
When developing your change management project management plan you should
consider the change management models that you researched at the beginning of this
section. You should choose one of those models or a combination of models to inform
your project plan, making your plan easier to explain and gain support for, and improving
its chance of success.
Innovative thinking !
It is important that when you are developing your project plan that you think laterally to
identify creative activities to help people to accept the change more positively. Using
creative activities can help people to feel excited about the change and therefore more
willing to participate.
Innovative thinking is particularly important in organisations where change has failed in
the past. Using innovative activities in these situations encourages employees to give
the new change process a chance.
Innovative thinking should also be applied when developing your communication and
education plans.

Examples of innovative thinking to help with implementing change are:

● research best practice and understand what innovative implementation
processes have been used in other organisations
● make the change experience fun to help create excitement for arriving at the end
state
● complete traditional activities differently. For example, conduct team meetings
outside or in different locations.
Organisations that do not innovate and apply proven ideas based on research run the risk
of falling behind organisations that do. Let’s look at a detailed example of a change
management project plan. The example uses the ADKAR change model to inform the
change management project plan:
1. Awareness of the need for change
2. Desire to support and participate in the change
3. Knowledge about how to change
4. Ability to implement the change
5. Reinforcement to sustain the change
The example demonstrates a robust approach to change management, using theory to

inform strategy. The following example also includes some activities which help to make
the experience of change fun and interesting for participants. Fun activities have the
tactical effect of advancing strategic goals. For example, such activities build desire for
change and reinforce messages in an engaging way.
Example Telephone Travel – Project management
To implement the changes she has identified, Sarah knows that she needs to complete
the following:
● appoint a project team and define their roles and responsibilities
● identify an executive or senior leader who will provide support
● identify and assign required resources
● develop a detailed project plan.
She completes each of these requirements as follows:

Project Team
Sarah develops the following project structure identifying the roles required to manage
and implement the change.

Project Manager
People Stream Process Stream Technology Stream Structure Stream

Project Analyst
Leader Leader Leader Leader
Project Team Project Team Project Team Project Team

Member Member Member Member
She defines each the responsibilities for each of the roles within her structure as
follows:
Role Responsibilities
Project Manager Responsible for developing and

managing the overall project plan
deliverables.
People Stream Leader Responsible for developing and
managing project plan deliverables for all
people changes such as recruitment,
communication and education plans.
Process Stream Leader Responsible for developing and
managing project plan deliverables for
implementing all process changes.
Technology Stream Leader Responsible for developing and
implementing all technology changes and
requirements.
Structure Stream Leader Responsible for developing and
implementing all structure changes and
requirements.
Project Team Member (x 4) Responsible for supporting each stream
lead to develop and implement the
project plan for their stream.
Project Analyst Responsible for compiling data and
producing project reporting.

Executive Support
Sarah knows the importance of having senior support to ensure the success of her
change project.
She arranges a meeting with the General Manager of Telephone Travel to discuss the
most appropriate sponsor. He suggests that he supports the project due to the
importance of its success.
Sarah and the General Manager agree that they will meet weekly to ensure that he is
kept informed and the project progress and can provide timely support and assistance
to ensure the project is completed within the desired timeframe.
Assigning resources
It is now time for Sarah to assign resources to her project. She completes the following
to ensure she has all the resources she requires to success manage the change:
People resources
Role Resource
Project Manager Sarah has been assigned to this role
People Stream Leader HR Manager
Process Stream Leader Contact Centre Supervisor Business

Travel
Technology Stream Leader IT Manager
Structure Stream Leader Finance Manager
Project Team Member (x 4) People stream – HR Consultant

Process stream – Contact Centre
Supervisor Domestic Travel
Technology stream – Service Desk
Supervisor
Structure stream – Finance Reporting
Representative
Project Analyst External Contractor
Budget
Sarah completes a budget to determine the financial resources she will require to
implement the change. She knows that to complete her budget correctly she must
forecast how much each activity and resource will cost to implement the project.

After considering the resources required to deliver the project and the planned
activities, Sarah develops the following budget:
Telephone Travel Contact Centre Restructure Project
Stream Description Budget
Recruitment $18,000.00
Education $3,000.00
People Communication $5,000.00
People stream resources salaries (3 months) $37,500.00
People subtotal $63,500.00
Focus groups to draft new procedures $3,000.00
Instruction designer to rewrite procedures $10,000.00
Process Printing new procedure manuals $6,000.00
Process stream resources salaries (3 months) $35,000.00
Process subtotal $54,000.00
PC x 3 $9,000.00
Software licences x 3 $3,000.00
Upgrade system access $1,000.00
Technolgoy
Telephone x 3 $900.00
Technology stream resources salaries (3 months) $32,500.00
Technology subtotal $46,400.00
Update financial management system $1,000.00
Structure
3 x desk space (nil investment as use existing desk) $0.00
Structure subtotal $41,000.00
Project Analyst salary costs $12,500.00
Other Project Manager salary costs $22,500.00
Other subtotal $35,000.00
Total Budget $239,900.00
Physical assets and equipment

Sarah identifies the following physical assets and equipment to implement the change:
Resource Acquire from…
Project team computers current computers
Project team desk current desk location
Meeting rooms to conduct Telephone Travel existing meeting

communication and education activities rooms.
Change management project plan

Sarah uses Microsoft Excel to complete a detailed project plan to implement the
change. She works with each stream leader to capture the activities required to manage
and implement the new contact centre structure.

Sarah has advised the stream leaders that they are to use the ADKAR change model as
a guide for identifying the required activities to implement the change. This means that
their project plan must include activities that meet the five phases of the of the ADKAR
model:
1. Awareness of the need for change
2. Desire to support and participate in the change
3. Knowledge about how to change
4. Ability to implement the change
5. Reinforcement to sustain the change
The following is a copy of the People stream project plan. The HR Manager has ensured
that the activities included in the people stream project plan meet the requirements of
the ADKAR change model and be as fun for participants as possible:
Awareness ● communication activities commence once structure has been

approved to implement
● communication of the change to occur across the entire
business
● communication plan to include one-on-one meetings for the
three existing Contact Centre Supervisors to ensure they
understand the change
● communication plan to include team meetings with Contact
Centre Telephone Representatives teams to ensure they
● communication plan to include weekly communications with
Contact Centre employees to keep them informed and aware
throughout the entire change process.
Desire ● supervisors to participate as part of the project team allowing

them to affect how the change is implemented and therefore
creating a desire to support the change
● input should be sought through innovative activities such as
brainstorming ideas for how to flow change down to team
members
● key messages to include the benefits of the change for:
○ employee
○ supervisors
○ organisation.
Knowledge ● education plan to include activities to ensure all Supervisors

and Telephone Representatives have the skills to operate in
the new model.

Ability ● recruitment activities to ensure new Supervisors are recruited

in time for 31 October implementation date
● reported lines finalised and communicated in time for 31
October implementation date.
Reinforcement ● post-implementation review to be completed including

feedback from Supervisors and Telephone Representatives
● supervisors to conduct weekly team meetings post-
implementation to maintain open communication with teams
● supervisors to conduct team building activity off-site – games
that require teams to work together to achieve goals or
compete against other teams: paintball, treasure hunt;
amazing race with activity stations – by 31 December
● Contact Centre Operations Manager to conduct weekly
Supervisors meetings to help form effective team
relationships amongst Supervisors
● team building activity to be completed with Supervisors by 30
November
● celebration lunch to be conducted on 1 November;
Supervisors to serve lunch.

People Stream Change Management Project Plan
Stream Activity Start Date End Date Who responsible

People Announce change as per communications plan 1 Aug 201X 1 Aug 201X Contact Centre Operations Manager
People Brief recruitment agency to recruit 3 Supervisors 2 Aug 201X 2 Aug 201X Human Resources Manager
People Conduct interviews 10 Aug 201X 15 Aug 201X Contact Centre Operations Manager
People Complete reference checks 18 Aug 201X 20 Aug 201X Human Resources Manager
People Make employment offer 24 Aug 201X 24 Aug 201X Contact Centre Operations Manager
People New hire start date 30 Sept 201X 30 Sept 201X Contact Centre Operations Manager
People Conduct orientation, induction and role specific training 30 Sept 201X 30 Oct 201X Contact Centre Operations Manager
People Supervisors commence in role 31 Oct 201X 31 Oct 201X Contact Centre Operations Manager
People Determine new reporting lines 2 Aug 201X 11 Aug 201X Human Resources Manager
People Announce new reporting lines as per communications plan 12 Aug 201X 12 Aug 201X Contact Centre Operations Manager
People Conduct education activities as per education plan 13 Aug 201X 29 Oct 201X Human Resources Manager
People Celebration lunch 1 Nov 201X 1 Nov 201X Human Resources Manager
People Supervisor team building activity 7 Nov 201X 7 Nov 201X Human Resources Manager
People Telephone Representative team building activities 8 Nov 201X 30 Nov 201X Human Resources Manager

Learning activity: Project management
Why is important to define the roles and responsibilities of project team members
within your change management strategy?
What are the benefits of having an executive or senior leader as a sponsor for your
change program? How could they assist you to achieve your change goals?
What are some of the potential impacts if you fail to complete a detailed project plan
when implementing change?
How would you modify Sarah’s plan if you were using the Kotter’s eight phases of
change model to inform your plan?

Consultation
When developing your project plan, it is important that you consult with relevant people to
ensure that you have captured all of the activities that need to occur to implement the
change. It is often through consultation that you will find out about small details within
the organisation that could have a big impact on implementing change.
Change has an impact on more than the directly affected people within the organisation.
Through consultation with the relevant people across the business you can identify all of
the potential impacts and effectively plan for them.
Key people to consult with are:
● Managers responsible for a department, team, process or technology that will be
impacted by the change
● Employees who have been in the organisation for a long time and know about what
has worked well and not so well in the past
● Subject matter experts (SMEs) for areas that will be impacted by the change being
introduced.
There are a number of consultation methods that you can use to obtain information from
individuals regarding your change management project plan. These include:
● One-on-one meetings
○ One-on-one meetings are most effective for consulting with individuals to

discuss specifics, for example, meeting a SME to discuss the planned
activities for a specific process or technology. These meetings are also an
excellent opportunity to engage individuals in the design of the project plan
which often results in them supporting those activities during
implementation.
● Focus groups
○ Focus groups are used to consult with groups of people where you want to
obtain feedback regarding the same topic. For example a focus group could
be used to consult with a people who have been working within the
organisation for a while regarding what has worked well and not so well in the
past when a similar change has been implemented.
IMPORTANT NOTE!
It is important to note that consultation should take place when you are developing
your change management project plan; however, sometimes you will be implementing
change that is either confidential or sensitive and therefore completing consultation
prior to the change being formally announced would be inappropriate.
In this situation you should complete a draft plan and plan for consultation with key
stakeholders to occur after the initial announcement is made.

Communication plans
Effective communication of the change involves developing and distributing messages in
order to create awareness and build understanding and eventual buy in. A good
communication program:
● shares information through various communication mediums
● establishes key messages and a brand for communication
● produces and disseminates clear, well-written, coherent material to target

audiences
● fosters a relationship of trust through open and honest communication.
Research indicates, particularly in large scale organisation change initiatives, that face-to-
face and interactive communication is far more effective and sustainable than any other
mediums. The more interactive your communication methods are, the better.
Good communication is critical to any change management program and therefore it is an
essential component of a change management strategy. When documenting your
approach to communicating the change, within your change management strategy, you
should include details of how and when you will communicate:
● why the change is occurring
● what is changing
● the benefits of the change to the organisation and individuals
● how change will be achieved
● progress updates and next steps
● where employees can get practical assistance to help them better understand the
change.
It is important to note that a communication plan supports the overall project plan but
specifically deals with the communication activities required to introduce the change.
Your project plan should still include the high level communication activities such as
‘Communicate the change to all employees’; however, your communications plan will
provide the additional detail such as:
● who will be communicated to
● what will they be told
● when will they be told (sometimes includes at what time on a particular day they will
be told)
● who will communicate the change.

Key messages
The goal of your communication plan should be to:
● highlight the benefits of the change to both the organisation and individuals –
individuals need to be able see ‘what is in it for me’ (WIIFM).
● alleviate individual concerns
● confirm quickly what is NOT changing
● create a sense of excitement and buy in to the change
● create a relationship of trust with employee
● establish open and honest two-way communication.
To assist you to achieve this goal it is recommended that you develop a set of key
messages. These messages are then repeated throughout all of your communications to
reinforce what the organisation is trying to achieve. Hearing the same key messages over
and over again helps employees to better understand the change and supports buy in.
Learning activity: Communication plans
Think of a time when you experienced organisational change. What communications

did you receive regarding the change?
How effective were these communications in making you feel comfortable with the
change? What made these communications effective or not effective?
Is there anything that could have been done to improve those communications?

Communication activity planning

The following is a table that can be used to complete a communications plan to manage
the completion of all of planned communication activities. The table captures:
● who the audience is
● what the message is they will receive
● when this communication activity will occur
● how the message will be communicated (e.g. email, face-to-face, newsletter)
● who is responsible for communicating this message.
Who What When How Communicator

(Stakeholder) (Message) (Date and (Communication (Who is responsible
Time) method) for delivering
message?)
Consultation in communication planning

When developing your communications plan it is important that you consult with line
managers to ensure that your communications meet the needs of the individual employee
groups within the business. This consultation will provide you with information regarding
the communication needs of the teams and departments that they manage and ensure
the effectiveness of your communications plan.
managers regarding the communication needs of their teams. These include:
● One-on-one meetings – One-on-one meetings are most effective for obtaining
information regarding the specific needs of a team or department. They are also an
excellent opportunity to engage managers in the design of the communications
plan which will often prove to be beneficial during implementation. Managers that
are consulted with during the development phase often feel like valuable
contributors and therefore are more likely to actively support a successful
implementation.
● Focus groups – Focus groups are used to consult with groups of managers. They
are often the most time efficient method for obtaining information from large
departments that have several managers responsible for teams of employees who
will experience the same or similar impact. For example a focus group could be
used to consult with managers in a warehouse where the team members complete
the same role under the same work conditions and the change will impact them in
the same way.

Let’s look at an example communication plan.
Example Telephone Travel – Communication planning
Communication plans
Sarah knows the importance of having a communications plan to manage the
implementation of this change. As this change is mainly about people change she asks
the People Stream Leader to prepare and manage a specific communications plan to
address the communications needs for implementing the change.
The HR Manager documents the following activities in a communications plan to
announce the new structure and reduced manager employee ratios. Sarah then takes
this plan to management team to consult with them regarding the planned activities.

(Stakeholder) (Message) (Date and (Communication (Who is
Time) method) responsible for
delivering
message?)
Contact Centre Announce new 9am – Face-to-face Contact Centre

Supervisors structure. 10.00am meeting. Operations
Explain the purpose 1 Aug Manager
of the change. 201X
Discuss the impacts
of the change.
Next steps – direct
supervisors to
communicate
change to their
teams.
Telephone Announce new 11am – Face-to-face ‘All Contact Centre
Representatives structure. 11.30 am employee Operations
Explain the purpose 1 Aug briefing’. Manager
of the change. 201X
Provide an overview
of impacts.
Next steps.
Telephone Discuss impacts of 11.30am Face-to-face Team
Representatives new structure. – team meeting. Supervisor
Next steps. 12.30pm
1 Aug
201X

Finance Team Announce new 11.30am Face-to-face Finance

structure. – 12 noon team meeting. Manager
Explain the purpose 1 Aug
of the change. 201X
Explain that there
will be no impact to
this team.
IT Team Announce new 11.30am Face-to-face IT Manager
structure. – 12 noon team meeting.
of the change. 201X
Explain that there
this team.
HR Team Announce new 11.30am Face-to-face HR Manager
of the change. 201X
Explain that there
this team.
Marketing Team Announce new 11.30am Face-to-face Marketing
structure. – 12 noon team meeting. Manager
of the change. 201X
Explain that there
this team.
Innovation!
It is important to keep communication fresh and effective to engage the audience in
communication. Consider some approaches:
● group brainstorm to uncover issues; to come up with solutions; to generate
feedback to management
● vote to prioritise issues
● use break-out groups to discuss issues and desired solutions and come back to
group
● meet at a place of participants’ choosing
● invite management to speak and make personal commitments to participants on

training ,communications, incentives, etc.
● turn meeting into a more relaxed social setting:
○ change seating
○ serve food and drink

● turn the tables: Have managers serve food and drink
● have employees role-play managers to design ideal work conditions (within

bounds of strategic goals, the budget, etc.)
● use games to lighten the mood.
Learning activity: innovative activities
In the communication plan above, the contact centre operations manager delivers a
one hour face-to-face team meeting to discuss impacts. Plan the team meeting. Include
2–3 innovative activities (adapt those above or create your own) to:
● facilitate understanding
● build trust
● gain acceptance for the change.
Education requirements
Successful change requires that the employees impacted by the change are prepared and
equipped with the required skills and competencies to effectively perform in the new
environment. Your change management strategy should include information with regards
to how education requirements will be addressed. Your change strategy should detail:
● New skills required – Depending on the change being introduce employees may
need new skills. This is often the case when a new system or process or equipment
is being introduced. To identify the new skills required you will sometimes need to
complete a skills audit to determine what skills that employees currently have and
how these compare to the skills that they require in the new environment. This is an
effective way of ensuring that you are aware of all the skill gaps that exist between
the old and new which will then allow you to determine the appropriate education
program and methods.
● Education programs and methods – The education program and methods that you
use to bridge the identified skills gaps will often vary depending on the training
required and the employees who need to be trained. You must ensure that you
consider:
○ location of employees
○ employee rosters/shifts
○ access to training rooms/facilities
○ availability of employees to attend training (especially those employees that
interact with customers).

Just as your communication plan supports the overall project plan so does your education
plan. Your education plan specifically deals with the education activities required to
introduce the change. Your project plan should still include the high level education
activities such as ‘conduct skills audit’ or ‘train employees in new process’; however, your
education plan will provide the additional detail such as:
● who needs training in what ● where they will be trained
● when they will be trained ● who is responsible for providing the

training.
● how they will be trained
Key messages
Education activities provide an excellent opportunity to reinforce the key messages that
you developed as part of your communications plan. As discussed in communication
planning, repeating the key messages helps employees to better understand the change.
Education activities are an excellent opportunity to repeat these messages and engage in
two-way discussion about the messages.
During education sessions you should also be highlighting to employees:
● the benefits of the new skills they will have
● how they will be supported and assisted through the change
● the session provides an opportunity for them to learn how to operate in the new
environment.
Learning activity: Education requirements
What are some examples of different methods for training employees in new skills? For
example: class room training and procedure manuals.

Education activity planning

The following is a table that can be used to complete record and manage the completion
of planned education activities. The table captures:
● who is attending the training
● the skills the training will provide
● when the training will occur
● how the training will be delivered (e.g., class room, online, on-the-job)
● who is responsible for organising the training.
Who Skills When How Organiser

(Employees) (Skills the (Date and (Education (The person
training will Time) method) responsible for
cover) organising the
training)
Consultation
As discussed above in communication planning, it is important that you consult with line
managers to ensure that you fully understand and cater for the educational needs of the
individual employee groups within the business.
managers regarding the communication needs of their teams. These include:
● one-on-one meetings (as discussed on page 49)
● focus groups (as discussed on page 49)
● surveys (discussed below).
Surveys are another consultation method for obtaining information from large groups of
managers regarding the education needs of their teams. Surveys are not as effective for
obtaining information regarding the communication needs of teams, but they can be very
effective for obtaining information regarding educational requirements of teams going
through change.

Surveys to obtain information regarding education needs could include:

● What orientation and induction programs do you currently provide to newly hired
employees?
● As a result of introducing the new process, how many employees in your team will
require training in new skills related to that process?
● What is the preferred delivery method for training for your team:
○ class room
○ online
○ on-the-job.
● What days and time are most suitable for completing training?
Learning activity: Consulting with managers
Develop a survey that could be provided to managers to obtain information regarding

their education requirements for introducing a new piece of equipment to the
organisation.
Survey question Answer

Example Telephone Travel – Education requirements
Sarah knows that a successful change process relies on employees having the skills
and knowledge required to implement the change. In the case of implementing a new
structure it means that Supervisors and Telephone Representatives have the skills and
knowledge to operate within the new organisational model.
Sarah asks the People Stream Leader to develop an Education Plan to address all of
the education requirements to implement the change. Sarah asks the People Stream
Leader to consult with the Contact Centre Supervisors to ensure the activities
contained in the plan are suitable for achieving the intended results.

(Employees being (Skills the (Date and (Education (The person
trained) training will Time) method) responsible for
cover) organising the
training)
Contact Centre Leading 15 Aug 201X Class room HR Manager

Supervisors through
(existing change
employees)
Contact Centre New process 15 Sept Class room Process Stream

Supervisors 201X Leader
(existing
employees)
Contact Centre Orientation and 30 Sept–7 Blended Contact Centre

Supervisors (new induction Oct 201X learning: Operations
employees) class room, Manager
online and
on-the-job
Contact Centre Role specific 8 Oct–30 on-the-job Contact Centre

Supervisors (new training Oct 201X Operations
employees) Manager
Telephone New process 16 October Class room Process Stream

Representatives Leader

Cost-benefit analysis
It is important when developing your change management strategy that you are able to
demonstrate the cost benefit to the organisation as a result of implementing the change.
Sometimes changes that appear to be fantastic are just not worth implementing, as they
require a large investment of time and money that the organisation will not be able to
recover quickly.
A cost-benefit analysis is a relatively simple and widely used technique for determining
whether an option makes financial sense. As its name suggests, it simply involves adding
up the value of the benefits, and subtracting the costs or risks associated with the
proposed change.
A cost-benefit analysis is completed using the following process:
1. State the ideas you are assessing in each row (column 1 in the table below).
2. Determine the tangible costs.
3. Determine the risks (e.g. losses; negative reaction; impact on safety; morale and
operational effectiveness).
4. Identify the possible benefits of each idea.
5. Assess the benefits against the risks and costs.
6. Decide which ideas are feasible:
a. feasible (F)
b. maybe feasible (MF)
c. not feasible (NF).
Option Cost Risk Benefit F / MF / NF

Example Telephone Travel – Cost-benefit analysis
Sarah completed the following cost-benefit analysis for implementing the structure
change that reduced the manager employee ratios.
Option Cost Risk Benefit F/ MF / NF
Decrease Implementa Productivity Improved manager- Feasible but

ratio from tion cost of impacts during employee relationships. needs to be
1:20 to $239,900. change carefully
More time for manager
1:10. implementation. managed
to provide coaching to
with a
Recruitment of employees – reduction
change and
supervisors by in errors.
communicati
implementation
Improved employee on strategy.
date.
engagement.
Reduced employee
turnover.
Keep Based on Continued No cost to the Not feasible

manager 53% of increase in organisation (saving of if want to
employee Telephone employee $239,000) achieve
ratios at Representati turnover. organisation’
No disruption to
1:20 ves leaving s strategic
Affordability for operation or service.
per year at a goal to
the organisation
cost of 1.5 x reduce
to continue to
salary cost turnover to
incur cost of
per industry best
turnover.
employee practice
who leaves: levels in next
$2,385,000. five years.
Learning activity: Cost-benefit analysis
Use the information below to complete a cost-benefit analysis.

You are the Operations Manager at N&J Foods. The organisation is considering
implementing a new conveyer belt to assist with packing customer orders on to trucks.
The organisation expects that this new conveyer belt will remove the need for having
employees to pack a delivery on to a truck.
Option 1 – Implement the new conveyer belt
The new conveyer belt will result in requiring five less staff to pack customer orders as
the belt will automate part of the process.
Average wage of each surplus employee: $33,000 per annum.

Costs include:
● cost of purchasing and installing conveyor belt – $75,000
● cost of training employees in using conveyor belt – $15,000
● costs for making redundant five surplus to needs employees – $145,000.
Option 2 – Maintain manual truck loading system

Under this option no change will be made and operations will continue with employees
manually packing trucks.
● cost of five additional staff members required – $165,000
● costs of workplace injuries as a result of employees loading trucks – $45,000.
Option Cost Risk Benefit F, MF, NF
Based on the analysis you have completed above which option would you
recommend and why?

Risk management
Risk management is the process of identifying the possibility of negative events occurring
and developing plans to minimise the likelihood of those negative events occurring or to
mitigate the consequences if they do occur.
As with any change, there are risks that must be considered and planned for to ensure
overall implementation success. Your change management strategy should aim to
remove or reduce these risks to increase the probability of a successful change
implementation. Your change management strategy should therefore include information
such as:
● the risks associated with implementing the change
● the potential barriers to change
● strategies to reduce the likelihood of the risk occurring
● strategies to reduce the impact on the change if the risk occurs.
It is important that you conduct a risk analysis to identify all of the potential risks and
barriers to allow you to document the mitigation strategies.
3 Steps to managing risks and barriers

To effectively manage the risks and barriers associated with implementing change you
should follow the following steps:
● Step 1 – Identify risks and barriers.
● Step 2 – Analyse and evaluate risks and barriers
● Step 3 – Identify strategies for mitigating risk.
Step 1 – Identify the risks and barriers

The first step is to identify the risks and barriers – what can go wrong or what can get in
the way of change?
When implementing change some of the potential risks are:
● process changes result in slower service to customers
● poor change management results in disgruntled employees
● new equipment results in an increase of errors.
Barriers to change may include:

● fear of the unknown
● existing organisational culture
● history of failed organisational change
● loss of control

● poor manager-employee relationships
● lack of involvement in the change
● low morale
● vested interests.
You should try and identify as many potential risks as possible. Identifying risks
could involve:
● reviewing similar past performance improvement actions that have been
implemented
● seeking advice from specialists such as supplier of new technology or equipment
● obtaining feedback from managers regarding anticipated employee responses
● seeking feedback from employees.
Step 2 – Analyse and Evaluate Risks and Barriers

Once risks and barriers have been identified they need to be assessed with regards to
the impact and likelihood of their occurrence. Risks and barriers are typically plotted
as follows:
High impact
Medium High
Risk Risk
Low Medium
Risk Risk
Low impact
Low likelihood High likelihood
Impacts can be either simple to measure, such as an increase in error rates or increase in
customer complaints due to slower processing times. They can be less easy to measure
such as general satisfaction and buy in.
Likelihood can be easy to measure for situations that have occurred previously. For
example, it is highly likely employees will be disgruntled if the changes result in a loss of
jobs. However, likelihood can equally be very difficult to measure where no one is really
sure how likely the risk or barrier will occur and impact the change.
Therefore, when developing your change management strategy, it is critical to obtain as
much information regarding changes that have been implemented in the past to make
the best educated guess possible. Finding information on other organisations who have
faced these risks would also be beneficial. Being informed about what has happened in
the past will allow for the risks and barriers to be properly prioritised within the risk
management plan.

Step 3 – Identify strategies for mitigating risk

Once the risks and barriers have been identified and evaluated it is important to identify
strategies to alleviate or eliminate the occurrence of these risks. A strategy for mitigating
risks should be identified for each risk and barrier identified.
Example Telephone Travel – Risk management
Sarah has identified the following risks and strategies for mitigating the risk for
implementing the new structure to reduce manager employee ratios.
Risk/Barriers Impact Likelihood Strategies for mitigating risk

Lack of trust High Medium key messages to specifically address
regarding impact likelihood this change in direction
organisation employee focus groups conducted by
commitment to the Managing Director to discuss this
change due fact change in direction and hear
that only two employee’s concerns.
years ago the
organisation
implemented the
current structure
and as a result of
that made three
supervisors
redundant.


Disgruntled High High participation in project team to allow
supervisors due impact likelihood them to have input into new processes
to decrease in and how shared responsibility will work
team consultation on change management
responsibility project plan, communications and
and sharing education plan
responsibility for
Communications Plan to include
function.
weekly meetings with Supervisors.
Disgruntled High Medium Change Management Plan
Telephone impact likelihood Communications Plan
Representatives
team building activities
due to change in
reporting line Supervisor to attend ‘leading through
and team. change’ workshop.
Reduced High Medium temporary Telephone Representatives

productivity impact likelihood to be on site for announcement day to
during change ensure service levels are not impacted
implementation. communication of new reporting lines
to occur as a matter of urgency
weekly updates.
Learning activity: Risk management
What is the difference between a risk and barrier?
Why is important that you identify and analyse risks when developing your change
management strategy?

What are some of the potential impacts to organisations who fail to identify risks and
barriers and who fail to develop strategies to mitigate risks when implementing
change?
Stakeholder management
Stakeholders are who have an interest in the implementation of change, its activities and
its achievements. These may include partners, employees, shareholders, or owners. In
this section, we will be focusing on employees and managers.
Managers and employees need to be kept informed if you want to ensure smooth
implementation. Building good relationships with everyone involved will lead to
sustainable change. Effective stakeholder management is a key risk management activity
and contributing factor to any successful change implementation. Your change
management strategy should include details of:
● the roles of key stakeholders
● the status of their commitment
● concerns and issues and how can these be addressed.
Consulting with stakeholders

As you draft your change management strategy, you should consult with stakeholders.
This consultation can provide you with information and direction that can assist with
approval once you submit your strategy to leadership teams. If key stakeholders have had
input into the strategy during its development, it is more likely to be supported and
approved because it is more likely to meet senior leaders’ expectations and because
senior leaders will be more comfortable with approving something that has been
discussed with key stakeholders.

Example Telephone Travel – Stakeholder management
Sarah completes the following stakeholder map to ensure she has captured all of the
relevant stakeholders. This step will then allow her to effectively manage stakeholder
needs and consult with them along the way.
Stakeholder Needs/concerns Level of

engagement
Finance Manager Impacts to financial structures and High
reporting.
Cost implications including project
costs and business as usual.
Project support requirements.
HR Manager Impacts to people. High
Payroll implications.
Marketing Manager Minimal concerns or needs as no Low
direct impact to marketing team or
function.
IT Manager Access to system requirements. Medium
Hardware and software requirements.
Contact Centre Concerns; how the change impacts High
Supervisors them.
Concerns; how the change impacts
their team.
Telephone Sales Concerns; how the change impacts High
Representatives them.
Finance, HR, Concerns; how the change impacts Low
Marketing and IT them.
employees Concerns; how their colleagues are
impacted.

As a result of completing this map Sarah has identified the following:

● she must keep in close contact with the Finance and HR Manager and keep them
informed as the project progresses to ensure she maintains their support
● she must be in regular contact and keep the IT manager aware of what is
happening
● she will need to invest minimal time with the Marketing Manager regarding the
changes
● her project plans must include specific strategies to manage the Contact Centre
Supervisors and Telephone Sales Representatives through the change
she must quickly communicate to Finance, HR, Marketing and IT employees that they
are not impacted by the change and provide for updates regarding the impact to their
colleagues in the Contact Centre team.
Learning activity: Stakeholder management
Use the link below to access the article ‘Stakeholder Analysis: winning support for your
projects’ on the Mind Tools website:
● <http://www.mindtools.com/pages/article/newPPM_07.htm>,
viewed July 2015.
After reading the article answer the questions below:
What are the benefits of managing stakeholders when implementing organisational

change?
What examples of stakeholders are as discussed in the article?

Summarise the ‘Power/Interest Grid for Stakeholder Prioritisation’
How could this grid assist you when developing your change management strategy?
Measurement and reporting

Measurement involves the use of various mechanisms for tracking and reporting on the
outcomes of the change against the goals that the change is designed to achieve. It also
provides insight into issues that need attention along the way. Measurement is therefore
critically important for reinforcing change and establishing support.
Your change management strategy should include information regarding how the change
you are implementing will be measured and reported. This includes detailing:
● how you will measure success
● how you will report success.
Measuring success
The table below provides examples of potential measures for each element of the change
management strategy:

Strategy element Methods of measurement
Change goals - achievement of change goals on track

- achievement of milestones.
Change impacts - feedback from impacted employees regarding

the effectiveness of the change program.
Project management - delivery of project activities as per project

schedule.
Stakeholder management - red, amber and green status against

stakeholder mapping
- unsolicited feedback from stakeholders.
Communication - delivery frequency, audience response, event

attendance, levels of awareness/knowledge,
communication survey, unsolicited feedback.
Education - pre-learning and post-learning competency

assessments
- workshop feedback.
Cost benefits - if and when cost benefits are realised.
Risk management - number of risks barriers realised

- effectiveness of strategies to minimise risk to
resolve issues.
Reporting success
Once you have identified the measures, you need to agree on the reporting protocols with
the relevant managers within your organisations. Protocols might identify:
● format of reports
● what measures will be reported
● when reports will be produced (weekly, fortnightly, monthly)
● who will receive a copy of the report.
By including this information in your change management strategy you can obtain
agreement on reporting requirements when you seek approval for the strategy.
Example Telephone Travel – Measurement and reporting
Sarah knows that the Managing Director and the key stakeholders of the project will
require updates on how the project is progressing and whether it delivers on its goal.
Sarah’s overall project measure will be the achievement of the project goal – the new
structure that reduces manager-employee ratios to 1:10 will be in place by 31 October
201X.

However, Sarah knows that the management team will want to be informed as to how
the project is tracking toward the achievement of this goal. To meet this requirement
she develops the following weekly report to provide an update on the status of the
project.
The colours mentioned in the ‘Status’ column represent:
● Green: completed
● Amber: in progress
● Red: not completed.
Reporting element Measures Status
Change goal New structure is Amber

implemented by 31
October 201X delivering
reduced manager
employee ratios of 1:10.
Project management Delivery of project Overall status

activities as per project
Amber
plan for each stream.
- People Green
- Process Amber
- Technology Amber
- Structure Amber
Stakeholder Management Stakeholders engaged Green

and comfortable with
current position.
Communication Communication Plan Green

activities on schedule.
Education Education Plan activities Green

on schedule.
Cost benefits Project budget on track. Green
Cost benefits on track to Green

be realised.
Risk Management Risk Management Plan Amber

effectively managing risk.

Learning activity: Measurement and reporting
What is the purpose of measuring and reporting on your change management strategy?
Document a change management strategy

The final step in developing your change management strategy is documenting it.
Organisations use various formats and templates to document change management
strategies. The important point to remember is that the strategy contains the following
essential elements:
● change goals ● education
● change impacts ● cost benefits
● project management ● risk management
● stakeholder management ● measurement and reporting.
● communication
Example: Documenting a change management strategy
The following example provides a possible format for documenting a change

1. Purpose – document the purpose of the change management strategy.
2. Inputs:
a. change process
b. organisational change management (OCM) objectives
c. OCM standards
d. stakeholders impacted
e. key messages to be delivered
f. available communication channels.

3. Outputs:
a. training:
i. training strategy outlining what training documents will be created
ii. learning maps will be created for each impacted job role
iii. training maps provided showing who is being trained to what
functionality.
b. communication:
i. a communication plan will be generated showing channels,
frequency and participants.
4. Change process:
a. Document communication strategies for each stage of the change process:
i. contact
ii. awareness
iii. understanding
iv. buy in
v. commitment.
5. OCM Objectives:
a. document the objectives of the OCM project to inform, involve and prepare
all audience groups impacted by the change.
6. OCM Standards:
a. Document the standards for the training and communication tools and
documents which will be used e.g.:
i. all training and communication materials for the project will:
ii. tailored to the audience
iii. clear, simple and concise
iv. include graphics, charts and diagrams where appropriate
v. use appropriate language for the audience
vi. be delivered by local audiences and leadership where possible.
7. OCM Tactical Guidelines – define the tactical goals of the OCM e.g.:
a. At a tactical level the change management efforts will strive to:
i. promote the project throughout the stakeholder community
ii. generate excitement and support for the forthcoming changes
iii. monitor employee reactions and morale
iv. generate and demonstrate leadership support.

Learning activity: Documenting a change management strategy
Research 3 examples of documented change management strategies.

The following words when typed in your search engine should assist you in locating a
variety of options:
● documenting change management strategies
● organisational change management plan template
● change management strategy template.

What are some of the consistent elements that are included in the examples that you
found? Why do you think that these elements are used?
Rate each of the examples that you have found as to their effectiveness for capturing
the essential elements of a change management strategy as detailed above.
Use the following rating scale to assign a rating and detail why you have assigned this
rating:
● excellent
● average
● below average.
Example 1 Rating:
Why have you assigned this rating?

Example 2 Rating:
Example 3 Rating:
Obtain approvals
Once you have finished developing and documenting your change management strategy,
you must obtain approval to implement. All change management strategies must be
approved prior to being implemented. This is to ensure that management teams are
aware of and agree with all of the activities associated with implementing the change.
You must ensure that you find out who are the relevant authorities to obtain approval
from. Typically you will require approval from managers who have responsibility for the
area/s of the organisation affected by the change.
Organisations use various methods to approve change management strategies. In some
organisations it is enough to simply provide your strategy document for review and
approval. In other organisations, you may be required to complete a presentation or
submit a written report.

If you are required to complete a presentation or submit a written report you will need to
ensure that your submission clearly outlines:
● how the change will improve organisational performance
● how the change links to the organisation’s strategic and operational plan goals
● how the change will be managed, i.e. your change management strategy.
You should also ensure that your submission is supported by data to help demonstrate
the value of the proposed change to the organisation. Supporting data could include:
● productivity data
● customer complaints data
● human resource data such as absenteeism, engagement, turnover.
You should also ensure that your submission is concise and professional. Management
team members are usually busy people and like information presented concisely. You
need to ensure that your submission and supporting documents detail the strategy and
recommendations clearly and concisely but are still presented with enough detail to
enable managers to make an informed decision.
Example Telephone Travel – Obtain approval
Sarah circulated a copy of her documented change management strategy to the

management to obtain their approval.
The Managing Director requested that Sarah discuss the strategy document at the next
management team meeting.
After discussing the strategy at the management team meeting, Sarah’s change
management strategy was approved and Sarah was now ready to commence
implementation.
Delivering effective presentations

To effectively present your change management strategy to management teams to obtain
approval you should develop some basic presentation skills.
The following provides information on how to deliver successful presentations.
Plan the presentation

As you start to plan the presentation there are two fundamental questions that you
should answer:
1. Why are you conducting the presentation?
2. Who will be at the presentation?
The answer to question one should be the objective of your presentation. Your objective
should be realistic, achievable and measurable. The rest of your plan is then built around
achieving your objective.

Learning activity: Planning your presentation
What are you trying to achieve when presenting your change management strategy to
management teams?
Once you have clearly determined your objective you need to keep your audience in mind.
Consider the following:
● what is their general attitude likely to be: interested, indifferent, friendly, or
sceptical
● how much will they know already
● how fast can they take things in; are they accustomed to listening to talks or will
they find it difficult to remain still and focused
● what would you want to know if you were sitting in the audience?
Always keep your audience in mind when preparing your presentation. Think about the
information that will be relevant and necessary for your audience.
Targeting your audience

There might be times when you have both experienced and inexperience audience
members. This is a challenge as too much detail may frustrate the experienced members
and not enough may confuse the inexperienced. In this case you can deploy several
tactics:
● try and pitch your presentation towards the middle
● keep the main presentation higher level but provide comprehensive notes or more
detail in written form for the inexperienced audience members to refer to
● arrange follow up sessions for those who have more difficulty absorbing the
information you are presenting
● use the experienced participants in your presentation – draw on their knowledge
and ask them to work with those who are less familiar with the information so that
you are allowing them to use their skills and knowledge productively.
Develop your presentation

After you have established your objectives and analysed your audience you are then ready
to structure your presentation. When you begin to write your presentation make sure it’s
in the spoken word, otherwise it won’t sound natural. There are many different ways to
put a presentation together; it’s about finding what works for you personally.

One method to develop a presentation is the design procedure: SYSTEMA.

1. Choose a topic.
2. Brainstorm all the information you would like to cover (use post-it notes or small
pieces of paper.
3. Cluster headings – put the post it notes into logical clusters of like information
4. Breadth or depth – consider your objective and audience and determine how much
information is required…what do they need to know about each key point
5. Sequence clusters – put into logical sequence that will take your audience from
beginning to end
6. Expand on ideas – add the content to support your key clusters.
Prepare for the presentation (notes)

There are no hard and fast rules governing how you should have your presentation notes
organised. Some people prefer to write out the presentation in full, while others prefer to
note down the basics to use as a prompt.
You should avoid reading from a script, so bullet points tend to work better than full
sentences. Some people use different colours or highlight key headings to remind them at
a glance what point they are making.
If using more than one card or sheet of paper, make sure to number the pages so that
you don’t get lost. Keep your headings or key topics brief, well-spaced and easy-to-read.
It is expected that you have a good understanding of the content of your presentation, so
that your notes merely guide you through. You should not have total dependence on your
notes for content. They should mainly be used for prompts and to keep to your planned
structure.
Learning activity: Preparing for presentations
Think of a time when you did not adequately prepare for a presentation? How did you
feel and what impact did it have on the objective of your presentation?
If you have not had this experience yourself, think of time you attended a presentation
and it was obvious the presenter had not adequately prepared. What impact did it have
on you as a member of the audience?

Preparing your audience

Preparing your audience involves providing them with any information regarding the
presentation prior to their attendance. This usually involves providing pre-reading to
ensure they have a certain level of understanding prior to attending the presentation.
Learning activity: Preparing your audience
How could you prepare management teams who will be attending your presentation of
your change management strategy?
Preparing yourself
Once you’ve developed your presentation, the only thing left to do is to practice.
Four Preparation Techniques
1. Go through the presentation in your head.
2. Do a stand up rehearsal by yourself.
3. Rehearse in front of a test audience.
4. Record the presentation with a video camera then watch the playback.
Practise until you feel comfortable with the:

● material
● structure and sequence
● key learning activities
● props or equipment used
● notes.
Present the presentation

There are four key stages in your presentation. These are the moments that can make or
break your presentation.
1. The introduction
2. Getting the audience’s attention
3. Your conclusion
4. Question time

These areas go above and beyond what you have planned for or written out in your
presentation.
Introduction
● greet your audience
● introduce yourself
● establish your credibility
● state the subject of your presentation.
Get the audience’s attention

● relate an anecdote
● ask a question
● recite a quotation
● make a bold statement
● establish WIIFM (‘what’s in it for me?’).
Your conclusion
● review your main points
● ensure the audience knows that you are concluding; refer back to your opening
comments if possible
● ask for approval.
Question time
● anticipate questions, practise answers
● look at and listen to audience for feedback.
Report writing
A report is an organised presentation of factual information or ideas about a given
subject. It can vary in length from one page to several hundred.
The purpose of a report is to:
● transmit information ● summarise events
● seek approval for proposals ● construct plans
● analyse situations ● research and develop proposals
● predict trends ● solve problems.
● review progress
Reports often provide the basis for important decisions and therefore a poorly presented
report can be harmful to a business.

Bad reports
Most bad reports suffer from a failure to recognise that their prime purpose is to
communicate information.
● They can often be verbose and use unnecessary jargon. Long sentences, long
paragraphs, a lack of headings and sub-headings are all aspects that hinder
understanding.
● Lack of a clear structure makes it difficult to follow the argument and identify the
main points.
● Important facts may be missing, or wrong.
● It can be unclear what is verifiable fact and what is the writer’s opinion.
● Reports are often overly long because the writer has failed to identify the precise
purpose of the report.
Good reports 5
A good report avoids the failings detailed above by following the four C’s:
● Clear – A clear report is simple and logical in communicating its message to the
reader.
● Concise – A concise report is one in which the information is kept to a minimum. It
is as long as it needs to be to communicate the necessary information, but no
longer.
● Correct – A correct report is one in which all the necessary information is verifiable,
that is, based on facts.
● Complete – A complete report is one in which all the necessary information is
included.
Learning activity: Written reports
Prepare a checklist of the requirements for preparing a written report to obtain

approval for implementing a change.
1.

2.

3.

4.

5.

5 Deakin University 1995, Managing Information, Topic 7 Report Writing, Deakin Australia, Geelong.

6.

7.

8.

9.

10.

Section summary
You should now understand how to develop a change management strategy that
addresses the needs of an organisation. Concepts covered in this session included
undertaking cost risk and benefit analysis of the change, developing change management
project, obtaining approval for the change management process, documenting the
change management strategy.
Further reading
● Hiatt, J., 2006, ADKAR: a Model for Change in Business, Government and our
Community, Prosci Research, Colorado.
● Holman, P., Devane, T., and Cady, S., 2007, The change handbook, 2nd edn,
Berrett-Koehler Publishers, San Francisco.
Section checklist
Before you proceed to the next section, make sure that you are able to:
 develop a change management strategy
 undertake cost-benefit analysis for high priority change requirements/opportunities
 undertake risk analysis, identify barriers to change, and agree and document
mitigation strategies
 develop change management project plan
 assign resources to the project and agree reporting protocols with relevant managers

 develop communication and education plans in consultation with relevant groups

and individuals and ensure these plans promote the benefits of the change to the
organisation and to minimise loss
 arrange activities to deliver the communication and education plans to all relevant
groups and individuals
 consult with relevant groups and individuals for input to the change process
 obtain approvals from relevant authorities to confirm the change management

process.

Section 3 – Implement a Change Management Strategy Student Workbook
Section 3 – Implement a Change

Management Strategy
This section is about the skills and knowledge required to implement a change
management strategy. Section 3 addresses how to develop communication and
education plans in consultation with relevant personnel to promote the benefits of a
change in the workplace. This section also examines the processes involved in identifying
barriers to change and identifies strategies to overcome those barriers so that the change
becomes embedded in the organisation.
Sarah has completed the Telephone Travel change management strategy and has
gained the support of her managers to implement the plan. She must now develop the
tools and resources mentioned in her education and communications plans. Sarah will
use the backing from the management support she has achieved to help implement
the changes and consult with relevant personnel in order to ensure the change project
plan is smoothly and effectively implemented.
Sarah is confident her change management strategy will ensure a smooth
implementation but she is also aware of the need to closely monitor the stages of the
implementation and take what action is required to keep the plan on track. She will
need to reinforce the change process to ensure the change becomes embedded within
the organisation’s culture.

In order to work effectively as a manager, change leader or strategic planner, you must
be able to:
 identify and respond to barriers to the change in accordance with risk
management plans
 action interventions and activities set out in project plan in accordance with project
timetable
 activate strategies for embedding the change
 conduct regular evaluation and review, and modify project plan where appropriate to
achieve change program objectives.

Student Workbook Section 3 – Implement a Change Management Strategy
Introduction
Now that your change management strategy has been approved you are ready to
commence implementation. Implementation involves actioning the activities as
detailed in your:
● Change Management Project Plan
● Communications Plan
● Education Plan.
Consultation
As discussed in Section 2, consultation with managers and employees who will be
affected by the change is critical to the success of your strategy. Where possible you
should complete this consultation when developing your change management strategy to
ensure that your project plan, communication plan and education plan are supported by
those within the organisation who will be impacted by the change.
In some situations, completing consultation at the strategy development stage will not be
appropriate because of confidentiality or sensitivity issues. In this situation you will need
to document your strategy and relevant plans and then complete the consultation process
after the change has been announced. If this is the case you should include consultation
activities in your project, communication and education plans.
To effectively manage consultation after a change has been announced, you should plan
for the following activities:
1. Announcing the change. Managers and employees are advised that consultation
will take place regarding the implementation of the change.
2. Arranging consultation activities.
3. Conducting consultation activities to validate or identify required changes to your
draft project, communications and education plans.
4. Updating your draft project, communications and education plans.
5. Submitting revised plans for re-approval (depending on the scale and nature of the
changes you have made to your plans).
6. Commencing implementation.
Book Review: ‘The Change Monster’ by Jeanie Duck
Read a review of ‘The Change Monster’ by Jeanie Duck. The review provides some
useful insights into how to successfully implement change.
Read a review:
Brenowitz, R., 2001, ‘The Change Monster’, Tools for teams, no. 3, Brenowitz
Consulting, California, available online, viewed July 2015,
<http://www.brenowitzconsulting.com/pub/tt_3.html>.

Learning activity: Keeping staff motivated
Watch the video ‘BSBSMB407A: Keeping staff motivated’ on IBSA’s YouTube channel
at <http://www.youtube.com/ibsachannel>.
Charles Bishop from O2C is talking to Coffee Guru to find out about what motivates
their team.
1. Why is finding out about what motivates staff important?
2. Consider your business or a business you are familiar with. Do you know what
motivates staff? How did you (or would you) find out?
3. Are the staff motivations in the business you considered for question 2 in
alignment with the business vision? If not, what are some consequences of this?
4. Coffee Guru wants to ensure that as the business develops, the team remains
highly motivated.
If the business you considered in questions 2 and 3 was changing (and you were
managing a team of employees through the change), how could you maintain and
enhance motivation?
What are some benefits of team building exercises to any team working through
change?

Action planned activities

To implement the activities in your project, communication and education plans,
you should:
● complete the activities detailed in the plan in sequence
● ensure you are aware of the start and end date for each activity and adhere to
those timelines
● review the plan activities at the beginning of each week to understand the tasks
and deliverables for the week ahead
● review the plan at the completion of each phase to evaluate your achievements
against planned goals and milestones
● follow up with stream leaders with regards to completion of activities within each of
their plans
● where required, modify your plan timelines and activities and inform key
stakeholders of any changes, remembering to seek approval for major changes
where required
● complete reporting requirements as detailed in your agreed measurement and
reporting protocols.
Example Telephone Travel – Action planned activities
Sarah is pleased that it is now time to implement her change management strategy
and action the activities set out in her project plan. She recognises the importance of
her role as project manager to ensure that all activities are completed as per the plan
and that she needs to monitor the progress of the plan very closely.
To ensure that all planned activities are actioned in accordance with the project
timetable, Sarah:
● conducts a project team meeting every Monday morning to review the plan to
understand the tasks and deliverables for the week ahead
● conducts a project team meeting every Friday afternoon to review the plan to
understand what activities have been completed throughout the course of the
week and can therefore be closed in the plan
● modifies the plan timelines and activities where required and informs key
stakeholders of any changes
● takes action to remove any obstacles that may be preventing activities within the
plan from being completed
● completes weekly reporting requirements as detailed in her measurement and
reporting protocols.

Identify and respond to barriers to change

As discussed in Section 2, when managing change it is important to identify the risks and
barriers to change and plan how you will respond to those risks and barriers.
Let’s take a moment to recap what we covered in Section 2 – Risk Management:

3 Steps to managing risks and barriers
To effectively manage the risks and barriers associated with implementing change you
should follow the following steps:
● Step 1 – Identify risks and barriers.
● Step 2 – Analyse and evaluate risks and barriers
● Step 3 – Identify strategies for mitigating risk.
During the implementation phase of change management it is likely that you will
recognise some of the risks and barriers you identified, when completing your risk
management plan, starting to emerge. This is when you will need to review your risk
management plan and action the strategies for mitigating the risk that you detailed in
that plan.
Examples of risk and barriers that you may witness are:
Risks Barriers
● process changes result in slower ● resistance from those impacted by
service to customers the change
● poor change management results in ● fear of the unknown
disgruntled employees
● existing organisational culture, e.g.,
● new equipment results in an increase history of failed organisational
of errors. change
● loss of control
● poor manager/employee
relationships
● lack of involvement in the change
● low morale
● vested interests.
Learning activity: Action planned activities
In the space below, detail the challenges managers face when actioning the activities
detailed in their change management project plan, communications plan and
education plan. For each identified challenge, detail an innovative way in which the
challenge could be overcome in the workplace.

Challenge Ways to overcome…
Preparing a risk management plan will ensure that you are able to respond quickly to
risks or barriers as they appear. Being able to respond quickly in these situations is
critical to the success of the change as it prevents prolonged delays to the change
process, which can make people feel like success is too difficult to achieve. Just as quick
wins can motivate people and build momentum for change, barriers (when unaddressed)
can generate negative feelings about the change process. Remember a successful
change means arriving at the end state as soon as possible.
Once you have implemented the strategy for mitigating the risk, you must check that it
has been successful in removing the barrier. You could this by:
● checking that the signs that demonstrated that the barrier was an issue are no
longer visible
● feedback from stakeholders as to whether the barrier is still an issue
● analysing organisational behaviour to determine if employees are moving in the

right direction along the change curve.

Understanding why people resist change

One of the biggest risks and barriers to change is resistance from those people impacted
by the change. It is important that you understand why this resistance occurs.
When faced with a change, people can either choose to embrace it or resist it. In many
cases people choose to resist. Research has produced insight into why people resist
change and how managers can respond to help people to accept change more positively.
The activity below lets you explore one theory on how managers can respond to change
resistance and remove it as a barrier to successful change.
Learning activity: ‘Dealing with resistance to change – Why do people resist change
The following information is from ‘Dealing with resistance to change – six change
approaches’ on the Value Based Management website, viewed July 2015:
<http://www.valuebasedmanagement.net/methods_kotter_change
_approaches.html>.
After reading the article and summary answer the questions below:
How could these approaches assist you when managing organisation change
Consider the Telephone Travel scenario or a change management scenario you are
familiar with. If you were the project sponsor, what are some of the challenges you
think you might face when implementing these approaches and how could you
overcome those challenges using innovative strategies?
Approach Challenge Strategy to overcome challenge

Example Telephone Travel – Identify and respond to barriers to change
When implementing the new structure, Sarah was pleased that she had taken the time
when developing her change management strategy to identify the potential risks and
barriers that may be experienced when implementing the change.
Unfortunately a potential barrier that Sarah had identified has been realised. Contact
Centre Supervisors and Telephone Sales Representatives do not believe that the
organisation is committed to the new structure as only two years ago the organisation
implemented the current structure. At the time they brought in that structure, the
organisation made three supervisors redundant.
Sarah is hearing comments from Supervisors and Telephone Sales Representatives
such as:
● ‘Here we go again!’
● ‘Do they even know what they are doing?’
● ‘How unfair, those three Supervisors lost their jobs for nothing…do they realise
these changes impact people’s lives!’
● ‘I would not take one of those Supervisor roles as in six months time they are
likely to change their mind on the structure and make you redundant.’
● ‘Why do they waste all of our time with this sort of stuff?’
● ‘So it looks like we will have to listen all that mumbo jumbo again about how
good this will be for us.’
● ‘We told them two years ago that the new structure was not going to work and did
they listen then? Of course not!’
Sarah knows that it is critical to keeping the change on track that she must quickly
action the mitigation strategies she identified in her risk management plan. This
includes:
● ensure the key messages that specifically address this change in direction are
repeated consistently in all communications
● ensure the key messages are also repeated during education sessions
● arrange for employee focus groups conducted by Managing Director to discuss

this change in direction and hear employee’s concerns to commence within the
next week
● ensure that the invitations to the focus groups advise employees that these
sessions will specifically address concerns regarding the change in direction and
they will be given opportunity to voice their concerns.

Activate strategies to embed change

Your change management project should include strategies to embed change. These
strategies are important in making the change a ‘business as usual’ activity.
As discussed in Section 2, employees move through the change curve towards the final
phase: commitment. Acceptance of the change means the general feeling amongst
employees is ‘this is how we do things around here’. You know you have been successful
in embedding a change in your organisation when your employees reach this stage.
Commitment

This is how we
do things
around here
Commitment
Buy In

We must implement
Understanding
this change to
achieve our business
Awareness  goals
Contact This change is
 supposed to deliver
 This change is
I have been told improvements
going to affect
about the change
me
Time
Strategies to embed change

Strategies to embed change are the tools you will use to eventually make the change
something that is seen and treated throughout the organisation as ‘business as usual’. To
effectively achieve this outcome, you should identify strategies that embed the change
across the four organisational categories:
● process ● structure.
By taking this approach you can ensure that have addressed all of the areas that have
been impacted by the change.
As noted in section 2, it is important you think laterally and develop creative means that
help people to accept change more positively. Innovative thinking is particularly important
in organisations where change has failed in the past. If you continue to use
methodologies and approaches that have failed in the past, employees will not trust that
this change will result any differently to the failed changes of the past.
Perhaps the most important barrier to innovation is lack of information and critical
analysis. You need to be aware of what has been tried in the past and analyse success
and failure to isolate root causes.

Five whys method

One approach to identifying root causes is the five whys method. Use this process by
making a statement, and then asking ‘why?’ Come up with a reason and then ask
‘why?’ again. Repeat five times.
In the Telephone Travel scenario the method could work like this:
Employees resist the change.
1. Why?
Because employees are fearful.
2. Why?
Because employees feel that the change has been attempted and failed before
and therefore their jobs or jobs of colleagues could be affected.
3. Why?
Because the change has not been explained sufficiently. Change has not been
approached in a positive enough way to overcome the barriers that caused the
last attempt to fail.
4. Why?
Because the communication plan did not contain enough information. The
message was not strategically reinforced continually. Influential stakeholders
were not engaged to deliver the message and back it. Information was not
presented in an engaging enough way for employees to take it in and apply the
new processes to their own situations. Employees/managers were not asked for
input into how they were communicated to.
5. Why?
These activities or strategies were not embedded within the project plan. Building
a more strategic plan that contains this element could be the answer to
overcoming the resistance.
Another aspect to lack of information is lack of theoretical knowledge. Academics and

business leaders have likely already successfully deployed strategies or creative activities
to specifically address the risks identified in your risk analysis.
Use the ideas of academics and business leaders to create a change management
toolbox. Some of the strategies discussed in this Student Workbook to address resistance
and embed change include:
● change management process/cycle
● eight change phases model (Kotter)
● ADKAR Change management model (Prosci Research)
● change process (Duck)
● six change approaches (Kotter and Schlesinger).

Build elements of these models into your change management plan so you can
implement your strategy effectively. Importantly, when you build in elements to address
problems before they happen, implementation will self-manage to a certain extent. As a
project manager, you will be able to concentrate on the big picture – the achievement of
stakeholder support and running on time and to budget – and not have to continually
address smaller issues.
On a tactical level, you will need to include fun and engaging activities to aid the broader
strategic objective of achieving support. Possible activities have been listed on page 51
under the heading ‘innovation’. Review these for ideas.
Remember that a big part of innovation is taking great problem-solving ideas (developed
by others) and applying them to your own particular issues. You will need to apply
strategies and tailor generic types of activities to your specific organisational change
scenario.
Innovation process
Follow the six step innovation process:
Step Description
Interpret Examine the root problem from all angles. Research theories
and models.
Generate Brainstorm solutions; select feasible ideas.
Collaborate Work with others; refine solutions together; consult with your
stakeholders for input.
Reflect Think about the problem and solutions: visualise solutions.
Represent/test Experiment with solutions; present the solution to others

(sometimes problems with solutions don’t become apparent
until they are actually tested).
Evaluate Review and monitor results; ask for feedback.

Learning activity: innovation process
Refer to the innovation process described above to outline what Sarah could do to
develop innovative solutions for embedding organisational change in the Telephone
Travel workforce. An example for the interpreting stage has been given.
Step Action
Interpret Observe the workplace: research theories; research tactics for

gaining trust and acceptance
Generate
Collaborate
Reflect
Represent/test
Evaluate
The example below illustrates some of the strategies and creative activities that Sarah
will use to embed change within Telephone Travel.

Example Telephone Travel – Strategies to embed change
Sarah has identified the following strategies to embed the new structure within the
contact centre. As this change is mainly about ‘people’ changes, Sarah has focused her
efforts on strategies that address the people involved.
Category Strategy to embed change
People Weekly team meetings

The organisation has previously only held face-to-face meetings with
the management team. All other employees are communicated with
through the monthly employee newsletter sent via email and quarterly
employee updates conducted by the Managing Director.
Weekly team meetings to communicate progress of the change and
continuing team meetings after the change have been implemented.
This is intended to demonstrate to employees that this change is not
just about the structure but really about the relationships between
managers and employees.
Sarah works with her six Supervisors to develop a team meeting
schedule. The schedule works as follows:
● Contact Centre management team meeting is held every
Monday at 10am
● Business Travel Team A team meeting is held every Tuesday at
10am
● Domestic Travel Team A team meeting is held every Tuesday at
2pm
● Holiday Packages Team A team meeting is held every
Wednesday at 10am
● Business Travel Team B team meeting is held every Wednesday
at 2pm
● Domestic Travel Team B team meeting is held every Thursday at
10am
● Holiday Packages Team B team meeting is held every Thursday
at 2pm.
This schedule ensures that all teams have an allocated time for their
meeting which provides employees with certainty regarding when they
will receive information. It also ensures that all teams are given fair
opportunity to meet whilst ensuring that customer service levels are
not impacted by too many Telephone Representatives away from the
phones at one time.

People ‘I’m listening lunches’ with the Managing Director

Sarah also knew that for employees to be committed to this change
and believe that that the new structure is about providing them with
more support to assist them, she needed to think laterally. She knows
that many employees would be shaking their heads and saying ‘here
we go again’ as it was only two years ago that the organisation
implemented the structure of increased manager employee ratios
which resulted in three of their supervisors being made redundant.
Sarah needed to identify strategies and actions that would
demonstrate to employees that this change is different to the previous
structure change. Sarah decided that this could be achieved by having
the managing director host a series of ‘I’m listening lunches’. These
lunches would be conducted every week whereby a random sample of
ten employees would be invited to attend lunch with the managing
director. Lunch would be held in the Boardroom and provided by the
company. The Managing Director would give a brief introduction in
which he would acknowledge that the previous structure was wrong
and that based on feedback from the Telephone Representatives, he
has supported a change in structure that provides smaller manager
employee ratios to provide them with the support they need to be
successful in their roles.
The Managing Director would then explain to Telephone
Representatives that to keep the communication lines open and to
ensure that he continues to receive their feedback he will be
conducting ‘I’m listening lunches’ on a monthly basis. He will also
explain that he will use these lunches to also keep them updated on
his work and planning for the organisation to help employees better
understand the decisions he makes and actions that he takes.
Process Publishing revised policies and procedures

Policy and procedure manuals must be ready on 31 October.
Updating intranet content
Intranet content is to be updated to reflect the new organisational
structure and procedures. Intranet content that reflects the old
structure must be removed by 31 October.
Updating external information/collateral
All external information/collateral is to be updated to reflect the new
organisational structure and procedures for operating under that new
structure. All external information/collateral that reflects the old
structure must be removed from circulation by 31 October.
Sarah knows that to embed this change there must be no reference to
the old structure in the new organisation and it is important that all
documented policies and procedures only reflect the new organisation
from when it is implemented on 31 October.

Technology Technology updates

All required technology updates must be implemented by 31 October.
This includes new Supervisor access. This is to ensure that the new
structure is fully operational on 31 October without any need for
technology workarounds.
Sarah knows that to embed this change it must be fully operational on
the 31 October.
Structure Implementing new reporting processes

All accounting structures and business reports must be updated to
reflect the new organisation by 31 October. This is to ensure that the
new structure is fully operational as of the implementation date.
Sarah knows the importance of being able to measure and report on
financial performance in embedding the new organisational structure.
If from day 1 Supervisors are fully responsible for their cost centres
and reports can be produced to measure and report on their
performance then ‘business as usual’ will resume quickly.
Learning activity: Strategies to embed change

Why must the manager implementing change identify strategies to embed change?
Why is it important managers use innovative thinking when identifying these

strategies?

Where could you access information regarding innovative ideas for embedding change
within an organisation?
Evaluate and review

The final stage of the change process is to evaluate and review effectiveness. This is best
completed in two ways:
● During implementation – to monitor, evaluate and review the effectiveness of your
change management project plan activities and allow for intervention when
necessary to keep the change process on track
● Post-implementation – to evaluate and review the effectiveness of the change
delivering against the organisation’s strategic change needs – the reason the
change was implemented in the first place.
During implementation evaluation and review

It is important that you complete regular evaluations and reviews of your project plans,
including your communication and education plans, to ensure their ongoing effectiveness
in delivering against the change goals.
After completing evaluations and reviews it may become apparent that you need to make
changes and modify these plans to ensure they meet the needs of the change.
There are several ways in which you can evaluate and review your change management
project plans. These include:
● pulse surveys
● stakeholder/employee focus groups
● review of achievement against project milestones.

Pulse surveys
Surveys completed by employees to evaluate and review organisational behaviour as a
result of implementing a change.
If your change management project plans are being successful in implementing change,
then your pulse survey results should demonstrate that:
● people understand what is changing, why it is changing and what the change goals
are
● people understand how the change is going to impact them
● managers commit the time and resources required to achieve the change goal
● people believe that the change is positive and will improve the way in which the
organisation operates
● people understand the link between the need for the change and the organisation’s
success
● people have the skills and knowledge required to effectively operate in the new
environment
● people speak about the change as the way in which they do things now.
Stakeholder/employee focus groups

Focus groups are often very useful when conducted after the results of a pulse survey
have been collated. You can use these focus groups to:
● further explore feedback received through the completed surveys
● identify where/how modifications could be made to the change management

project plan to improve the change experience for employees
● open lines of communication between the project team and
stakeholders/employees
● consult with stakeholders/employees to develop support and commitment to the
change.
Review of achievement against project milestones

This where you implement the measurement and reporting program you developed as
part of your change management strategy. As discussed in Section 2, this program is
designed to track and report on the successful achievement of the change goals and
highlight areas that need attention to ensure that project milestones are met. The
program details what has been agreed and approved with regards to:
● how success will be measured
● how success will be reported.
During the implementation phase of the project you must ensure that you complete the
activities detailed in your measurement and reporting program as this will ensure that you
evaluate and review the project as it progresses.
Let’s look at an example from the Telephone Travel scenario.

Example Telephone Travel – Evaluate and review
Sarah developed the following Pulse Survey to be completed by all stakeholders to

evaluate and review organisational behaviour as a result of implementing the Contact
Centre structure.
We are seeking your opinion on our

recent organisational change efforts
Neither Agree nor Disagree

when implementing the new Contact
Centre structure.
Strongly Disagree
Slightly Disagree
Strongly Agree
Your responses are confidential and will
Slightly Agree
be used to identify areas that require
Disagree
improvement.
Agree
Communication
I trust that my Manager/Supervisor has 1 2 3 4 5 6 7

provided me with all of the necessary
information regarding the structure
change.
I have been provided with information 1 2 3 4 5 6 7

with regards to how and when the change
will impact me.
I understand why this change is being 1 2 3 4 5 6 7

implemented.
I understand how this change will assist 1 2 3 4 5 6 7

the organisation to achieve its strategic
goals.
I been invited and attended regular team 1 2 3 4 5 6 7

meetings/ briefings regarding the change.
Education
I have received the training I need to 1 2 3 4 5 6 7

operate in the new organisational
structure.
I know what skills I need to be a valuable 1 2 3 4 5 6 7

contributor within the new organisational
structure.

Student Workbook
Consultation
I have had the opportunity to provide 1 2 3 4 5 6 7

input and feedback into the change
process.
I feel that my input and feedback has 1 2 3 4 5 6 7

been listened to and taken on board by
the project team.
Leadership
My Manager demonstrates a commitment 1 2 3 4 5 6 7

to the new structure by his/her actions.
My Manager displays a genuine interest 1 2 3 4 5 6 7

in me as a person and how I am coping
with this change.
I am comfortable about approaching my 1 2 3 4 5 6 7

Manager if I have a question or concern
regarding the new structure.
Organisation
I support the organisation’s decision to 1 2 3 4 5 6 7

implement this change and agree with
what it is trying to achieve.
I believe that this change will better 1 2 3 4 5 6 7

position the organisation for success.
Customer service
The new structure allows me to provide 1 2 3 4 5 6 7

quality service to my customers.
The new processes and procedures allow 1 2 3 4 5 6 7

me to effectively meet my customer’s
needs.
Post-implementation evaluation and review

One of the best ways to evaluate and review the effectiveness of a change delivering
against an organisation’s strategic change needs is to identify a set of metrics that can be
measured over time that demonstrates whether the change has had an impact. It will
depend on what the strategic change need is as to what are the most appropriate
metrics.

Student Workbook
Metrics could include:

● Financial – has the implemented change resulted in financial gains for the
organisation?
● Productivity – has the change increased productivity?
● Customer – Is the change delivering improvements that are having a positive

impact on the customer experience?
● Individual and organisational performance:
○ has the change improved individual employee performance

○ has the change positioned the organisation as a strong competitor within the
market
○ has the change proven to solve a specific business problem?
For this evaluation and review to be meaningful, performance should be measured on a

regular basis over a period of time. This will ensure you can see if the change has
delivered sustainable and long term benefits to the organisation. Below is an example of
evaluation and review schedule that you could apply:
Review Timing
1 3 months post-implementation
4 3 years post-implementation
5 5 years post-implementation
Learning activity: Evaluation and review

Why is it important to evaluate and review the effectiveness of your change
management strategy during implementation and post-implementation?

Student Workbook
What are some of the potential impacts to organisations when these two evaluations
do not occur?
Impacts for not completing evaluation and Impacts for not completing evaluation and
review activities during implementation review activities post-implementation
Section summary
You should now understand how to implement a change management strategy to ensure
an organisation’s change goals are achieved. We have looked at how to develop
communication and education plans in consultation with relevant personnel to promote
the benefits of a change in the workplace. This section also discussed the processes
involved in identifying barriers to change and how to overcome those barriers so that the
change becomes embedded in the organisation.
Further reading
● Duck, J.D., The Change Monster, Three Rivers Press, New York.

● Hiatt, J., 2006, ADKAR: a Model for Change in Business, Government and our
Community, Prosci Research, Colorado.
● Holman, P., Devane, T., and Cady, S., 2007, The change handbook, 2nd edn,
Berrett-Koehler Publishers, San Francisco.

Student Workbook
Section checklist
After you have completed this section, make sure that you are able to:
 identify and respond to barriers to the change in accordance with risk
management plans
 action interventions and activities set out in project plan in accordance with
project timetable
 activate strategies for embedding the change
 conduct regular evaluation and review, and modify project plan where appropriate to
achieve change program objectives.

Glossary Student Workbook
Glossary
Term Definition
Change Change management is a structured process and set of tools for

management managing the people side of change such that business results
are achieved, on time and on budget.
Change This role is assigned to an individual who will plan and

management leader implement change management plans for the project.
Communication The communication plan identifies the messages about the

plan change that need to be spread through the organisation.
Managing Change Managing change is the second phase in a change management

plan and it includes the tactics the change management team
employs to execute the strategy.
Organisational The specific actions and steps that can be taken to implement a
change change management program.
management
Preparing for Preparing for change is the first phase in a change management
Change plan and includes building a change management strategy.
Stakeholder Stakeholders are who have an interest in the implementation of

change, its activities and its achievements.
Structure Structure refers to the way an organisation is set out in terms of

management.
Flat: few layers of management between decision makers and
employees; common in smaller organisations.
Hierarchical: more layers of management; common in larger
organisations and in organisations whose business priorities
have shifted toward increasing productivity.
Transition state The transition state is the organisation in the process of

changing the way work is done.

Student Workbook Appendices
Appendices
Appendix 1 – Quality Training’s Strategic Plan
1.0 Objectives
The objectives of this plan are
1. To provide a written guide for the ongoing management of this training and
development business; a strategic framework for developing a comprehensive
tactical marketing plan.
2. To provide detailed projections for the current year and for the following two years.
The objectives of Quality Training are:

1. Profit – To achieve a net profit of $100,000 in the next financial year and a 25%
increase in profit each succeeding year
2. Growth – To grow the business at a rate that is both challenging and manageable,
leading the market with innovation and adaptability. Growth from 16 trainees at the
year ending 2011 to 300 trainees at the year ending 2013.
3. Citizenship – To be an intellectual and social asset to the community by networking
with community organisations (such as a local chamber of commerce) and offering
services to charitable organisations when required.
1.1 Mission
● Purpose – Quality Training exists to provide high quality, relevant training and
development solutions which make a significant difference to the client’s business
performance. Quality Training aims to provide students with nationally recognised
qualifications where applicable.
● Vision – By providing quality training and excellent customer service, Quality
Training will satisfy and grow its customer base, allowing the business to maintain
profitability and to grow.
● Mission – The short-term objective is to start this company quickly and
inexpensively, with a minimum of debt. The long-term objective is to grow the
company into a stable and profitable entity that the owners can easily and
comfortably manage.
● Marketing Slogan – ‘Quality Training – Training that makes a difference!’

Appendices Student Workbook
1.2 Key Performance Indicators

The keys to success for Quality Training are:
● Marketing and networking – Identifying and following up potential clients.
● Quality – Ensuring client satisfaction through providing superior training materials,

delivery and follow-up.
● Consultation – Effective training needs analysis and client consultation to ensure
the right training is delivered to the right people to meet the client’s needs.
● Relationships – Developing loyal repeat customers.
● Follow-up – Monitoring student performance on the job during and after training to
ensure transfer of skills and knowledge from training to the work.
● Growth – Assessing client needs and obtaining appropriate training solutions by
extending the scope of registration or by developing suitable ‘stand-alone’ (fee-for-
service) training packages.
2.0 Services
Quality Training will offer the following qualifications, training courses and services to its
business clients:
● National recognised qualifications
○ BSB40807 Certificate IV in Frontline Management

○ BSB30407 Certificate III in Business Administration
○ BSB41407 Certificate IV in Occupational Health and Safety
○ SIR20207 Certificate II In Retail
○ SIR30207 Certificate III in Retail
○ TLI32410 Certificate III in Logistics.
● Stand-alone (fee-for-service training)
○ manual handling ○ customer service

○ time management ○ selling skills
○ presentation skills ○ personal effectiveness program
○ recruitment and selection ○ anti-discrimination, anti-
harassment and equal
○ ergonomics
opportunity.
● Training needs analysis:
○ Quality Training will conduct a training needs analysis and develop specific
training materials and packages at the request of clients.

3.0 Competitive Comparison

Quality Training has identified three classes of competition in the training and
development services industry.
1. In-house training departments and in-house training personnel – usually employed
by larger companies that can afford the fixed costs of employees.
2. Public training providers (TAFE) – well established and respected, offering public
courses and qualifications in a broad range of subject areas.
3. Private registered training organisations (RTOs) – offering similar training and
qualifications to Quality Training and targeting the same client base.
3.1 Analysis of Competitors

● Quality Training does not intend to target large organisations with their own in-
house training departments.
● While TAFE offers the same qualifications and is a highly recognised training
provider, it does not offer flexible work-based training and delivery which will be the
focus of the Quality Training approach to training.
● Private RTOs will provide the greatest threat to Quality Training. They are often
national providers and, as such, can provide service to businesses with franchises
or branches in other states.
● The local phone directory has seven training companies listed in the Penrith area.
These are not large providers with the exception of two community colleges. There
is a large TAFE. Many of the training organisations in the area are quite specialised
e.g. retail skills training and computer training. These are not perceived as a threat
to the success of Quality Training entering the local market.
3.2 Risks and Opportunities

Risks (Threats) Advantages (Opportunities)
New business: New business:

● unknown in the market place ● provide an alternative to clients
unhappy with their current provider
● no references from former clients.
● clean record – no negative history.
Small business: Small business:

● owner operated ● flexible and adaptable to clients’ needs
● limited resources (staff/equipment) ● low start-up costs
● only operating in NSW ● personalised service – the training is

conducted by the people who own
● lack of funding for large marketing
the company and who meet with the
campaign
clients; this is a level of commitment
● targeting local area initially – limited other training organisations may not
client base. have.

Targeting local area:

● able to visit trainees and clients more
regularly
● reduces costs to the business
● knowledge of the local area and

ability to market the business as ‘local’
● understanding of cultural influences
● knowledge of local political situation

and potential areas of growth.
Competitive market place: Competitive market place:

● many RTOs and training ● as above.
organisations competing for
business.
Funding Funding:
● reliance on Government funding. ● market training as a business benefit
not an opportunity to attract
incentives
● offer a range of training services
outside of traineeships.
3.3 Strategies to overcome perceived threats and weakness

● Network with friends and acquaintances to source business opportunities.
● Develop strong marketing materials including a website so that Quality Training can
‘hit the ground running’ on receipt of registration.
● Look for opportunities to deliver non-accredited training prior to becoming
established as an RTO. This will bring in some income to offset the costs of
registration and will assist in developing relationships with clients.
● Time-frame expenses – purchase materials and equipment when they are needed,
rather than upfront.
● Be flexible in working policies and procedures – Think about contracting staff as
required rather than employing them to save costs and eliminate the need for
larger office space.
● Stay up-to-date with relevant legislation and industry requirements – Review
websites regularly. Subscribe to industry publications and attend meetings or
workshops when possible. Anticipate changes and act quickly to avoid issues with
compliance to AQTF standards.
● Look for opportunities to develop working mutually beneficial partnerships with
other RTO’s or businesses – By keeping the business diversified and offering a
variety of training and development solutions, the risk of losing Government funding
for traineeships will be minimised.

4.0 Market Analysis Summary

Quality Training has identified potential clients from a number of industries. Because the
training offered is fundamentally management, people skills or supervisory skills, the
clients’ industry is not particularly relevant.
Quality Training has identified the following businesses/industries as the key focus in
terms of marketing:
● A logical segmentation breaks the market down into the following: Industrial,
Manufacturing, Retail and Service Providers.
● As the larger retailers – Coles, Woolworths etc. – have internal training
departments; our focus will be on the independents such as IGA supermarkets who
have the autonomy to select their own training providers.
● In the Industrial and Manufacturing industries, we will focus on the medium-sized
businesses, employing between 20 and 200 employees. Within Penrith there are a
number of industrial parks and targeting business in these areas will be a prime
focus.
● While there are a fair number of competitors in the local area, they seem to be
specialised and a variety of sizes, leaving ample opportunity for Quality Training to
create and expand a niche in the chosen market segment.
4.1 Market Trends

Worth noting is the trend for growth in the training market. With continuing low
unemployment and competition for staff growing amongst businesses, many employers
are seeing training and development and the offering of qualifications to their employees
as a way of keeping qualified staff. This trend is likely to continue as population growth is
decreasing, people are looking to retire earlier than in previous decades and the number
of people joining the workforce each year is declining.
Schools are emphasising the importance of gaining recognised qualifications to their
students. Many schools are now offering vocational subjects which will provide students
with a nationally recognised qualification on leaving (VET in schools). Employers are
finding that, to attract high quality applicants, they need to offer them opportunities to
continue with their education. Traineeships are an effective and inexpensive way to do
this.
Another trend which Quality Training intends to take advantage of is the requirement for
business to comply with state and federal legislation in the areas of workplace health and
safety (WHS), harassment, discrimination and unfair dismissal. Many small to medium
businesses do not have in-house human resources facilities and as such need to train
line management in understanding and complying with this legislation. Quality Training
will offer this training in addition to nationally recognised traineeships.

4.2 Marketing Strategy

Quality Training will utilise a number of strategies in its marketing plan.
1. Personal contacts – Quality Training will network with friends to identify potential
business opportunities. This will be done informally and through the mailing of
brochures and information, followed-up by phone calls. This method has already
proven successful, with a number of potential clients identified and interested in
utilising the services of Quality Training when the organisation has received
accreditation.
2. Cold calling – Quality Training will identify potential clients through the phone book
and by driving through the industrial estates and obtaining business names and
addresses. Quality Training will then call and forward information to these
businesses in the hope of arranging a personal meeting.
3. Internet – Quality Training will develop a website advertising its services to the
general public.
4. Yellow Pages – Quality Training will advertise in the yellow pages.
5. Networking – Quality Training will join the local Chamber of Commerce, where it can
promote its services amongst local businesses and develop strategic relationships.
4.3 Marketing Materials

Quality Training will have a brochure professionally produced, outlining our mission,
values and the training services provided by the organisation.
Business cards will also be produced and will be handed to friends and business
acquaintances and networks.
Quality Training will maintain a professional website which will be updated regularly.
5.0 Pricing Strategy

Quality Training has a competitive advantage over a number of its larger rivals. Owner
operated and with low overheads, Quality Training will be able to charge less for our
services while maintaining the same quality of training and making a profit.
Individual fee structures will be negotiated with each client and will be based on a
number of things including:
● requirement to conduct a needs analysis or develop materials
● length of course and number of participants
● ongoing contract vs. running a single course
● Government funding available
● ability to train at the clients site vs. the need to hire training facilities
● cost of printing training materials
● market rates.

6.0 Review of Business Plan

This business plan is formulated on assumptions, particularly with regard to financial
forecasting.
Consequently, it is the intention of Quality Training to review this business plan on an
annual basis.
The review will focus on:
● effectiveness of marketing strategy:
○ number of trainees registered

○ number of courses scheduled
○ number of client enquiries
○ feedback on marketing materials.
● financial management:
○ actual expenses compared to projected expenses

○ actual income compared to projected income
○ adjustments to budget required.
● strategy review:
○ are we targeting the correct market segment

○ are we capitalising on networking opportunities
○ are we under-resourced (including staff, equipment and materials) or over-
resourced
○ is the business financially viable
○ do we need to make any changes to our scope of registration to meet
customer needs
○ are we meeting our goals and mission (use client and student feedback on
training effectiveness to determine)
○ what adjustments need to be made to the business to ensure success?

Appendix 2 – Telephone Travel Change Management

Strategy
Change goals
To reduce manager employee ratios within the contact centre from 1:20 to 1:10 by 31
October 201X.
Change impacts
The following new management structure is recommended:
Contact Centre
Operations Manager
Contact Centre Contact Centre Contact Centre Contact Centre Contact Centre Contact Centre
Supervisor Supervisor Supervisor Supervisor Supervisor Supervisor
Business Travel Business Travel Domestic Travel Domestic Travel Holiday Packages Holiday Packages
Team A Team B Team A Team B Team A Team B
Telephone Rep. Telephone Rep. Telephone Rep. Telephone Rep. Telephone Rep. Telephone Rep.
x 10 x 10 x 10 x 10 x 10 x 10
(The grey shaded boxes represent the newly formed teams)
People
Who How When
Contact Centre Supervisor Reduction in number of 31 October 201X.

– Business Travel. direct reports from 20 to
Contact Centre Supervisor 10.
– Domestic Travel. Change from fully
Contact Centre Supervisor responsible for function to
– Holiday Packages. shared responsibility; two
supervisor’s per function.

Who How When
Telephone Representatives Reduced teams. 31 October 201X.

– Business Travel. Change in team members.
Telephone Representatives For 30 representatives, a
– Domestic Travel. new supervisor.
Telephone Representatives
– Holiday Packages
Processes
What How When
Decision-making processes. All processes will need to 31 October 201X.

Approval processes. be modified to cater for two
supervisors per function.
Customer complaint
processes.
Technology
What How When
Travel booking system. Additional supervisor 31 October 201X

Human resource access to travel booking
management system. system required.
Asset requirements. Additional supervisor
access to human resource
management system
require.
Three additional computers
with applicable software
licences.
Structure
What How When
Financial management Financial management 31 October 201X

structures structures will need to
Performance reports updated to include three
additional cost centres
Reports will need to be
updated to reflect new
organisation structure and
cost centres.

Project team
The following project structure identifies the roles required to manage and implement
the change.
Project Manager
People Stream Process Stream Technology Stream Structure Stream

Project Analyst
Leader Leader Leader Leader
Project Team Project Team Project Team Project Team

Member Member Member Member
Project team responsibilities

Role Responsibilities
Project Manager Responsible for developing and managing the overall
project plan deliverables.
People Stream Leader Responsible for developing and managing project plan
deliverables for all people changes such as
recruitment, communication and education plans.
Process Stream Leader Responsible for developing and managing project plan
deliverables for implementing all process changes.
Technology Stream Leader Responsible for developing and managing project plan
deliverables for implementing all technology changes
and requirements.
Structure Stream Leader Responsible for developing and managing project plan
deliverables for implementing all structure changes
and requirements.
Project Team Member x 4 Responsible for supporting each stream lead to
develop and implement the project plan for their
stream.
Project Analyst Responsible for compiling data and producing project
reporting.

Senior support
General Manager of Telephone Travel
People resources
Role Resource
Project Manager S. B.
People Stream Leader HR Manager
Process Stream Leader Contact Centre Supervisor Business Travel
Technology Stream Leader IT Manager
Structure Stream Leader Finance Manager
Project Team Member x 4 People stream – HR Consultant

Process stream – Contact Centre
Supervisor Domestic Travel
Technology stream – Service Desk
Supervisor
Structure stream– Finance Reporting
Representative
Project Analyst External Contractor

Budget
Telephone Travel Contact Centre Restructure Project
Stream Description Budget
Recruitment $18,000.00
Education $3,000.00
People Communication $5,000.00
People stream resources salaries (3 months) $37,500.00
People subtotal $63,500.00
Focus groups to draft new procedures $3,000.00
Instruction designer to rewrite procedures $10,000.00
Process Printing new procedure manuals $6,000.00
Process stream resources salaries (3 months) $35,000.00
Process subtotal $54,000.00
PC x 3 $9,000.00
Software licences x 3 $3,000.00
Upgrade system access $1,000.00
Technolgoy
Telephone x 3 $900.00
Technology subtotal $46,400.00
Update financial management system $1,000.00
Structure
3 x desk space (nil investment as use existing desk) $0.00
Structure subtotal $41,000.00
Project Analyst salary costs $12,500.00
Other Project Manager salary costs $22,500.00
Other subtotal $35,000.00
Total Budget $239,900.00
Physical assets and equipment

Resource Acquire from…
Project team computers current computers
Project team desk current desk location
Meeting rooms to conduct communication Telephone Travel existing meeting rooms

and education activities

Change Management Project Plan

The activities included in the people stream project plan meet the requirements of the
ADKAR change model as follows:
Awareness ● communication activities commence once structure has

been approved to implement
● communication of the change to occur across the entire
business
● communication plan to include one-on-one meetings for the
three existing Contact Centre Supervisors to ensure they
under the change
● communication plan to include team meetings with Contact
Centre Telephone Representatives teams to ensure they
● communication plan to include weekly communications with
Contact Centre employees to keep them informed and aware
throughout the entire change process
Desire ● supervisors to participate as part of the project team allowing

them to affect how the change is implemented and therefore
creating a desire to support the change
● input should be sought through innovative activities such as
brainstorming ideas for how to flow change down to team
members
● key messages to include the benefits of the change for:
○ employee
○ supervisors
○ organisation.
Knowledge ● education plan to include activities to ensure all Supervisors

and Telephone Representatives have the skills to operate in
the new model.
Ability ● recruitment activities to ensure new Supervisors are

recruited in time for 31 October implementation date
● reported lines finalised and communicated in time for 31
October implementation date

Reinforcement ● post-implementation review to be completed including

feedback from Supervisors and Telephone Representatives
● supervisors to conduct weekly team meetings post-
implementation to continue open communication with teams
● supervisors to conduct team building activity off-site – games
that require teams to work together to achieve goals or
compete against other teams: paintball, treasure hunt;
amazing race with activity stations – by 31 December
● Contact Centre Operations Manager to conduct weekly
Supervisors meetings to help form effective team
relationships amongst Supervisors
● team building activity to be completed with Supervisors by 30
November
● celebration lunch to be conducted on 1 November;
Supervisors to serve lunch.

People Stream Change Management Project Plan

Stream Activity Start Date End Date Who responsible
People Announce change as per communications plan 1 Aug 201X 1 Aug 201X Contact Centre Operations Manager
People Brief recruitment agency to recruit 3 Supervisors 2 Aug 201X 2 Aug 201X Human Resources Manager
People Conduct interviews 10 Aug 201X 15 Aug 201X Contact Centre Operations Manager
People Complete reference checks 18 Aug 201X 20 Aug 201X Human Resources Manager
People Make employment offer 24 Aug 201X 24 Aug 201X Contact Centre Operations Manager
People New hire start date 30 Sept 201X 30 Sept 201X Contact Centre Operations Manager
People Conduct orientation, induction and role specific training 30 Sept 201X 30 Oct 201X Contact Centre Operations Manager
People Supervisors commence in role 31 Oct 201X 31 Oct 201X Contact Centre Operations Manager
People Determine new reporting lines 2 Aug 201X 11 Aug 201X Human Resources Manager
People Announce new reporting lines as per communications plan 12 Aug 201X 12 Aug 201X Contact Centre Operations Manager
People Conduct education activities as per education plan 13 Aug 201X 29 Oct 201X Human Resources Manager
People Celebration lunch 1 Nov 201X 1 Nov 201X Human Resources Manager
People Supervisor team building activity 7 Nov 201X 7 Nov 201X Human Resources Manager
People Telephone Representative team building activities 8 Nov 201X 30 Nov 201X Human Resources Manager

Stakeholder management
Stakeholder Needs/Concerns Level of
engagement
Finance Manager Impacts to financial structures and High

reporting.
Cost implications including project costs
and business as usual.
HR Manager Impacts to people. High

Payroll implications.
Marketing Manager Minimal concerns or needs as no direct Low

impact to marketing team or function.
IT Manager Access to system requirements. Medium

Hardware and software requirements.
Contact Centre Concerns; how the change impacts High

Supervisors them.
Concerns; how the change impacts their
team.
Telephone Sales Concerns; how the change impacts High

Representatives them.
Finance, HR, Concerns; how the change impacts Low

Marketing and IT them.
employees
Concerns; how their colleagues are
impacted.

Communication plans
(Stakeholder) (Message) (Date and (Communicatio (Who is responsible
Time) n method) for delivering
message?)
Contact Centre Announce new 9am – Face-to-face Contact Centre

Supervisors structure. 10.00am meeting. Operations
Explain the purpose 1 Aug Manager
of the change. 201X
Discuss the impacts
of the change.
Next steps –
communicating
change to their
teams.
Telephone Announce new 11am – Face-to-face Contact Centre
Representatives structure. 11.30 am ‘All employee Operations
Explain the purpose 1 Aug briefing’. Manager
of the change. 201X
Provide an overview
of impacts.
Next steps
Telephone Discuss impacts of 11.30am Face-to-face Team Supervisor
Representatives new structure. – team meeting.
Next steps. 12.30pm
1 Aug
201X
Finance Team Announce new 11.30am Face-to-face Finance Manager
of the change. 201X
Explain that there
this team.
IT Team Announce new 11.30am Face-to-face IT Manager
of the change. 201X
Explain that there
this team.

HR Team Announce new 11.30am Face-to-face HR Manager

of the change. 201X
Explain that there
this team.
Marketing Team Announce new 11.30am Face-to-face Marketing Manager
of the change. 201X
Explain that there
this team.
Education requirements
(Employees) (Skills the training (Date and (Education (The person
will cover) Time) method) responsible for
organising the
training)
Contact Centre Leading through 15 Aug Class room HR Manager

Supervisors change 201X
(existing
employees)
Contact Centre New process 15 Sept Class room Process Stream

Supervisors 201X Leader
(existing
employees)
Contact Centre Orientation and 30 Sept–7 Blended Contact Centre

Supervisors induction Oct 201X learning Operations
(new employees) Manager
Class room,
online and on-
the-job
Contact Centre Role specific 8 Oct–30 On-the-job Contact Centre

Supervisors training Oct 201X Operations
(new employees) Manager
Telephone New process 16 Class room Process Stream

Representatives October Leader

Cost-benefit analysis
Option Cost Risk Benefit F/ MF / NF
Decrease Implementation Productivity Improved Feasible but

ratio from costs impacts during manager needs to be
1:20 to change employee carefully
$239,900
1:10. implementation. relationships. managed with a
change and
Recruitment of More time for
communication
supervisors by manager to
strategy.
implementation provide
date. coaching to
employees –
reduction in
errors.
Improved
employee
engagement.
Reduced
employee
turnover.
Keep Based on 53% of Continued No cost to the Not feasible if

manager Telephone increase in organisation want to achieve
employee Representatives employee (saving of organisation’s
ratios at leaving per year turnover. $239,000) strategic goal to
1:20. at a cost of 1.5 x reduce turnover
Affordability for No disruption
salary cost per to industry best
the organisation to operation
employee who practice levels
to continue to or service.
leaves; in next five
incur cost of
$2,385,000 years.
turnover.

Risk management
Lack of trust regarding High Medium - key messages to specifically

organisation address this change in direction
commitment to change
- employee focus groups
due fact that only 2
conducted by Managing Director
years ago the
to discuss this change in
organisation
direction and hear employee’s
implemented the current
concerns.
structure and as a result
of that made three
supervisors redundant.
Disgruntled supervisors High High - participation in project team to

due to decrease in team allow them to have input into
responsibility and new processes and how shared
sharing responsibility for responsibility will work
function.
- consultation on change
management project plan,
communications and education
plan
- Communications Plan to include
weekly meetings with
Supervisors.
Disgruntled Telephone High Medium - Change Management Plan

Representatives due to
- Communications Plan
change in reporting line
and team. - team building activities
- Supervisor to attend ‘Leading
through change’ workshop.
Reduced productivity High Medium - temporary Telephone

during change Representatives to be on site for
implementation. announcement day to ensure
service levels are not impacted
- communication of new reporting
lines to occur as a matter of
urgency
- weekly updates.

Measurement and reporting

Reporting element Measures Status
Change goal New structure is Amber

implemented by 31
October 201X delivering
reduced manager
employee ratios of 1:10.
Project management Delivery of project Overall status

activities as per project
Amber
plan for each stream.
- People Green
- Process Amber
- Technology Amber
- Structure Amber
Stakeholder Management Stakeholders engaged and Green

comfortable with current
position.
Communication Communication plan Green

activities on schedule.
Education Education plan activities on Green

schedule.
Cost benefits Project budget on track. Green
Cost benefits on track to Green

be realised.
Risk Management Risk management plan Amber

effectively managing risk.


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Student Workbook

BSBINN601 Lead and manage

Part of a suite of support materials for the

Structure of the training program

● ‘Managing change: Managing people’s fear’, About.com, viewed July 2015,

BSBINN601 Lead and manage organisational change 1st edition version: 1

● Harvard Business Review, 2006, Harvard business review on leading through

1st edition version: 1 BSBINN601 Lead and manage organisational change

Section 1 – Identify Change

Scenario: Telephone Travel

Contact Centre Finance HR Marketing

Telephone Rep. Accounts Rec. Rep Service Desk

BSBINN601 Lead and manage organisational change 1st edition version: 1

What skills will you need?

 identify major operational change requirements due to performance gaps, business

 review and prioritise change requirements/opportunities with relevant managers

 consult specialists and experts to assist in the identification of major change

1st edition version: 1 BSBINN601 Lead and manage organisational change

Identify requirements to implement strategic change

● increasing sales ● expanding product offerings

● increasing profit ● becoming an employer of choice.

● negative customer feedback ● a company merger or acquisition

● loss of market share ● increased product range

● low employee engagement ● rapid growth.

Whatever the situation, managers must be able to analyse an organisation’s strategic

Learning activity: Identify needs for strategic change

Answer the questions below by reviewing a strategic plan:

● View the example of a strategic plan in Appendix 1.

BSBINN601 Lead and manage organisational change 1st edition version: 1

Reading: Identify strategic change needs

1st edition version: 1 BSBINN601 Lead and manage organisational change

Review organisational current state

BSBINN601 Lead and manage organisational change 1st edition version: 1

● are employees contributing to the success of the organisation’s operation?

● are work flows efficient

● are there any bottlenecks or slow points

● are there any recurring processing issues?

● how old is the technology – is it outdated

● how often is the technology out of service, causing a disruption to business

● how many levels are there in the hierarchy

● does the current structure support fast decision-making

● does the structure promote team work?

1st edition version: 1 BSBINN601 Lead and manage organisational change

Example: Telephone Travel – Review existing policies and practices

● all supervisors to meet with their teams on a monthly basis

● performance review and evaluation conducted and individual development plans

BSBINN601 Lead and manage organisational change 1st edition version: 1

Learning activity: Review existing policies and practices

Answer the questions below:

Why must managers complete an analysis of an organisation’s current state to

1st edition version: 1 BSBINN601 Lead and manage organisational change

Monitor external trends

Knowing what is happening in the external environment is critical when identifying

Example: Telephone Travel – Monitor external trends

Turnover - Telephone Travel vs Industry Average

BSBINN601 Lead and manage organisational change 1st edition version: 1

Learning activity: Monitor external trends

● recruitment sites specifically for telephone sales positions.

1st edition version: 1 BSBINN601 Lead and manage organisational change