Identify Change Requirements and Opportunities: Submission Details

Assessment Task 1 BSBINN601 Lead and manage organisational change
Identify change requirements and

opportunities
Submission details
Student’s name Phatcharin Inthanin Student no. CRI0100ELN
Assessor’s name Vladilena Zmyslinskaya

Assessment site LIC
Assessment date/s 8/12/2020
The assessment task is due on the date your assessor has told you. Any changes to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for
details.
Performance objective
You will show the skills and knowledge required to identify change requirements for an
organisation.
Assessment description
Using the scenario information supplied, you will identify strategic change needs, review
existing policy, monitor trends (i.e watch for changes) in the external environment (outside of
your company) that impact/effect on an organisation’s objectives/aims, identify operational
change objectives/aims, prioritise (i.e change as per what is important) change requirements
and consult experts or specialists to assist in identification of change requirements and
opportunities. You will then write a report to management outlining the change requirements.
Procedure
1. Review the scenario information provided (in the Appendix of this task) for Fast Track
Couriers.
2. Prepare to write a report on change requirements for Fast Track by following steps 3–
10 below.
© 2015 Innovation and Business Industry Skills Council Ltd | Modified 1Nov19 1st edition version: 1.2
Page 1 of 23
3. Analyse the organisational objectives provided in the scenario to identify the following
change requirements for Fast Track Couriers.
a. Identify requirements for change.
b. Prepare an explanation of how your identified change needs to link to the
organisation’s strategic plan goal/s.
4. Review the organisation’s current state (.i.e the position of the company) to understand
how the current policies, practices and operations deliver against the organisation’s
strategic goals. (i.e how existing policies match up with the company’s aims)
Review the organisation’s performance against objectives with regards to its:
a. people
b. policies and processes
c. technology
d. structure.
5. Monitor external trends (i.e styles etc happening outside the company) to identify
events or trends which may impact on the achievement of the organisation’s strategic
plan goals (i.e how these outside styles or methods will affect the company’s goals and
aims)
a. Identify two external trends.
b. Develop an explanation (i.e explain how these changes will affect the company)
of how the trends currently impact or will impact organisational objectives.
6. Identify major operational change requirements.
a. Identify changes due to performance gaps (i.e abilities of staff and their skill set).
b. Identify changes due to business opportunities (changes that may impact
company)
c. Identify changes due to threats (any business risks).
d. Identify changes due to management decisions.
7. Identify specialists to be consulted to assist with identifying change needs.
a. Identify specialists you will engage/hire to help identify change requirements,
and be prepared to explain your reasons for engaging these specialists.
b. Identify what consulting model 1 you would adopt/use to engage the specialists,
and be prepared to explain why you would use this model.
8. Assume your assessor is a specialist/expert of the kind you have identified in step 7.
Consult with your assessor to assist with identification of change management
requirements and opportunities. Take minutes of this meeting (See Appendix 1 to this
Task).
Consulting model types: Advice, Full Service, Specific Service(s), Product-Based, Lead-Generation,
Rental Sites, Licensing, Seminars, Each model has it’s own pluses and minuses and may or may not be
suited to you
Page 2 of 23
9. Identify the managers that need to be informed. Prepare a plan that identifies who,
when and how stakeholder/interested people managers will be engaged to review and
prioritise change requirements.
10. Assume your assessor is a manager you have identified. Consult with your assessor to
review the changes you propose and to help you prioritise changes. Suggest and justify
the priority you have assigned to each change you recommend. Take minutes of this
meeting (See Appendix 2 to this Task).
11. Prepare a 3–4 page report detailing change requirements for the organisation. Include
all of the information you identified and the explanations that you prepared in steps 3–
10.
12. Submit all documents to your assessor as per the specifications below. Ensure you keep
a copy of all work submitted for your records.
Specifications
You must provide:
● one 3–4-page report detailing change requirements for the simulated/pretend
organisation.
● Meeting minutes for a meeting with a specialist/expert.
● Meeting minutes for a meeting with a manager.
Your assessor will be looking for:

● a 3–4-page report including all information identified in the procedure above
● how you use problem-solving skills to identify and analyse issues or barriers, and
develop responses
● how you develop and incorporate new ideas into your report on change requirements
● planning skills to organise engagement with manager stakeholders and implement

activities to achieve priorities and outcomes
● verbal communication skills to describe, support, and negotiate change requirements
and priorities with stakeholders.
Page 3 of 23
Appendix
Fast Track Couriers Pty Ltd
Task
It is the end of the 2015 financial year. You are an external change management consultant
employed by Fast Track Couriers. You have been asked by the General Manager to prepare a
report to identify opportunities and requirements for change for the organisation in the coming
year.
You have been given some information about the organisation and the organisation’s strategic
goals. Specific operational and human resources goals were developed to support the strategic
goals.
The strategic goals were developed as a result of external market research indicating an
opportunity for Fast Track Couriers to build market share in Sydney. The business has the
opportunity to increase Sydney market share by 7.5% on the back of increased efficiency and
shorter delivery times from larger truck fleet and improved distribution systems.
You have also been given some information about employees and some background
information regarding the organisation’s workforce relations.
Before submitting the final report, you will need to review your proposed changes with all
relevant manager stakeholders. The General Manager is very concerned about identifying
change requirements in close consultation with key management stakeholders within the
organisation in order to ensure the least resistance to implementation (make it easy to put into
place in the company).
About Fast Track Couriers

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

The organisation’s strategic goals are:
● to expand/grow business in the metropolitan area so that small to medium package
deliveries market share increases by 7.5%
● to develop an integrated/connected approach to distribution management, utilising
technology such as PDA 2 devices and GPS
● to develop and maintain a cohesive/organised and well-motivated workforce.
Strategic goals are supported by the following operational and human resources goals.
PDA – Personal Digital Assistants – hand held devices, smartphone, etc
Page 4 of 23
Operational plan goals

● Testing of the distribution management system is to cease and allow implementation
within the first quarter of the 2016 financial year. (i.e stop testing and putting system
into place in the company)
● The truck fleet will need to be expanded by 8 trucks within the 2016 financial year.
Human resources goals

● Incorporating (putting into place) a Human Resources function to facilitate /make easy
the changes in workforce management in the first quarter of the 2016 financial year.
● Introducing professional development (staff training) and training to achieve
organisational goals and promote understanding of organisation’s strategic goals in the
first quarter of the financial year.
● Eliminating/cutting out industrial relations problems in the financial year.
Concluding/finishing off negotiations with employees and union.
● Eliminating lifting injuries.
Employee profile
Fast Track Couriers employs the following people.
● General manager (GM) – Generally on the road; never in office.
● Chief financial officer (CFO) – Reports to GM and keeps office hours; 9–5, Mon–Fri.
● Accountant – Reports to CFO and keeps office hours; 9–5, Mon–Fri.
● Truck drivers (x20) – Report to office.
● Office team manager – Reports to GM and keeps office hours; 9–5, Mon–Fri.
● Office team members (x5) – Perform administrative, sales, customer relationship
management duties. Monitor truck drivers and handle enquiries. Report to office team
manager.
Head office employees

● Covered under individual contracts.
● Salary range is $32,000–$75,000 annum.
● Small team of mainly female employees, ranging in age.
● Lots of opportunity to participate in learning and development programs (staff training)
due to management support; however little desire to participate.
● High employee engagement scores. Employees cite team work and opportunities as
motivating factors affecting the business success.
Drivers
● Covered by an award (government system for wages/salaries).
● Salary $45,000 per annum.
● Heavily unionised ( labour support organisations)
● Employee demographics (i.e group of people): all male employees aged 25–65.
Page 5 of 23
● Little opportunity to participate in learning and development programs due to being on

the road; however, little to no interest in participating in development opportunities.
● Large number of workplace injuries (work related injuries) due to heavy lifting.
● Low employee engagement scores (employees don’t mix). Drivers cite/identify pay as
an issue.
● Currently experiencing low turnover.
● History of industrial disputes (work related problems) regarding pay and previous
change initiatives (changes in the company operations).
Background to workforce management and relations

The company communicates with employees via email for head office employees, and a
printed monthly newsletter for drivers. The company provides information regarding policies
and procedures through documented manuals that are held in each truck as an employee
manual. Office-based staff can access copies of these manuals at the office.
All trucks are fitted with a GPS system to assist drivers with navigating to each pick-up and
drop-off location. Trucks are also assigned a PDA that provides drivers with the details of
each pick-up and drop-off, and records when a job starts and finishes. The data from this
device is sent back to head office to monitor job progress but is not used to complete
productivity reporting. When this device was introduced, drivers were not happy, as they felt
the organisation was saying that it did not trust the drivers to manually record the time spent
on each job. Many of the drivers also resented having to learn how to use the device and
thought it was a waste of time.
Head office employees work very closely together and are a very cohesive and motivated
team. They are positive about the organisation’s direction and respond well to change.
Drivers have historically reacted negatively to change. Change implemented in the past has
met with resistance and was therefore difficult to implement. Drivers have in the past done
their best to block any changes from being implemented, even going to the lengths of
threatening strike action and having the union involved to assist with resolving the issue.
Fast Track Couriers currently allocates two drivers per truck to ensure that drivers are able to
load and unload heavy packages. The strategy going forward is to remove the need for having
two drivers per truck by installing an automatic lift gate on the back of each gate at a cost of
$10,000 per truck. This will mean that only one driver is needed per truck as no heavy lifting
will be required.
It is Fast Track Couriers’ intention to use these surplus drivers to drive the new trucks that
will be purchased to enable the company to extend its services to regional NSW.
Drivers are currently happy with the work environment, as they enjoy working as part of a
two-man team. The organisation typically leaves the drivers alone and lets them do their job
as this is what seems to make them happy. Management has tried in the past to have drivers
participate in organisational activities. These activities were not received positively and the
drivers complained and asked not to be involved. The drivers’ view is that their preferred
team is their two-man driver team and they only see the benefits of that specific working
arrangement. There is a high value placed on communication with trucking team members.
Page 6 of 23
BSBINN601 Lead and manage

organizational change
Page 7 of 23
Assessment 1:
Identify change requirements and
opportunities
Change requirements for Fast Track
Prepared by
Phatcharin Inthanin
Table of Contents
Introduction.........................................................................................................................3
Organisational objectives....................................................................................................3
Identify requirements for change...................................................................................................3
Identified change need link to the organisation’s strategic plan goal/s..........................................3
Page 8 of 23
Review the organisation’s performance against objectives.................................................3

People............................................................................................................................................3
Processes:......................................................................................................................................3
Technology:...................................................................................................................................3
Structure:.......................................................................................................................................3
Monitor external trends.......................................................................................................4
Two external trends.......................................................................................................................4
External trends which may impact on achievements of organisational strategic plan....................4
Identify major operational change requirements:................................................................5
a. identify changes due to performance gaps: On.....................................................................5
b. identify changes due to business opportunities:....................................................................5
c. identify changes due to threats:............................................................................................5
d. identify changes due to management decisions:...................................................................5
Identify specialists to be consulted to assist with identifying change needs:.......................5
Specialists......................................................................................................................................5
The consulting models...................................................................................................................5
Change Management Plan...................................................................................................6
Conclusion..........................................................................................................................7
References:.........................................................................................................................7
Appendix 1: Meeting minutes template..............................................................................8
Appendix 2: Meeting minutes template..............................................................................9
Page 9 of 23
Page 10 of 23
Introduction
Fast Track Couriers is a courier company that has been operating in New South Wales
for the last 15 years. Its primary business function is delivering medium to large size
packages across metropolitan Sydney. This report is to identifying change
requirements in close consultation with key management stakeholders within the
organisation in order to ensure the least resistance to implementation.
Page 11 of 23
Organisational objectives
a. Identify requirements for change

Change in Fast Track Couriers Pty. Ltd
Fast Track Couriers Pty.Ltd has the following goals for the Change Management
strategy:
 Goal A: Implement PDA/GPS usage (productivity function) on truck fleet in
the first quarter of the 2016 financial year.
 Goal B: Implement one person/truck policy using automatic lift gates in the
first quarter of the 2016 financial year.
b. Identified change need link to the organisation’s strategic plan

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

 Most efficient use of resources to cover market needs.
 Reduced need to hire external truckers and use present employees as much as
possible.
 Reduced possibility of lifting injury
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Review the organisation’s performance against objectives
People
 General Manager (GM) – Generally on the road; never in office.
 Chief financial officer (CFO) – Reports to GM and keeps office hours; 9–5,
Mon–Fri.
 Accountant – Reports to CFO and keeps office hours; 9–5, Mon–Fri.
 Truck drivers (x20) – Report to office.
 Office team manager – Reports to GM and keeps office hours;9–5, Mon–Fri.
 Office team members (x5) – Perform administrative, sales, customer
relationship management duties. Monitor truck drivers and handle enquiries.
Report to office team manager.
Processes: Consult with relevant groups or individuals

 General Manager (to develop revised communication strategy and discuss
creative approaches related to achieving strategic goals; to seek approval for
final changes).
 Union representative (to gain indirect input to change process from truckers).
Overcome resistance and gain buy-in for project/revised communication.
 Truckers (to gain direct input to change process through survey; demonstrate
openness to additional input in information session; demonstrate and
communicate that past input has been incorporated into process in information
session)
Technology: To develop an integrated approach to distribution management

utilising technology such as PDA devices and GPS.
Structure: Fast Track Couriers has implemented and recruited the people required to
fill the roles in the following organisational structure:
Page 13 of 23
General
Manager/CFO
Human resorce
manager
Trucking
Sales manager Office manager
manager
Trucking team
Sales team (3) Accountant
(20)
Administrative
Page 14 of 23
Monitor external trends
a. Two external trends

- Competitors – Many courier companies are adopting GPS and PDA
systems. If Fast Track couriers do not fully adopt and make the best of
these technology, they could lose the market share to other competitors
who are faster and more accurate in delivery.
- NSW Road & Maritime toll road policy – the changes of charges by
toll road charge could affect of the cost of delivery for the company.
b. External trends which may impact on achievements of

organisational strategic plan
- Use of GPS and PDAs in industry to track distribution. Courier
companies already using technology. Risk of increased costs/ inability
to compete or perform and raise market share.
- Average driver salaries in NSW generally higher than at Fast Track.
Risk of poor performance and blocking of necessary changes.
Page 15 of 23
Identify major operational change requirements:
a. identify changes due to performance gaps: On-going training and

communication, new policies and procedures need to be written to support
implementation of one driver policy and PDA/GPS integrated distribution
goals.
b. identify changes due to business opportunities: Implementation of one
driver policy to enable expansion of fleet. Implementation of PDAs and GPS
needs to occur to avoid falling behind competitors.
c. identify changes due to threats: Competitors may reap cost savings and
could cut prices. Competitors may boost performance by increasing
distribution efficiency and cut delivery times to customers.
d. identify changes due to management decisions: Implementation of one
driver policy and related procedures to reduce injuries.
Page 16 of 23
Identify specialists to be consulted to assist with identifying change

needs:
a. Specialists
Specialist to be consulted to assist in identifying change needs:
The specialists and the reasons engaging these specialists

Human resources specialist to:
• Advise on wages and salaries
• Industrial relations advice.
Marketing experts to:

• Identify target markets / clients
• Advise on strategy.
Financial experts to:

• Obtain or source funding for change related expense
• Review of proposed budgets and profit forecasts
b. The consulting models

The internal consultation will be used. It helps bring a specialised management
consulting expertise to improve the performance of the company/organization.
They work within the corporate structure to resolve business issues and
implement solutions in organizational effectiveness/development, strategic
planning or process improvement.
Page 17 of 23
Change Management Plan
Stakeholders Methods used Timeframe Objectives Priority
General Oversees End of approves major business decisions High

manager/CFO company. financial such as strategic goals, change
year 2016 management initiatives,
reports to board of directors.
prepares financial reports.
HR manager Oversees and End of collect feedback, assessment results, High

implements financial and all other data regarding change
change year 2016 management; provides report to the
management General Manager on implementation
programs. of major changes; oversees
recruitment.
Sales manager Coordinates sales Within 3 Provides sales team training; High
team months manages performance of sales team
Trucking Coordinates Within this Manages performance of trucking High

/operations activities of month team; compiles productivity reports;
manager trucking team manages operations, authorises
purchasing of operational equipment
etc.
Office manager Coordinates Every Authorises payroll. High

activities of month
accountant and
administrative
support.
Page 18 of 23
Conclusion
In brief, Fast Track Courier Pyt Ltd. has undergone many organizational changes but
has also faced resistance on the part of the employees. When changing the technology
of the company and including GPS systems and PDA devices to improve the working
of the drivers and help them navigate easily through the route, the drivers felt hesitant
as they thought that the company didn’t trust them. Also removing their companion
drivers and using automatic lift gate forced them to go on strike as they were happy
working with companions. Expanding their fleet of trucks by 8 they are trying to
capture the Sydney market and offer their customers shorter delivery times.
Page 19 of 23
References:
Pulselearning. 2019. 6 Steps to Effective Organizational Change Management.

[ONLINE] Available at: https://www.pulselearning.com/blog/6-steps-effective-
organizational-change-management/. [Accessed 19 November 2019].
Clearreview. 2019. 6 Tips for Managing Organisational Change. [ONLINE] Available

at: https://www.clearreview.com/6-tips-managing-organisational-change/. [Accessed
19 November 2019].
Industryweek. 2019. 8 Steps to Proper Operational Process Change. [ONLINE]

Available at: https://www.industryweek.com/quality/8-steps-proper-operational-
process-change. [Accessed 19 November 2019].
Prosci. 2019. Change Management Process. [ONLINE] Available

at: https://www.prosci.com/resources/articles/change-management-process. [Accessed
19 November 2019].
Page 20 of 23
Appendix 1: Meeting minutes template

Meeting with a specialist/expert
Date: 25 Nov 2020 Time: 10 am.
Venue: Meeting room 1
Attended by: Specialist/Expert (Trainer) _______________________________________

Change management consultant (Student) Phatcharin
Inthanin__________________
Apologies: None
To:
Cc: General manager/CFO, HR manager, Sales manager, Trucking /operations manager,
Office manager
Agenda: Identification of change management requirements and opportunities.

Discussed:
- Approves major business decisions such as strategic goals, change management

initiatives; reports to board of directors;
- Prepares financial reports.
- Collect feedback, assessment results, and all other data regarding change
management; provides report to the General Manager on implementation of major
changes; oversees recruitment.
- Provides sales team training; manages performance of sales team
- Manages performance of trucking team; compiles productivity reports; manages
operations, authorises purchasing of operational equipment etc.
- Authorises payroll.
Signatures:
Specialist/Expert (Trainer) Change management consultant
Vladilena Zmyslinskaya. ____ Phatcharin

Inthanin__________________
Specialist/Expert Change management consultant
Page 21 of 23
Appendix 2: Meeting minutes template

Meeting with a manager
Date: 25 Nov 2020 Time: 10 am.
Venue: Meeting room 2
Attended by: General Manager (Trainer) _______________________________________

Change management consultant (Student) Phatcharin Inthanin
_______________
Apologies: None
To:
Cc: CFO, HR manager, Sales manager, Trucking /operations manager, Office manager
Agenda:
1. Review the changes proposed.
2. Prioritise changes.
Discussed:
1. I have discussed with the manager regarding the changes proposed.

2. I have discussed with the manager regarding the prioritise changes as below topics:
a. changes due to performance gaps: On-going training and communication, new
policies and procedures need to be written to support implementation of one driver
policy and PDA/GPS integrated distribution goals.
b. due to business opportunities: Implementation of one driver policy to enable
expansion of fleet. Implementation of PDAs and GPS needs to occur to avoid falling
behind competitors.
c. changes due to threats: Competitors may reap cost savings and could cut prices.
Competitors may boost performance by increasing distribution efficiency and cut
delivery times to customers.
d. changes due to management decisions: Implementation of one driver policy and
related procedures to reduce injuries.
Signatures:
General Manager Change management consultant
Vladilena Zmyslinskaya. ___ Phatcharin Inthanin________________

General Manager Change management consultant
Page 22 of 23
Page 23 of 23

Identify Change Requirements and Opportunities: Submission Details

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Assessment Task 1 BSBINN601 Lead and manage organisational change

Identify change requirements and

Student’s name Phatcharin Inthanin Student no. CRI0100ELN

Assessor’s name Vladilena Zmyslinskaya

Assessment date/s 8/12/2020

● Meeting minutes for a meeting with a manager.

Your assessor will be looking for:

● planning skills to organise engagement with manager stakeholders and implement

About Fast Track Couriers

Strategic plan goals

PDA – Personal Digital Assistants – hand held devices, smartphone, etc

Operational plan goals

Human resources goals

Head office employees

● Little opportunity to participate in learning and development programs due to being on

Background to workforce management and relations

BSBINN601 Lead and manage

Change requirements for Fast Track

Review the organisation’s performance against objectives.................................................3

a. Identify requirements for change

b. Identified change need link to the organisation’s strategic plan

Goal B is essential to the business to ensure:

Review the organisation’s performance against objectives

Processes: Consult with relevant groups or individuals

Technology: To develop an integrated approach to distribution management

Monitor external trends

a. Two external trends

b. External trends which may impact on achievements of

Identify major operational change requirements:

a. identify changes due to performance gaps: On-going training and

Identify specialists to be consulted to assist with identifying change

The specialists and the reasons engaging these specialists

Marketing experts to:

Financial experts to:

b. The consulting models

Change Management Plan

Stakeholders Methods used Timeframe Objectives Priority

General Oversees End of approves major business decisions High

HR manager Oversees and End of collect feedback, assessment results, High

Trucking Coordinates Within this Manages performance of trucking High

Office manager Coordinates Every Authorises payroll. High

Pulselearning. 2019. 6 Steps to Effective Organizational Change Management.

Clearreview. 2019. 6 Tips for Managing Organisational Change. [ONLINE] Available

Industryweek. 2019. 8 Steps to Proper Operational Process Change. [ONLINE]

Prosci. 2019. Change Management Process. [ONLINE] Available

Appendix 1: Meeting minutes template

Venue: Meeting room 1

Attended by: Specialist/Expert (Trainer) _______________________________________

Agenda: Identification of change management requirements and opportunities.

- Approves major business decisions such as strategic goals, change management

Specialist/Expert (Trainer) Change management consultant

Vladilena Zmyslinskaya. ____ Phatcharin

Appendix 2: Meeting minutes template

Venue: Meeting room 2

Attended by: General Manager (Trainer) _______________________________________

1. I have discussed with the manager regarding the changes proposed.

General Manager Change management consultant

Vladilena Zmyslinskaya. ___ Phatcharin Inthanin________________

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