BSBLDR601 - Lead and manage organisational change

Task 2 Written Report

IH Sydney Training Services Pty Ltd

RTO Code: 91109 CRICOS Code: 02623G
Task summary
Part A requires you, in the role of Operations Manager, to prepare a briefing report to assist in guiding
change at Samson Media. You will be required to:
 Develop a Change Management Plan
 Develop a Communication and Education Plan
 Write a brief for the human resources department to guide human resources personnel
regarding organising change management team building training
 Develop a staff communication to promote the benefits of the upcoming training, to assist in
to overcoming resistance to change.

Part B requires you to review information about changes implemented, and to evaluate the change
management process.

Required access to
 Textbooks/other learning materials
 Computer with Microsoft Office and internet
 Canvas for the following Additional resources
i. Recruitment, Selection and Induction Policy and Procedures
ii. Termination Policy and Procedures
iii. Staff Survey Results

Timing
 The due date for this assessment is published in Canvas.

Submit
 This completed workbook.

Assessment criteria
For your performance to be deemed satisfactory in this assessment task, you must satisfactorily
address all the assessment criteria. If part of this task is not satisfactorily completed, you will be asked
to complete further assessment to demonstrate competence.

Re-submission opportunities
You will be provided feedback on your performance by the Assessor. The feedback will indicate if you
have satisfactorily addressed the requirements of each part of this task.

If any parts of the task are not satisfactorily completed, the assessor will explain why, and provide you
written feedback along with guidance on what you must undertake to demonstrate satisfactory
performance. You have 3 submission attempts.

You have the right to appeal the outcome of assessment decisions if you feel that you have been dealt
with unfairly or have other appropriate grounds for an appeal.

You are encouraged to consult with the trainer prior to attempting this task if you do not understand
any part of this task or if you have any learning issues or needs that may hinder you when attempting
any part of the assessment.

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 Assessment Cover Sheet

Candidate name:

Candidate ID

Trainer’s Name:

Date Submitted:

Candidate I declare that:

declaration:  I have read and understood all the information provided in relation to
the assessment requirements to complete this unit, the instructions
and the purpose and processes of undertaking this assessment task
 This assessment is my own work and where other’s works or ideas have
been used, I have appropriately referenced or acknowledged them
 I understand that plagiarism is a serious offence that may lead to
disciplinary action.

Candidate signature:

Task 2 – Written Report

Carefully read the following:

Samson Media is a publisher of several upmarket fashion magazines. It has strong links with several
high-profile fashion houses whose products are featured in the magazines and provide a significant
source of advertising revenue. Readers of the magazines are predominantly 35 – 54-year-old women.

Readership has fallen over the last two years. This is due in the most part to due to competition from a
range of other fashion magazines and consumers switching to digital media. Due to the decline in
readership, profits have also fallen by 20% and there has also been a decrease in the share price.

Therefore, the new CEO, Amir Johnson, has been appointed. Amir was the former Marketing Director
for a well-known successful media business that included a national newspaper, magazines, and a
subscription television channel. Those publications are focused mainly on sport and celebrity gossip. It

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can undercut its competitors with low prices, enabled by a ruthless approach to achieving high levels
of efficiency.

Amir and his team of Managers have developed a Strategic Plan that includes the following objectives.
 Increase return on capital to 8% within 2 years.
 Enact a transformational change of the company that will convert all magazines to a digital
format.
 Close the printing and distribution site.
 Achieve cost efficiencies through relocating the head office to a smaller office.
 Restructure head office staff through moving to a smaller core of permanent staff and more
contract staff.

It is intended that the new digital magazines will have the following features:
 Focus on health and beauty, fashion, and celebrity gossip.
 Some free content but full access available only on a subscription basis.
 Additional features available to subscribers such as video clips, podcasts, and discussion

Current staff information is as follows. All staff are full-time permanent staff and their total salary costs
per annum to Samson Media are also included below.
 General Manager: $200,000
 Finance Manager: $150,000
 Marketing Manager: $150,000
 Customer service manager: $100,000
 Customer service assistant: $240,000 (total salary costs for each journalist is $80,000) (2) -
$100,000 (total salary costs for each assistance is $50,000)
 Online Marketing Coordinator: $120,000
 Human Resources Manager: $110,000
 Editor: $85,000
 Art Editor: $80,000
 Journalists (3): $270,000 (total salary costs for each journalist is $90,000)
 Graphic designers (2): $240,000 (total salary costs for each journalist is $80,000)
 Editing Assistant (2): $120,000 (total salary costs for each assistance is $60,000)
 Photographer (2): $150,000 (total salary costs for each assistance is $75,000)
 Senior Designer (2): $260,000 (total salary costs for each journalist is $120,000)
 Senior Production Controller: $95,000
 Printing and distribution (20 staff): Total $1,000, 000

The cost of running the printing and distribution site, plus staff costs is currently approximately
$1,500,000 per annum. It has been identified that, given the change to the new medium of publication,
it will be an immediate priority to shut down the site and make all the staff redundant.

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The current office rent is $500,000 per annum.

Employment contracts are in place for all staff members employed in Head Office. Printing and
distribution workers are employed under an award. The CEO has indicated that he is interested in
moving towards an enterprise agreement arrangement for all remaining staff and would like to have
this reviewed as part of the change management process.

Current human resources policies and procedure include a recruitment, selection and induction policy
and procedure and a termination policy and procedure. There is an ad-hoc performance review
process in place which occurs as issues arise. There are no formal processes for training needs analysis
or professional development.

As the General Manager, you have been asked to lead the development and implementation of the
change management plan, with the first step being to consult with an organisational change expert to
discuss issues and strategies for change management for the company.

It is anticipated that, while there will be some cost savings in making the change, there will also be
costs involved including:
 Redundancies: anticipated cost is $300,000
 Upskilling staff: $100,000
 Consulting with experts: $100,000
 Communication throughout change with key stakeholders: $100,000

Complete the following activities:

Part A – Develop and implement change management strategy

1. Research best practice change management strategies

Thoroughly review the case study information provided above. Analyse the company’s
organisational objectives and consider the strategic changes that will need to occur based
on strategic objectives.

Review Samson Media’s current human resources policy and procedures, their strategic
objectives, and the need for change. In the light of the changes required to the organisation,
consider changes that may need to be made to the human resources policies and
procedures. Make notes for use in your briefing report.

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 Using the Internet, research change management, issues, and practices, including barriers
that can impact on change, and best practice change management strategies. Make notes
for inclusion in your briefing report and to assist you in identifying best practice change
management strategies for Samson Media.

You will also need to identify the sources of the information you access for your briefing
report to show that you have identified expert guidance on change management. So, make
notes on all the sources of information you identify and use. You should identify at least
three sources of information that could be expert sources.

Monitor Samson Media’s external environment by researching and analysing trends in

magazine publishing and online magazine readership, and their impact on Samson Media’s
organisational objectives as set out in the scenario information. This should also include a
PESTLE analysis, reviewing political, economic, social, technology, legal and environmental
factors. Make notes on the sources of information and your general findings for inclusion in
your briefing report.

Consider major operational change requirements and recommended order of priority based
on your review of the scenario information and human resources policy and procedures.
Make notes for use in your report.

2. Develop change management briefing report

The purpose of the change management report is to identify change requirements and
opportunities and to inform the development of the change management plan.
The report will also include a section on risk management to ensure that the company is
ready for all contingencies. (Use the Briefing Report Appendix A to guide your work).

Your briefing report must address:

 An overview of the current situation facing Samson Industries including:
o Analysis of the company’s organisational objectives and identification of
strategic changes needs.
o A review of the current human resources policies and procedures and
practices at Samson Media against strategic objectives and report on required
changes.
 An analysis of the external environment relevant to Samson Media and its
objectives, including events/trends that impact on strategic objectives, including
trends in magazine publishing, as well as trends in on-line magazine readership.
Your analysis should reflect a PESTLE analysis approach, reviewing political,
economic, social, technology, legal and environmental factors.

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  An outline of the major operational change requirements for Samson Media based
on your analysis and review, as well as recommended priorities for change.
 Sources of information you identified about best practice change management
strategies, as well as an overview of best practice change management strategies.
Summarise each source of information and briefly outline how it has assisted in
identifying major change requirements and opportunities.
 A cost-benefit analysis of the high priority change requirements and opportunities.
Research and document any costs for the change requirements you are
recommending.
 Recommended communication and education strategies to inform all stakeholders
of the change, as well as promote the benefits of the change.
 Risk analysis of the potential risks/barriers to change for Samson Media and
strategies to overcome risks and barriers to change. In identifying risks and barriers
to change and solutions to address these, you must demonstrate high-level
problem-solving skills to identify all possible risks, as well as innovative approaches
to risk mitigation.

3. Write a Change Management Plan

Your plan should set out all aspects of the recommended changes, and include the
following:
 An introduction: project background, links to the company’s strategic goals and
other changes that are occurring in the company
 The project sponsor
 The project’s objectives
 What the change process will achieve
 Principles that underpin the change plan
 Ethical issues that need to be considered
 Main elements of the Change Plan
 Change drivers, constraints, and risks
 Key shareholder analysis
 The company’s readiness to change
 Key change messages
 Change elements
 A change plan
 Project reporting arrangements
 How the changes will be consolidated
 How the changes will be evaluated

(Use the Change Management Plan Appendix B to guide your work).

4. Write a Communication and Education Plan

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 Develop a communication and education plan to be used in conjunction with the change
management project plan. This plan should show how the change will be managed,
including the provision of information to staff about the proposed changes and benefits.

Ensure that the strategies you develop are designed to promote the benefits of change to
staff and to reduce the likelihood of a negative response/adverse outcomes. Your
communication and education plan should also show the reporting process to senior
management, which will be required on a regular basis.

(Use the Communication and Education Plan Appendix C to guide your work).

5. Send an email to the CEO and Senior Management.

Assume you need to gain input from and approval of the CEO and Senior Management.
Send an email that introduces and summarise the contents of the draft change
management plan and your draft communication and education plan and ask for their input
and approval for the to move forward with the project.

To:   Manager
Cc:   …..
Subject:   change management plan
 
 Hello Sir,
Hope you are doing great. A change management plan serves as the roadmap, which
defines the concrete steps an organization will take to execute the change management
process. When change is going to impact the business operations a change management
plan is needed to avoid disrupting workflow and to help support the team through this
change. Generally there are two main goals of a change management plan. The first being
to help people who are affected by the change adapt and the second to raise organizational
awareness of the change. Creating Key Performance Indicators (KPIs) is a good way to
assess whether we’re meeting our change goals. Need your input and approval for the idea
to move forward with the project.
Thank you.

6. Assume that the change management plan that was adopted by Samson Media includes
training and development for staff in several areas. One of these training areas is change
management team building, which is especially important during the change management
process. The training is to be delivered over an eight-week period for approximately 2 hours
a week. You have also identified that experts such as motivational speakers could also be
hired for this.

You have also been given the task, in the role of Operations Manager, to send a brief to the
human resources department. This brief will be used to guide human resources personnel
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 regarding organising the change management team building training and to give your ideas
about the content that should be included in the training.

Assume that, as you also believe there may be resistance to the training due to a general
resistance to the changes, that you also develop a staff communication to promote the
benefits of the upcoming training and assessment to assist in overcoming resistance to
change.

a) Develop a human resource brief

Using your research develop a short one-page brief to send to the human resources
department outlining the requirement to conduct the training as part of the change
management process and the timing of the training. Your brief should include, as a
minimum, the following:
 The benefits of change management team building
 Ideas for the content of the training that will take place
 Experts who could assist in providing training
 Ideas for team building exercises. Provide at least two exercises
 How best to promote the training to staff
 Timing
(Your brief should be no more than one page. Use the Human Resources Brief Appendix D to
guide your work).

b) Send an email to all staff

To inform your staff email, consider how you could best promote the training to staff to
overcome resistance to change. Review change management literature to inform your
response. Outlining the rationale for the training, as well as the benefits of the training. Use
the ideas that you have researched to overcome resistance to change. Briefly outline some
of the proposed ideas for the training.

To:   Manager
Cc:   ABA
Subject:   training to staff to overcome resistance to change

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 Hello sir,
We’ve all heard the saying that “change is always good,” right? Wrong. Change is a constant
at every organization, but employees have quickly become the number one opponent of
change. There are several different reasons why employees have learned to resist change,
but the primary reason is the bad management of change in the workplace. you most likely
also hate bad management of change. In companies, the managers and advisors are the
ones who have to implement change, but that’s where the problem arises. When managers
are just the messengers, they don’t possess the training and knowledge necessary to be a
competent “agent of change,” which leads to poor communication between the C-suite and
the general employee. Let me know your view point so we could make it.

Part B – Evaluate change management strategy

Assume that the following change management objectives are included as part of the change
management process for Samson Media:
 Employees satisfied with information provided as part of the change management process.
 Communication occurred through multiple channels.

Assume that the following communication activities were implemented:

 Weekly staff meeting
 Newsletter updates through staff email

Assume it is 1 month into the change process and a Staff Survey of the remaining staff has been
conducted.

1. Write a change management review.

Review of the change management objectives, communication activities implemented, and
the Staff Survey Results. Evaluate the effectiveness of the change management process and
provide recommendations for improving communication activities.

Develop a short brief for the CEO of the organisation that includes your review. It should
also recommend updates to the change management plan through relevant communication
activities.

Your change management review should include the following:

 What the change management objectives are
 What change management communication activities took place
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  Recommended changes to the change management plan and the communication
and education plans

(Your review should be between half a page and one-page long. Use the Change
Management Review Appendix E to guide your work).

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Appendix A

Samson Media - Change Management Briefing Report

Introduction
Provide an overview of the current situation facing Samson Industries including:
a. Analysis of the company’s organizational objectives and identification of strategic changes
needs.
b. A review of the current human resources policies and procedures and practices at Samson
Media against strategic objectives and report on required changes.

 A review of the organisational structure can identify whether the current levels of
management, divisions, departments and teams allow the organisation or area to achieve its
objectives. This review can also highlight issues in performance and provide information on
structural elements that work really well. Those that work well, such as a project team structure
within a unit to develop and deliver a group of products, can be replicated in another area. Where
productivity is not up-to-date and/or costs savings need to be achieved, a review may identify that a
particular management
level could be eliminated to speed up the decision-making process and therefore improve
performance.
To determine strategic change needs, managers need to analyse the organisational objectives and
the corporate and competitive strategies. This information is presented in the strategic plan. The
strategic plan outlines the organisation’s high level desired outcomes for a period, usually five years,
and the strategies to achieve them.
Following the identification of objectives and strategies, managers can identify the operational or
functional plans to meet these objectives.
From the strategic plan, managers can identify:
• the goals or objectives of the organisation, which establish the purpose of the
organisation and the basis for the organisation’s activities
• the corporate or top-level strategies, which determine the area of business the
organisation is in or wants to be in
• the competitive strategies to attain competitive advantage in the
organisation’s markets over the competition.
Strategic objectives, often referred to as goals, are the desired outcomes identified by senior
management for the entire organisation. The objectives are what guide management planning,
organisation, leadership and control functions, and all of these functional activities are designed to
achieve them.
Broad strategic objectives are usually officially communicated in organisational publications and on
its web and social media pages, to communicate to employees and other stakeholders what it wants
to achieve. There are also detailed objectives that are communicated internally and are specific,
measurable, attainable, realistic and time framed. These are known as SMART objectives (or goals)
and they assist in driving organisational activity.

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  The current human resource policy and procedure include recruitment, induction, and
selection policy and procedure. This is considered an ad-hoc performance review process that takes
place as the issue ensues. There is no professional development or formal process of training needs
analysis. In Samson Media, the selection decisions are made based on merits with the aim of
avoiding discrimination and employee termination is handled with sensitivity and fairness.
 Increase return on capital employed to 8% within 2 years
 Enact a transformational change of the company that will convert all magazines to a digital
format only.
 Close the printing and distribution site.
 Achieve cost efficiencies through relocating the head office to a smaller office.
 Restructure head office staff through moving to a smaller core of permanent staff and more
contract staff. It is intended that the new digital magazines will have the following features:
 Focus on health and beauty, fashion and celebrity gossip.
 Some free content but full access available only on a subscription basis.
 Additional features available to subscribers such as video clips, podcasts and discussion

External environment analysis

Provide an analysis of the external environment relevant to Samson Media and its objectives, including
events/trends that impact on strategic objectives, including trends in magazine publishing, as well as
trends in on-line magazine readership.

Your analysis should reflect a PESTLE analysis approach, reviewing political, economic, social,
technology, legal and environmental factors.

External environmental analysis or evaluation is a process through which strategic planner

(entrepreneur) evaluates economic, official, social, supply, technological and market conditions to
determine the opportunities and challenges for their enterprise and according to which he adjusts
his strategy and objectives.
A PESTEL analysis is an acronym for a tool used to identify the macro (external) forces facing an
organisation. The letters stand for Political, Economic, Social, Technological, Environmental and
Legal.
Political Factors
These determine the extent to which government and government’s policy may impact on an
organization or a specific industry. This would include political policy and stability also as well as
trade, fiscal and taxation policies too.
Economic Factors
An economic factor has a direct impact on the economy and its performance, which in turn directly
impacts on the organization and its profitability. Factors include interest rates, employment or
unemployment rates, raw material costs and foreign exchange rates.
Social Factors
The main focus here is on the social environment and identifying emerging trends. This helps a
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 marketer to further understand consumer needs, demands and wants in a social setting. Factors
include changing family demographics, education levels, cultural trends, attitude changes and
changes in lifestyles.
Technological Factors
Technological factors consider the rate of technological innovation and development that could
affect a market or industry. Factors could include changes in digital or mobile technology,
automation, research and development. There is often a tendency to focus on only developments.
Environmental Factors
Environmental factors are those factors that are influenced of the surrounding environment and the
impact of ecological aspects. With the rise in importance of CSR (Corporate Sustainability
Responsibility) and sustainability.
Legal Factors
An organization essentially understands what is legal and allowed within the territories they operate
in. They also must be aware of any change in legislation and the impact this may have on business
operations. Factors include employment legislation, consumer law, health and safety, international
as well as trade regulation and restrictions.

Sources of information on change management and best practice approaches

Outline the sources of information you identified about best practice change management strategies,
as well as an overview of best practice change management strategies.

Summarise each source of information and briefly outline how it has assisted in identifying major
change requirements and opportunities.

1. Mobilize active and visible executive sponsorship

Having a positive leader who actively guides the organization through change and challenges
and participates visibly throughout the lifecycle of change is the greatest contributor to
success.  Active and visible sponsorship means the sponsor is:
 Supporting the change by giving consistent attention to the change and the need for change
management
 Championing the change by leading and motivating others in the organization
 Making effective and influential decisions regarding the change, including aligning priorities
among other leaders in the organization

2. Apply a structured change management approach

An intentional and defined approach to managing change provides the structure necessary to
stay on right track. It earmarks adequate time for meaningful activities and allows space to
identify and address gaps throughout the project lifecycle. Key words that emerged when
participants described this best practice included:
 Established
 Customizable
 Scalable

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 3. Communicate frequently and openly
Change management practitioners usually struggle against the misconception that change
management is "just communications." Although change management is much more than that,
effective communications are critical to leading change successfully. Beyond frequency, participants
cited these factors as important to success.

 Cadence

 Consistency

 Transparency

 Leveraging multiple communications channels

 Preferred senders

4. Engage with front-line employees 

The goal of these efforts is to help employees demonstrate willingness to participate in the
change and collaborate with the people leading the change. Reinforcement is a critical step
in the change management process. Because most organizations are saturated with change
today, and practitioners must rearrange many changes concurrently, they often neglect this
step. Tactics to increase engagement include:
 Highlighting “What’s in it for me?” (WIIFM)
 Identifying and building up relationships with impacted groups
 Ensuring impacted groups receive the appropriate level of training

5. Dedicate change management resources

Dedicated change management resources and funding means having access to:

 Appropriate funding and resources

 Dedicated resources with change management experience

 A change team or community of flexible, ambitious, decisive, collaborative individuals

6. Engage and integrate with project management

Complementary disciplines naturally cross paths throughout the life of an initiative. In the
latest study, 78% of participants integrated project management work and change management
work to some extent. When they identified this as a top contributor to success, they gave examples
of how they achieved integration:

 Adding change management activities to the project plan

 Working collaboratively with the project team

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  Aligning change plans with project plans

 Combining or assigning responsibilities and roles

7. Engage with and support middle managers

Managers can become a change practitioner’s greatest ally in times of change/challenges because
they are closest to employees impacted by change or some challenging situation. Participants
explained this top contributor as:

 Emphasizing communication about the change and the managers’ roles in change

 Holding one-on-one meetings, team meetings and alignment sessions

 Focusing on awareness-building, including how the change will affect them, the business
reasons for the change, and the need for change management

 Providing materials, tools and support that will help managers understand and navigate the
change

Major change requirements

Identify and document major operational change requirements based on the scenario information and
your research and analysis to date.
Organizational gap analysis is a process by which an organization or a business identifies several
ways to improve performance. The ‘GAP’ is what exists between current performance and a
standard model or benchmark set by a similar organization.
 Skills gap
Analysing the performance of the organization may reveal a gap in the skills of an employee.
When the organization uses review to compare its performance to that of a similar
organization, it can identify best practices for making employees performance effective.
 Climate
Another key aspect of the organization that can reveal an important gap is its organizational
climate. Through assessment of managers and employees, as well as people outside the
organizations, the organization can identify the quality of the work environment. A study
may include items such as employee empowerment, employee perception of management,
competitiveness of compensation and benefits, and general working conditions.

 Customer service gap

Survey research is one way to identify a gap between the organization and its competitors.
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 When the organization compare its rate of customer satisfaction with that of similar
competitors, it can create a plan for closing the gap between its present level of service a
very higher target level.
 Technological resources
Organizations must stay technologically current. Review may identify this as a gap and the
organizational response must be to either higher expertise or use the current
staff/employees to bridge that gap.
 Leadership
the organization may study in-depth how successful its managers are at leading employees
toward achievement of long and short-term objectives. Finding out what managers and
employees think assists in identifying any gaps between what people believe is possible and
what outcomes are achieved.

Prioritisation of change requirements

Outline your recommended priorities for each of the change requirements, including your reasoning/.
The outcome of the review processes will typically be presented to managers, decision makers and
stakeholders at this point with the ongoing process with a view to bringing them on board for the
implementation. Relevant managers may include:
 Holding a position of leadership in the organization
 Affected by the current change
 Practicing in the change project
Effective presentation of review data or indeed other form of business intelligence is very important
in ensuring that the review results are accessible, apply able and understood.

Cost-benefit analysis
Provide cost-benefit analysis of the high priority change requirements and opportunities. Use the
information in the scenario to inform your analysis. You may also need to research costs for the change
requirements you are recommending.
Projects and initiatives ultimately require individuals to do their jobs quite differently. The cost-
benefit analysis for change management is not unlike those organizations conduct on a regular basis.
Our goal is to demonstrate the relationship between the costs of managing the people side of
change and the benefits we will reap from applying a structured approach to enabling impacted
employees to engage, adopt and use the change.

1. Three people-side ROI factors: Faster speed of acceptance, higher ultimate utilization, and
higher proficiency. Change management drives project ROI.
2. Cost avoidance: Poorly managing change is costly to the project and the organization.

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 Change management is actually a cost-avoidance tactic.
3. Risk mitigation: Individuals, the project and the organization are all at risk when change is
poorly managed. Change management is a tool to mitigate multiple risks.
4. Benefits realization insurance: Consider how much of the value of the project ultimately
depends on people doing their jobs very differently. Change management provides benefits
realization insurance.
5. Probability of meeting objectives: Data shows that projects with effective change
management in place are more likely to meet our objectives, stay on schedule, and stay on
budget. Change management increases the probability of meeting objectives.

Recommended communication and education strategies

Outline your recommended communication and education strategies to promote the benefits of the
change
1. Listening
Yes, that’s right, the most important communication strategies don't actually involve only talking.
Sounds a bit counterintuitive, but really, there’s no way that you can have a productive conversation
with someone if you haven’t actually listened to his or her concerns and taken them on board.
2. Creating a receptive atmosphere
Similar to listening, effective communication relies upon the creation of a receptive space.
Employees do not want to air their concerns if they feel that they’ll just be brushed under the carpet
and not addressed. Try to create a relaxed and approachable environment for conversation, because
if we seem hurried or tense, that’s not going to make the other person feel at ease.
3. Establish the right tone
Tone, in terms of the language that we use, clarity, and our manner of speaking, are all vital aspects
of good communication.
5.Encouragement and feedback 
After every exchange, we should always make sure to thank the other person or people for their
time. It’s a simple courtesy, plus it demonstrates that we’re grateful for their presence when they
could have been getting on with another task. 
Make time for listeners to give feedback too, not only on how they thought the conversation went,
but on the way that we delivered information. Take criticism on board and use it to structure our
missives better in the future.

Risk Assessment
Complete the risk assessment template provided to you to record risks and solutions

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Identify potential risks and barriers to change and strategies to address these using the risk assessment
template. Demonstrate your problem-solving skills, as well as innovation skills to identify risks/barriers
to change, as well as to identify relevant and innovative strategies to deal with risks/barriers to change.
Complete the risk assessment table below to you to record risks and solutions.

Risks and barriers to change and strategies to overcome these

Risk description Likelihoo Impact Priority Preventative

d Action/Contingency Plan

INDIVIDUAL CHANGE RESISTANCE 50% BAD  Addressing these

perceived threats at both
an individual, as well as
the team and at
organizational levels, is key
to successful change
management.

LACK OF COMMUNICATION 40% BAD  Set clear expectations,

communicate potential
timelines, and report
organizational progress to
plan at regular intervals.

LACK OF STRATEGIC DIRECTION 30% BAD  Clear, measurable

objectives related to the
overall outcome.

LACK OF CONSISTENCY 40% BAD  Encourage your

implementation team to
speak out. Left alone,
contradictions between
hoped for benefits and
lived reality will fester and
cause resentment, which
in turn will undermine the
change.

CULTURAL BARRIERS 50% BAD  Frequent communication,

proportional
representation within our
implementation team, and
upward feedback channels
are key to managing
change in a way that
19 | P a g e
integrates instead of
alienating diverse groups
of stakeholders within our
organization.

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Appendix B

Samson Media - Change Management Plan

Introduction
Provide background, link to strategic goals and other changes

The technical side of the change is certainly complex. We must work out the financial arrangements
of the deal, integrate business systems, make decisions about the new organization's structure, and
more. But getting people on board and participating in the merger or acquisition can make the
difference between success and failure. Individuals will need to perform their jobs overall differently.
The degree to which they change their behaviours and adopt new processes and styles has a
significant impact on the initiative. This is why the soft side of change can be the harder side of
change. Fortunately, a structured approach to managing the people side of change can make a big
impact on overall success.
The change management process enables practitioners within organizations to leverage and scale
the change management activities that will help impacted individuals and groups move through
their transitions.
 Goals
Once the changes are implemented, the KPIs allows us to assess if the plan was effective. Just
as a project has objectives to achieve, a change a management plan has its own set of
targets. Two key goals comprise every change management plan:

-Raise organizational awareness of the impending change.

-Help the affected teams adopt the change.
 Communication
Communication is the core of the change management plan. Many assume an email
announcement accomplishes the communication objective.
In reality, change management communication must be carefully considered, and executed
on an ongoing basis throughout the change process. It’s not enough to simply announce a
change.
For staff to start embracing the impending the transformation, messaging must outline the
rationale and benefits of these changes.
 Resistance management
Every project has some degree of risk. So, too, does a change management plan. In the
context of change, the biggest risk is about resistance from the team who must adapt. When
people have been performing the same work for a while, it’s hard to adjust to a new process.
Naturally, people resist the changes. Therefore, prepare to meet this resistance and
incorporate strategies to address it.

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  Training
Helping the team adapt to business change usually involves some degree of training or other
educational component. This can be accomplished through special sessions designed to
introduce and educate staff on the changes. Additional training pieces includes the use of
documentations and subject matter experts (SMEs), who are people deeply versed in the
details of the changes and their implications to business processes.

Project Sponsor
This person leads the change project and is accountable for ensuring the project and change plan are
implemented

 Create a task list: Task lists are the pieces of work that must be completed to achieve our
goals. For example, the creation of training documentation may be one of the tasks. Creation
of this list should include feedback from our task force as well as stakeholders.
Communication components are included here as well.
 Develop a timeline: A due date is typically associated with a change. Therefore, our project
plan should revolve around that date. Assign a time component to every task in our list. If
some tasks cannot be completed before the rollout of changes, either adjust the due date, or
if that’s not possible, determine which tasks can be accomplished after the changes take
place, and which must be completed beforehand to prioritize accordingly.
 Use project management tools: Because change management can be complex, use project
management software to increase the likelihood of success. We can build task lists, assign
team members and resources, and track progress all within the software, making it easy to
know if we’re on track as well as to report out our status to stakeholders. An option like
monday.com provides customizable project tracking to adapt to any type of change
management project.

Project Objectives
Detail what the project will achieve.

 Understand the changes: First, be sure we understand the changes being addressed and the
associated implications. For instance, if rolling out new software for employees, it’s not
enough to know how the software operates. We also have to understand how that software
can change the steps in existing workflows.
 Incorporate awareness and adoption goals: Raising employee awareness and adoption of
the change should be part of our every plan. So be sure these are included among goals.
 Define KPIs: Next, define quantifiable KPIs to measure the plan’s success. A variety of metrics
are applicable here, so apply those that make sense given the context of the changes.

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  Gain stakeholder support: Every business change involves number of stakeholders. They can
include the CEO, other members of the executive team, or people across the organization,
depending on the nature of the change. Get their support for your plan, especially around
incentives and resources, to increase your chance of success.
 Recruit a task force: Develop a task force to spearhead an organizational change management
plan. Team members should include people in leadership roles, like a department head, and
SMEs who can educate the rest of the team on the changes as well as provide support and
answers questions.
 Determine necessary resources: Change management may not be as resource intensive as the
project initiating the change, but identifying necessary materials upfront avoids delays during
the execution phase. For example, training the team might require computers, so enough
computers must be on-hand to meet training deadlines. Also, budget criteria may need to be
outlined as well.

Change Objectives and Principles

Provide details of:
 What the change process will achieve
 Principles that underpin the change plan
 Ethical issues that need to be considered and how will the change plan will address them.
Below are the seven ways leaders can effectively manage change in their organizations.
1. Put people first.
2. Work with a change management model.
3. Empower employees through communication.
4. Activate leadership.
5. Make change compelling and exciting.
6. Pay attention to high and low points in momentum.
7. Don't ignore resistance.
Successful change management relies on four core principles:
 Understand Change.
 Plan Change.
 Implement Change.
 Communicate Change.
Many or even most ethical codes cover the following areas:
 Honesty and Integrity.
 Objectivity.
 Carefulness.
 Openness.
 Respect for Intellectual Property.
 Confidentiality.
 Responsible Publication.
 Legality.

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Change Plan Elements
What are the main elements in the change plan? [e.g., people/culture, systems/technology,
documentation, positions/roles, process, skills] Each of these elements may require a particular focus
in the change plan.

Main elements:
 Greater participation of employee
 Greater understanding of the change
 Better and informed decision making
 Improved trust throughout the process
 Minimal loss of productivity
There are several reasons for initiating organizational change. Successful change takes three
elements: vision, method, and will.
 Be aware of the need for change.
 Desire the change.
 Know how to make the change.
 Develop the skills needed to implement the change.
 Reinforce the change.

Rationale for the Change

 List the drivers and constraints for change.
 What are the risks for the change process?

possible drivers of organizational change.

 Human resources.
 Customers.
 Changes in legislation.
 Technology development.
 Competitors as one of the drivers of organizational change.
 Key Performance Indicators.
 Business Growth.
 Globalization.
Most Common Change Management Risks
 High levels of resistance.
 Lack of awareness or desire to support the change.
 Lack of stakeholder commitment.
 Lack of mid-level and group leadership support.
 Budgeting risk for the entire project.

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Key Stakeholder Analysis
Identify the key stakeholders and:
 Analyse their response to the change [e.g., what will be their main concerns/fear, where is
there likely to be support for the change];
 Identify their needs in terms of change management and consider the style of communication
required [language style & level]; and
 Identify the preferred media for communicating or consulting with them about the change
[e.g., sessions involving dialogue about the changes, newsletters, briefings from project team
members, frequently asked questions].

Performing a stakeholder analysis involves these three steps.

1. Step 1: Identify our stakeholders. Brainstorm who our stakeholders are.
2. Step 2: Prioritize our stakeholders. Next, prioritize our stakeholders by assessing their level of
influence and level of interest.
3. Step 3: Understand our key stakeholders.

Key considerations in planning communication about the change.

Once we have identified our stakeholders, we will need to think about communicating to them. 
And of course what matters here is not just what we say, it's the how we say it and when we say it.
Think about:
 How are you going to communicate - by email or do it face-to-face? 
 Which aspects of the message are you going to emphasize?
 Which parts of the message have particular importance for the person you are communicating to?
 Is nine o'clock on Monday morning really the best time or just before they go home on Friday?

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Assessment of Readiness to Change
 Comment on the status of the change so far [e.g., is there a high-level strategy in place that
stakeholders are already aware of and committed to that provides a framework for the
change].
 What elements might support the change [e.g., dissatisfaction with current processes; a
workplace culture that supports change and innovation].
 Is there strong senior support for the change?

There are many people whose influence, control and opinion could determine the overall success of
our business transformation or ERP implementation. Balancing their perspectives with our evolving
business needs is critical to ensuring a smooth path forward. These key individuals can be the
linchpin in the eventual outcome of our project.
Some stakeholders might be more interested in the financial management aspects while others will
have a greater stake in the technology side. Then, there will be those who are looking at the change
from a C-suite point-of-view and are concerned with the greater implications on our company’s
enterprise strategy.

Key Change Messages

Identify 6 key messages to convey about the change process, being upfront about gains and losses.
Consider:
 What will be gained/lost for the key stakeholder groups in the change process;
 The messages from the stakeholder perspective;
 What will be their main concerns; and
 Presenting changes in a positive light even whilst acknowledging loss.

 This includes customers, employees, management, suppliers, consultants, media and

shareholders. When you introduce changes to your business, we must manage the
perceptions and participation of stakeholders so we won't meet resistance.
 As a small-business owner, do not confuse stakeholders and shareholders. While
shareholders own a part of our business, stakeholders include anyone who has an interest in
how well our business does. This includes customers, employees, management, suppliers,
consultants, media and shareholders.
 When we introduce changes to our business, we must manage the perceptions and
participation of stakeholders so we won't meet resistance.
 Approach stakeholders in a professional and systematic way, and we will find change easier
to implement.

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Identify Change Elements
 Structures/Processes/Responsiblities/Resources/Timeframes/Performance Measures
 Consider the need for change support structures [e.g., a change team, super users/specialists
who are trained first and can support people in the workplace, involvement of users and key
stakeholders at various stages, change champions in the workplace].
 Consider if there is a need for transitional arrangements to support and whether the
introduction of the change process needs to be staged.
 What will be the impact on workloads and how will these be managed?

Change Management Processes include a sequence of steps or activities that move a change from
inception to delivery.
Change Management Plans are developed to support a project to deliver a change. It is typically
created during the planning stage of a Change Management Process.

1. Identify What Will Be Improved

 This also involves identifying the resources and individuals that will facilitate the process and lead
the endeavor. Most change systems acknowledge that knowing what to improve creates a solid
foundation for clarity, ease, and successful implementation.
2. Present a Solid Business Case to Stakeholders
There are several layers of stakeholders that include upper management who both direct and
finance the endeavor, champions of the process, and those who are directly charged with instituting
the new normal. All have different expectations and experiences and there must be a high level of
"buy-in" from across the spectrum. 
3 .Plan for the Change
This is the "roadmap" that identifies the beginning, the route to be taken, and the destination. We
will also integrate resources to be leveraged, the scope or objective, and costs into the plan. A
critical element of planning is providing a multi-step process rather than sudden, unplanned
"sweeping" changes. 
4. Provide Resources and Use Data for Evaluation 
As part of the planning process, resource identification and funding are crucial elements. These can
include infrastructure, equipment, and software systems. Also consider the tools needed for re-
education, retraining, and rethinking priorities and practices. Many models identify data gathering
and analysis as an underutilized element. The clarity of clear reporting on progress allows for better
27 | P a g e
 communication, proper and timely distribution of incentives, and measuring successes and
milestones. 
5. Communication
This is the "golden thread" that runs through the entire practice of change management. Identifying,
planning, onboarding, and executing a good change management plan is dependent on good
communication. There are psychological and sociological realities inherent in group cultures. Those
already involved have established skill sets, knowledge, and experiences. But they also have pecking
orders, territory, and corporate customs that need to be addressed.
6. Monitor and Manage Resistance, Dependencies, and Budgeting Risks
Resistance is a very normal part of change management, but it can threaten the success of a project.
Most resistance occurs due to a fear of the unknown. It also occurs because there is a fair amount of
risk associated with change – the risk of impacting dependencies, return on investment risks, and
risks associated with allocating budget to something new.
7. Celebrate Success
Recognizing milestone achievements is an essential part of any project. When managing a change
through its lifecycle, it’s important to recognize the success of teams and individuals involved. This
will help in the adoption of both our change management process as well as adoption of the change
itself.
8. Review, Revise and Continuously Improve
As much as change is difficult and even painful, it is also an ongoing process. Even change
management strategies are commonly adjusted throughout a project. Like communication, this
should be woven through all steps to identify and remove roadblocks. And, like the need for
resources and data, this process is only as good as the commitment to measurement and analysis.

Develop Change Plan

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  Develop a change plan including performance measures [how will you know the change plan is
effective?]. Ensure the plan is adequately resourced.

Actions Resource Who When Performance

requirements Measures

Define change Documents Jordan X/XX/20XX Scale

Scope for change Files Jordan X/XX/20XX Scale

Change SC Jain X/XX/20XX Flow chart

management
roles

Change request SC John X/XX/20XX Tool

form

Key performance SC John X/XX/20XX Tool

indicators

Reporting arrangements
 Identify and explain the reporting arrangements for the project.

Reporting in project management basically refers to providing a high-level overview that offers the
critical data the project generates in a simple, easy-to-use format. Project reporting is essential to
project management success since it provides a window into what’s happening and what to do
about it for the entire team.
Below is a collection of the reports we’ll need to manage our projects and what valuable insights
each of them provides.
1. Project status report
The project status report is a critical report that shows stakeholders a general snapshot of how well
the project is advancing toward its targets.
2. Project health report
Project health reports are designed to update stakeholders on the overall health of the project,
derived from whether the project is either advancing as projected, in danger of stagnating or
completely stagnated.

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Consolidation
 Ensure policies, procedures and performance measures reinforce the changes.
 Remove organisational barriers to the change.
 Reinforce how changes have provided benefits.

4 Ways To Ensure Employee Compliance

1. Write our procedures down. It's been said that assumption is the lowest level of knowledge.
2. Help employees understand why procedures are necessary.
3. Make your procedures easily accessible.
4. Reward employees who comply with procedures.
 Overcoming barriers to change in an organization can be difficult. There are some basic
strategies that can help improve the acceptance of major changes within a company:
communication, employee involvement, leadership, negotiation, manipulation/coercion and
correct timing.
 There are three clear steps to reinforcing a change:
 Collecting and analyzing employee feedback.
 Diagnosing gaps and managing resistance to change.
 Implementing corrective actions and celebrating success.

Evaluation
 How will the change be evaluated in relation to the achievement of the planned objectives?
 How will the change management processes be evaluated – consider summative as well as final
evaluations, how can you assess your change management strategies as you implement them?
 How will the evaluation outcomes be circulated and promoted to stakeholders?
 How will evaluation outcomes be used in other organisational processes?

 Change management metrics and KPIs

1. Employee readiness assessment results.
2. Employee engagement, buy-in, and participation measures.
3. Communication effectiveness.
4. Employee feedback.
5. Employee satisfaction survey results.
6. Training participation, tests, and effectiveness measures.
7. Usage and utilization reports.
 Evaluation of the Change Management Process
1. Clarify And Reevaluate Your Objectives.
2. Collect eLearning Feedback From Employees.
3. Evaluate LMS Metrics.
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4. Get Input from Team Leadership.
5. Pre-Assess to Pinpoint Gaps.
6. Hire an Outsourcing Partner for Training Needs Analysis.
 6 ways to effectively communicate with stakeholders
1. Schedule a meeting.
2. Send out a newsletter.
3. Separate online “screen to screen” meetings.
4. Project summary report.
5. Schedule a conference call.
6. Lunch meetings.

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Appendix C

Samson Media - Communication and Education Plan

Audience Key message Delivery Frequency and duration Location

method of session (if applicable)

30% Target audience(M) Direct 20 minutes per day Sydney

Context. Direct 20 minutes per day Sydney

10%
Intended outcomes. Direct 20 minutes per day Sydney
20%

15% Key messages. Direct 20 minutes per day Sydney

15% Appropriate medium. Direct 20 minutes per day Sydney

11% Preferred messenger Direct 20 minutes per day Sydney

25% Target audience(F) Direct 20 minutes per day Sydney

20% Uniqueness Direct 20 minutes per day Sydney

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Appendix D

Samson Media - Human Resources Brief

Benefits of change management team building
The benefits of change management allow you to:
 assess and understand the need and the impact of change.
 align resources within the business to support the change.
 manage the diverse cost of change.
 reduce the time needed to implement change.
 support staff and help them understand the change process.

Ideas for content of training

8 employee training ideas to steal
1. Use technology to your advantage.
2. Match your high performers with new employees.
3. Create excitement about a “boring” training topic.
4. Take your training outside the office.
5. Understand that people learn things differently.
6. Use stories to show your employees the value.

Experts who could assist in providing training

Careers Related to Training and Development Specialists
 Career and Technical Education Teachers. ...
 Compensation and Benefits Managers. ...
 Compensation, Benefits, and Job Analysis Specialists. ...
 Human Resources Managers. ...
 Human Resources Specialists. ...
 Instructional Coordinators. ...
 Labor Relations Specialists.

Ideas for team building exercises

Team building activities & games
 Zombie Escape. For: Creative Problem Solving & Collaboration Exercise. ...

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  Battle of the Air bands. For: Team Bonding. ...
 A Shrinking Vessel. For: Creative Problem Solving. ...
 Back-to-Back Drawing. For: Communication Skills. ...
 Office Trivia. ...
 Marshmallow Spaghetti Tower. ...
 Community Service. ...
 Salt and Pepper.

How best to promote the training to staff

Tips for Promoting Training to Employees

 Connect with internal communications team to promote upcoming training courses. ...
 Use existing communication mediums. ...
 Create a shared calendar that shows future trainings. ...
 Hang creative posters in common space. ...
 Use digital signage and hub TVs in common spaces.

Timing

Morning timing will be more suitable than any other.

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Appendix E

Samson Media - Change Management Review

Objectives
Change management objectives for Samson Media include:

Changes in strategic objectives and strategies, in response to changes in the external environment,
are themselves internal forces for change as they require changes to organizational structures,
people, processes and/or technology. Other internal forces affecting organizational performance
may relate directly to the performance of current strategies, plans and practices. In response to such
forces, organizations may change their structures, change the way they perform activities, or apply
organizational development techniques or programs (such as team building) to improve attitudes,
behavior and relationships.

Activities conducted
Describe the range of communication activities associated with the change process that were
conducted:
It's very important to be consistent. Craft our messages within the plant or facility leadership team.
One way that people will discredit the improvement process or challenge leadership commitment is
when they receive mixed messages. Make sure we and our peers are aligned, and don't be afraid to
use a script.

Recommendations
Recommendations arising from the analysis are to update the change management plan and the
communication and education plan are as follows:

Here are eight steps to take to make our next change initiative more successful:
1. Identify what will change. ...
2. Present a solid business case to gain buy-in. ...
3. Create a roadmap. ...
4. Gather data for evaluation. ...
5. Communicate. ...
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6. Monitor and manage risk. ...
7. Celebrate success. ...
8. Continuously review and improve our process.

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