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Assessment Booklet Bsbinn601 (Kanwar Singh)
Assessment Booklet Bsbinn601 (Kanwar Singh)
This unit describes skills and knowledge required to determine strategic change requirements and
opportunities; and to develop, implement and evaluate change management strategies.
1. Identify change 1.1 Identify strategic change needs through an analysis of organisational
requirements objectives
and
opportunities 1.2 Review existing policies and practices against strategic objectives to
identify where changes are required
1.3 Monitor the external environment to identify events or trends that impact on
the achievement of organisational objectives
2. Develop change 2.1 Undertake cost-benefit analysis for high priority change requirements and
management opportunities
strategy
2.2 Undertake risk analysis and apply problem solving and innovation skills to
identify barriers to change and agree and record mitigation strategies
2.5 Assign resources to the project and agree reporting protocols with relevant
managers
3.3 Consult with relevant groups and individuals for input into the change
process
3.5 Action interventions and activities set out in project plan according to project
timetable
3.7 Conduct regular evaluation and review and modify project plan where
appropriate to achieve change program objectives
Performance Evidence
• analyse and interpret information about the organisation’s internal and external environment and
consult with stakeholders to identify requirements and opportunities for changes that support
organisational objectives
• develop a change management project plan for the priority changes incorporating resource
requirements, risk management and timelines
• obtain approvals and agree reporting protocols with relevant managers and implement the plan
including addressing barriers to change
• review and evaluate the change management project plan and modify as needed to achieve
objectives.
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:
• explain the change management process or cycle and strategies for communicating and
embedding change
• explain how organisational behaviour and the external environment can impact on change
strategies
• list potential barriers to change and explain possible strategies to address barriers.
Foundation Skills
Reading • Interprets detailed information that may deal with complex ideas related to
issues both within and outside the workplace context
Writing • Uses clear and precise language to develop information about objectives,
requirements, activities and recommendations
• Develops complex plans and strategies in appropriate format for the
audience and purpose
Oral Communication • Discusses and seeks information using appropriate structure and
language for the particular audience
• Uses questioning and active listening to clarify or confirm understanding
Numeracy • Interprets, analyses and presents numeric/financial information in complex
documents
Navigate the world of • Takes a lead role in the development of organisational strategic goals and
work associated roles and responsibilities
Interact with others • Uses a variety of communication tools and strategies to build and maintain
effective working relationships
• Uses inclusive and collaborative techniques to seek feedback, negotiate
and consult with a range of stakeholders
Get the work done • Plans, organises and implements activities required to achieve strategic
priorities and outcomes, including consulting with others and sequencing
events to minimise uncertainty for staff
• Uses problem-solving skills to identify and analyse issues or barriers, and
develop responses
• Develops new and innovative ideas through exploration and lateral
thinking
ASSESSMENT INFORMATION:
To be deemed competent for this unit of competency, you are required to satisfactorily complete three
(3) assessment tasks:
Assessment Instructions
Your assessment will be required to be typed in Arial font size 12 only. You will provide your completed
assessment for all of questions in one document and MUST be uploaded into MOODLE (No other
method of submission will be accepted).
You are required to professionally format your document including spell-check and indicating each Task
answer [e.g. Task 1 (a.) then the answer, Task 1 (b.) then the answer etc.] according to this Assignment
requirement. You may lose marks if you have not spell-checked your document (as this is a professional
formatting requirement, a business skill).
This assessment can be completed in one of several ways. Assessment candidates may identify unit
requirement within their own work environment or organisation, or with reference to a scenario provided
by the trainer/assessor.
Be sure to properly reference your sources of information using the Harvard referencing system. For
more information go to:-
If, as a student you feel you have special needs that require your Trainer/Assessor to apply a reasonable
adjustment – please discuss this with your Trainer/Assessor at the beginning of the subject studies.
c. 1.5 Spacing
d. All pages must have a Header/Footer with the following details:
o Name
o Student ID
o Date
o Page numbering
e. Title page
f. Index page
g. Body of work
h. Referencing
1. Log-in to Moodle and access the subject that you will be submitting the assignment in.
2. Locate the assessment you will be uploading into by scrolling down to the week that the
assessment is due in and then click on the assessment submission link.
3. Click on the name of the assignment.
4. Click the Browse button.
5. Select the file and click Open.
6. Click the Upload this file button.
7. If you have more than one file, repeat the process (steps 4-6) to attach additional files up to
the assignment's limit.
8. Once happy with your submission click the Send for marking button. The files are locked
and the student can no longer delete, or upload more, files.
Note: The date and time of the submission is recorded when the files are sent for marking, not when
they are first uploaded.
ASSESSMENT TASK 1: PRESENTATION OF SWOT AND PESTLE
ANALYSIS
Performance objective
You will demonstrate the skills and knowledge required to research and development in change
requirements for an organisation.
Assessment description
Using the information available on company website and articles. Prepare a class presentation on any
company with the company background and do SWOT and PESTLE analysis for that company. Use
latest data available i.e. 2019. Please explain the reasons listed in your analysis.
Performance objective
You will demonstrate 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 in the external environment that impact on an organisation’s objectives, identify
operational change objectives, prioritise 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 Clipper Parcels.
2. Prepare to write a report on change requirements for Clipper Parcels by following steps 3–10
below.
3. Analyse the organisational objectives provided in the scenario to identify the following change
requirements for Clipper Parcels.
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 to understand how the current policies, practices and
operations deliver against the organisation’s strategic goals.
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 to identify events or trends which may impact on the achievement of the
organisation’s strategic plan goals.
a. Identify two external trends.
b. Develop an explanation of how the trends currently impact or will impact organisational
objectives.
6. Identify major operational change requirements.
a. Identify changes due to performance gaps.
b. Identify changes due to business opportunities.
c. Identify changes due to threats.
d. Identify changes due to management decisions.
7. Identify specialists to be consulted to assist with identifying change needs.
a. Identify specialists you will engage to help identify change requirements, and be
prepared to explain your reasons for engaging these specialists.
b. Identify what consulting model you would adopt 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.
9. Identify the managers that need to be informed. Prepare a plan that identifies who, when and
how stakeholder 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.
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
Task
It is the end of the 2018 financial year. You are an external change management consultant employed
by Clipper Parcels. 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 Clipper Parcels 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.
Strategic goals are supported by the following operational and human resources goals.
Employee profile
Clipper Parcels 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.
Drivers
● Covered by an award.
● Salary $45,000 per annum.
● Heavily unionised.
● Employee demographics: all male employees aged 25–65.
● Little opportunity to participate in learning and development programs due to being on the road;
however, little to no interest in participating in development opportunities.
● Large number of workplace injuries due to heavy lifting.
● Low employee engagement scores. Drivers cite pay as an issue.
● Currently experiencing low turnover.
● History of industrial disputes regarding pay and previous change initiatives.
Background to workforce management and relations
The company communicates with employees via email for head office employees, and a printed
monthly newsletter for drivers. The company provides information regarding policies 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.
Clipper Parcels 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 Clipper Parcels 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.
ASSESSMENT TASK 2: DEVELOP CHANGE MANAGEMENT
STRATEGY
Performance objective
You will demonstrate the skills and knowledge required to develop a change management strategy.
Assessment description
Using the scenario information supplied, you will undertake a cost–benefit analysis for high-priority
change requirements, undertake a risk analysis, identify barriers, and develop mitigation strategies.
You will develop a change management project plan, assign resources and develop a reporting
process. You will then present your analysis and project plan to management for approval.
Procedure
Specifications
It is the end of the 2018 financial year. You are an external change management consultant employed
by Clipper Parcels. You have been asked by the General Manager to develop a change management
strategy and present the strategy to management for approval.
Management has identified the following high-priority change requirements.
● Goal A: Implement PDA/GPS usage (productivity function) on truck fleet in the first quarter of
the 2016 financial year.
● Goal B: Implement one person per truck policy using automatic lift gates in the first quarter of
the financial year.
Achievement of these goals should increase net profit in the next financial year by $200,000 due to
increased efficiencies and increased business.
Goal A is essential to the business to ensure (in priority order):
1. most efficient use of resources to cover market needs. Management will look at more than the
raw hours spent on job, and consider all factors such as job difficulty, traffic conditions, etc., in
order to optimise fleet usage
2. job performance measurement for training needs
3. recognition of outstanding performance (bonuses for exceeding targets;
advancement/leadership opportunities).
The change management strategy, once approved by the General Manager, should be implemented
immediately.
People/structure
Clipper Parcels has implemented and recruited the people required to fill the roles in the following
organisational structure:
General
manager/CFO
Human Resources
manager
Administrative
support/reception
Resourcing/budget
The budget for implementing the change strategy (excluding cost of new trucks, technology and lift
gates, lost productivity from truckers) is $25,000. Overruns must be approved by General Manager.
You will be employed for two weeks full-time (40 hrs/week) and 8 hours a week until end of the first
quarter.
Resources:
The following resources are available for your use:
Education/training
● Goal A: Implement PDA/GPS usage (productivity function) on truck fleet in the first quarter of
the 2016 financial year. Requires a half-day training session.
● Goal B: Implement one person per truck policy using automatic lift gates in the first quarter of
the financial year. Requires a half-day training session.
Project management reporting
The General Manager would like you to report to her on a daily basis in the initial week of the project,
and then weekly until the end of the first quarter. The HR manager should receive a copy of this
report.
Template
Clipper Parcels policy mandates the use of the following project management template.
● Green: completed
● Amber: in progress
● Red: not completed.
Change goal
• People
• Process
• Technology
• Structure
Strategic goals are supported by the following operational and human resources goals.
Drivers
● Covered by an award.
● Salary $45,000 per annum.
● Heavily unionised.
● Employee demographics are all male employees aged 25–65.
● Little opportunity to participate in learning and development programs due to being on the road;
however, little to no interest in participating in development opportunities.
● Large number of workplace injuries due to heavy lifting.
● Low employee engagement scores. Drivers cite pay as an issue.
● Currently experiencing low turnover.
● History of industrial disputes regarding pay and previous change initiatives.
Performance objective
You will demonstrate the skills and knowledge required to implement change management strategy.
Assessment description
Using the scenario information supplied, you will conduct an implementation review. You will then
consult with a union representative and General Manager to receive input and develop a revised
communication plan. You will action the revised plan by delivering a 15–20 minute information
session to employees. Finally, you will consider making final revisions to the communications plan
and overall project plan and seek approval from the General Manager.
Procedure
Specifications
It is the end of the 2018 financial year and one month into the implementation of a change
management strategy. You are hearing that the implementation has not achieved the employee’s
trust, understanding and support that you expected, which is essential for success, particularly among
truck drivers.
You are an external change management consultant employed by Clipper Parcels to revise the
communications strategy. You have been asked by the General Manager to develop and deliver an
innovative and more effective communications plan.
Following the communications plan (provided in Appendix 4), you will need to evaluate the
management of truck drivers through the change management process. Develop a survey to gauge
trucker opinion on the following ten dimensions of employee satisfaction.
Dimension Description
Once you have completed the survey, meet with the union representative (assessor) to discuss
results and get additional input.
Draft a revised communications plan to conform to the identified risks in the risk management
analysis.
After you have gathered input, meet with the General Manager (assessor) to discuss your suggested
revision of the communications plan.
You will then need to implement the revised plan. Part of the revised communications plan will include
a 15–20 minute information session that you will deliver to the employees.
Goals
FTC has the following goals for the Change Management strategy:
● Goal A: Implement PDA/GPS usage (productivity function) on truck fleet in the first quarter of
the 2019 financial year.
● Goal B: Implement one person per truck policy using automatic lift gates in the first quarter of
the financial year.
Achievement of these goals should increase net profit in the next financial year by $200,000 due to
increased efficiencies and increased business.
Goal A is essential to the business to ensure (in the following order of importance):
1. most efficient use of resources to cover market needs. Management will look at more than the
raw hours spent on job and consider all factors such as job difficulty, traffic conditions, etc., in
order to optimise fleet usage
2. job performance measurement for training needs
3. recognition of outstanding performance (bonuses for exceeding targets;
advancement/leadership opportunities).
People GREEN
Process GREEN
Technology GREEN
Structure. GREEN
Stakeholder management Stakeholders engaged and RED
comfortable with current
position.
Communication Communication plan GREEN
activities on schedule.
Education Education plan activities on RED
schedule.
Cost benefits Project budget on track. RED
Cost benefits on track to be RED
realised.
Risk management Risk management plan RED
effectively managing risk.
Appendix 3: Risk management analysis
Strategic goals are supported by the following operational and human resources goals.
People/structure
Clipper Parcels has implemented and recruited the people required to fill the roles in the following
organisational structure.
General
manager/CFO
Human Resources
manager
Administrative
support/reception
KANWAR SINGH
Student Name:
212092001
Student Number:
Assessment Task 1:
Satisfactory
Did the candidate:
Yes No
Presented well?
Assessment Task 2:
Satisfactory
Did the candidate:
Yes No
Identify (in report) the strategic change needs for Clipper Parcels and
detail how the identified change needs links to the organisation’s strategic
plan goal?
Identify (in report) two trends and explain how the trends currently or will
impact organisational objectives?
Assessment Task 3:
Satisfactory
Did the candidate:
Yes No
Identify change goals and specify?
Include resources?
Ask approval for change management strategy?
Assessment Task 4:
Satisfactory
Did the candidate:
Yes No
Action survey in accordance with communication plan?
Assessor Feedback: