NEW-Assessment Task 3

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Assessment 3 Project
Duration:
Trainer will set the duration of the assessment.
Change Management- Assessment Task 3 LAST UPDATED: December 2015, Version No. 3.0
Page 1 of 13
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Procedure
Part A
Using the scenario 1 information supplied, the student will conduct an implementation review. The student
will then consult with a union representative and General Manager to receive input and develop a revised
communication plan. The students will action the revised plan by delivering a 1520 minute information
session to employees. Finally, the student will consider making final revisions to the communications plan and
overall project plan and seek approval from the General Manager.
1. Review the workplace information for Fast Track Couriers.
2. Following the communications plan provided in Appendix 6, develop a survey to gather feedback from
employees.
3. Meet with a union representative (your trainer) to receive and discuss the results of the survey.
Anticipate possible resistance by this stakeholder and promote your plans to gain acceptance. Ask for
additional input to help you revise your change management communications strategy.
4. Draft revised communications plan and overall project plan (from Assessment 2 Part A) in consideration
of barriers identified through consultation process (with your trainer acting as a union representative)
and those identified in risk analysis provided in Appendix 5. Highlight strategic elements in your plan
which you will deploy to gain trust and acceptance of change. Ensure you consider the needs of all
stakeholders to gain support for planned changes.
5. Meet with General Manager (trainer) to discuss ideas for revised communications plan and overall
project plan based on feedback.
Discuss the needs of all stakeholders.

Discuss creative technique, activity or tactic you will use to gain trust and acceptance in the 1520
minute information session you will deliver.
Ensure you anticipate possible resistance by this stakeholder and promote your plans to gain
acceptance.
6. Develop a plan for a 1520 minute information session for truckers. Include an outline of what activities
you will be doing, how long and how the activity will achieve the goal of employee acceptance of
change process. Ensure you anticipate possible resistance from these stakeholders and plan to
overcome resistance.
7. Deliver session to employees (your trainer/other people enlisted by the trainer to perform in the role of
employees). Ensure you take a consultative approach to the session and invite participation, questions,
input, etc. and ensure you incorporate a creative technique, activity or tactic in the session.
8. Make final revisions to your communications and overall project plans based on feedback and
consultation (save these as separate documents to previous drafts). You may need to consider changes
to communication activities, training activities, and rollout of changes. Consult with GM (trainer) to
ensure changes are approved.
9. Submit all documents to your trainer as per the specifications below. Ensure you keep a copy of all work
submitted for your records.
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Part B
Based on Scenario 2 part 1 provided, you will develop an implementation plan to embed a new process. Based
on Scenario 2 part 2, you will need to amend your plan to ensure success.
1. Turn to the scenario 2 implement an innovative process (Appendix 3).
2. Review Part 1 Implementation. Examine all aspects of the new process to be implemented.
3. Develop action plans for 1) transition, and 2) communication. In each action plan, include:
a. activities, objectives, measures (KPIs), timeframes
b. activities to promote the process and sustainability
c. activities to reduce any negative impact on people
4. Develop at least two contingency plans related to possible implementation issues you foresee in
relation to activities in your action plans.
5. Review Part 2 Follow up. Examine implementation issues and failures.
6. Amend your action plans and contingency plans to address implementation failures.
7. Develop a schedule for evaluation and continuous improvement. Include regularly scheduled:
a. evaluation activities, regularly repeated over a suitable timeframe
b. evaluation activities to capture learning from all work activities
c. activities to embed learning into work processes
8. Submit documents to your trainer as per the specifications below. Ensure you keep a copy of all work
submitted for your records.
Your tasks (Specifications)

Part A
You must submit copies of:
one survey
drafts of communications and overall project plans to indicate review of plans (including
highlighted strategic element/s)
planning and support documents for your 1520 minute information session (such as a plan for the
session, PowerPoint presentation, handouts, and a creative activity for gaining trust and
acceptance of change process)
Your trainer will be looking for:
knowledge of change management process
knowledge of components of change management project plan
knowledge of specific organisational requirements from the scenario
knowledge of potential barriers to change from the scenario
knowledge of a range of techniques for embedding change and gaining trust
leadership skills to gain acceptance of plan and gain trust
innovation skills to develop creative ways of getting people to accept change
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planning and organising skills

problem-solving skills to respond to barriers to change
project management skills to implement change management strategy
teamwork skills to consult with relevant groups for input
verbal communication skills to describe and promote change management plan
Part B
You must provide:
action plans for transition, communication
two contingency plans related to transition and communication action plans
amended action plans and contingency plans based on data in part 2 of the scenario 2
evaluation and continuous improvement schedule
Your trainer will be looking for:
application of quality management and continuous improvement theories to planning and
scheduling activities
application of creativity and innovation theories to scheduling evaluation and continuous
improvement
application of organisational learning principles to continuous improvement planning
application of sustainability practices to planning/revising plans
analytical skills to identify improvement opportunities based on data in the scenario
demonstration of creativity skills to think laterally and identify improvement opportunities to revise
activities based on data in the scenario
demonstration of learning skills to develop options for continuous improvement from data in the
scenario
Appendix 3
Scenario 1 Task: Fast Track Couriers Pty Ltd
It is the end of the financial year and one month into the implementation of a change management strategy.
You are hearing that the implementation has not achieved the employees trust, understanding and support
that you expected and is essential for success, particularly among truck drivers.
You are an external change management consultant employed by Fast Track Couriers 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
Training Adequate for role?
Role Clarity Are roles and responsibilities clear?
Trust Do employees trust the change management (CM) process and management?
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Evaluation Is performance fairly measured?
Leadership Is leadership adequate and does it inspire confidence?
Communication Is communication clear and two-way?
Procedures Are there clear and effective procedures to follow?
Recognition Is performance recognised?
Diversity Are individual differences valued and appreciated by Fast Track Couriers?
Team work Is team work encouraged and promoted?
Once you have completed the survey, meet with the union representative (trainer) 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 (trainer) 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
2012 financial year.
Goal B: Implement one person/truck policy using automatic lift gates in the first quarter of the
2012 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 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).
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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Scenario 2 Implement an innovative process

Part 1 Implementation
John Jones, a Production Manager at A. C. Gilbert, has developed an idea for improving efficiencies in the
manufacturing process at A. C. Gilbert. The idea came as a result of the innovative ideas program, and John has
successfully trialled the program on one line in the processing plant.
The program has been evaluated and found to be successful, and you are now in the process of implementing
the program company-wide.
Overview of the program

The goal of the program is to increase productivity, reduce waste, improve sustainability, and reduce errors on
production lines by 20% by allocating specialist team members to individual lines.
A secondary goal is to reduce staff turnover from an average of 32% per annum to 20% per annum, thus
improving the skill levels and efficiencies of the plant and reducing costs in recruiting and training new staff.
Production staff and process workers will be divided into five different teams. Each team will be responsible
for the manufacturing of five product lines. Team members will only work on their specialty line, and rosters
will be altered to ensure adequate staff on each line during the 12-hour production cycle. This may involve
changes to staff rosters, in some cases by implementing 12-hour shifts, but will not impact on earnings or
result in the loss of any hours of work.
John also suggested involving teams in goal and objective setting for their own product lines. Each month they
meet to develop production and error rate projections for the next, with a goal to continuously improving both
rates to achieve a maximum of 4% error rate and a 40% increase in productivity within 24 months. Current
error rates are at 22%.
To incorporate this change, production lines will be closed for 48 hours for re-tooling. During this period, staff
will be re-trained in the production of their designated lines by shift supervisors. Training required will include
technical training, motivational training and quality control procedures along with goal and objective setting
workshops.
Costs
It is projected that the costs incurred for the change will be:
Development costs
Initial trial $150,000
Implementation costs
Re-tooling the production line $1.2 million

Training $20,000
Loss of productivity $50,000
Ongoing costs
Initial errors and reduced productivity $150,000
Anticipated savings
By implementing the above measures the following savings have been budgeted:
savings of $300,000 per annum in staff turnover costs
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savings of $1 million per annum in lost productivity and errors
savings of $200,000 per annum in service and repairs costs to equipment.
Benefits and concerns

During the trial, a number of advantages and concerns were identified. There were initial fears that staff would
become bored and complacent, continually producing the same lines. Analysis during the pilot found that,
after the first week, staff became quite proud of their output and felt a degree of ownership for the lines they
were responsible for. Morale improved in a team environment.
Employees were initially reluctant to participate in setting their own error and productivity targets. They
tended to over-estimate the percentages and did not wish to commit to large improvements. Managers feel it
will take some time and training in understanding the financials and operational reports for them to set
realistic targets.
Many employees lack formal education and some have limited English, which was also an area of concern
when trying to involve them in what they perceived to be management decisions. This style of management
is a huge change in the workplace. Most employees were used to being lectured for making mistakes, rather
than encouraged to participate in decision-making and feeling like they have some ownership of the process
and outcomes. There is some reluctance and anxiety involved as a degree of resistance from some long-term
employees, who feel they are being asked to do a management job and should be paid accordingly.
Management fear there could be some industrial relations implications.
Other concerns revolve around productivity levels during the transition. It is understood that it will take some
time for employees to operate at full productivity, as they will be working on new production lines and
different products. Concerns that deliveries wont be met and customers disadvantaged is a key concern for
management.
From a technology standpoint, the new production lines will be faster and more efficient. However, the
current service technicians are used to the old lines and lack the experience to service and maintain the new
equipment. It is possible that breakdowns could impact on production targets.
Part 2 Follow-up
Make the following assumptions:
The new program has been in place for eight weeks with the following outcomes:
productivity has decreased by 8% to 66%

delays on the line have increased by 10%
waste has increased by 10%
error rates have fallen by 2% to 20%
15 out of 300 staff have resigned since the new program was introduced, including two shift
supervisors.
After 16 weeks:
productivity remains at 66%

delays on the lines have improved and are now at pre-change levels
error rates have remained steady at 20%
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staff levels have remained steady.

The following comments were raised at a staff forum held two months after the implementation.
New machines are very different, training was not sufficient.

Employees feel that figures dont mean much to them they are struggling to understand what
% rates have to do with their day-to-day workload.
Employees understand the importance of sustainability, but have no idea how to apply
sustainable practices to workplace or amend own work practices to make them more
sustainable.
New rosters have been unpopular with some employees.

12 hour shifts were introduced to keep teams together but they are causing difficulties for staff
with regards to managing their families.
Longer shifts are also resulting in people becoming tired and making errors.
The OHS representative is concerned that injuries might increase as a result.
Appendix 4 Progress of implementation

The project manager has prepared the following progress report:
Green: Completed
Amber: In progress
Red: Not completed
Reporting element Measures Status
Change goal Goal A: Implement PDA/ GPS RED

usage (productivity function)
on truck fleet in the first
quarter of the 2012 financial
year.
Project management Delivery of project activities as Overall status:

per project plan for each
stream
People GREEN
Process GREEN
Technology GREEN
Structure. GREEN
Stakeholder Management Stakeholders engaged and RED

comfortable with current
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Reporting element Measures Status

position.
Communication Communication plan activities GREEN

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 5 Risk management analysis

Risk/Barriers Impact Likelihood Strategies for mitigating risk
Lack of trust High impact Medium Communications and training to outline

regarding use of business need. Tracking productivity
productivity data. helps improve the efficiency of
operations, where and when resources
Refusal to
are deployed; it is not a tool to
implement.
performance manage or penalise
individuals.
Address employee concerns.
Perceived threat to High impact High Explain connection between business

job security expansion plans and:
Resistance to increased job security: because
implementation. of the need for drivers to
support expansion; because
overall profitability and health
of the business reduces risk to
everyone
benefit of training and
consequent increase in
employability due to new skills.
Industrial action. High impact Medium Address employee concerns.

Gain trust and acceptance.
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Appendix 6 Communications plan

Audience Message (with strategic When Communicatio Person
elements) n method responsible
HR manager Change management 9 am10 Email (invite CM consultant

strategy duties of HR am, 1 July with agenda).
manager. 2012.
Face-to-face
(office training
room).
Trucking/ Change management 11.30 am Email (invite HR manager

operational strategy duties of trucking 12.30 pm, 1 with agenda).
manager manager. July 2012.
Face-to-face
(office training
room).
Management Change management 2 pm3 pm, Email (invite HR manager

team strategy duties of HR 1 July 2012. with agenda).
manager.
Face-to-face
(office training
room).
Trucking team Change management 9 am10 Email HR manager

strategy impacts to trucking am, 4 July (assistant may
team. 2012. draft)
Duties of truckers provide
an explanation of what will
be required.
Business need Gain
support by emphasising
possible negative effects on
jobs if change does not
happen.
Training schedule
emphasise mandatory
nature and threaten
performance review
consequences for non-
compliance.
Sales team Change management 11 am Face-to-face Sales manager

strategy summary. 11.30 am, 4 (office training to run team
July 2012. room). meeting
Benefits to organisation.
Office team: Change management 11.30 am Face-to-face Office

Accountant; strategy summary. 12 pm, 4 (office training manager to
Administrative July 2012. room). run team
Benefits to organisation.
support person meeting
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Audience Message (with strategic When Communicatio Person

elements) n method responsible
Truckers Request for feedback. three weeks Feedback New CM

post- survey on ten consultant to
(All other
training. dimensions of design and
employees to
employee implement.
receive brief
satisfaction.
summary only) HR Manager
to research
benchmarking.
Appendix 7 Background information: Fast Track Couriers Pty Ltd

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

The organisations strategic goals are:
To expand business in the metropolitan area so that small to medium package deliveries market
share increases by 7.5%.
To expand the business to include small and medium package deliveries to regional NSW.
To develop an integrated approach to distribution management utilising technology such as PDA
devices and GPS.
To develop and maintain a cohesive and well-motivated workforce.
Strategic goals are supported by the following operational and human resources goals.
Operational plan goals

Testing of the distribution management system is to cease and allow implementation within the
first quarter of the 2012 financial year.
The truck fleet will need to be expanded by 8 trucks within the 2012 financial year.
Small distribution hubs will be positioned at Maitland, Goulburn, Nowra and Bathurst each manned
by two employees within the next eighteen months.
Fast Track Couriers will complete 20% of deliveries to regional locations in the next three years.
Human resources goals:

To incorporate a Human Resources function to facilitate the changes in workforce management in
the first quarter of the 2012 financial year.
Introduce professional development and training to achieve organisational goals and promote
understanding of organisations strategic goals in the first quarter of the 2012 financial year.
Eliminate industrial relations problems in the 2012 financial year. Conclude negotiations with
employees and union.
Eliminate lifting injuries.
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People/structure
Fast Track Couriers has implemented and recruited the people required to fill the roles in the following
organisational structure:
General
Manager/CFO
Human Resources
manager
Sales manager Trucking manager Office manager
Trucking team
Sales team (3) Accountant
(20)
Administrative
support/reception
Managerial duties/role description

General manager/CFO Oversees company; approves major business decisions such as
strategic goals, change management initiatives; reports to
board of directors; prepares financial reports.
HR manager Oversees and implements change management programs;

collect feedback, assessment results, and all other data
regarding change management; provides report to GM on
implementation of major changes; oversees recruitment.
Sales manager Coordinates sales team; provides sales team training; manages
performance of sales team.
Trucking /operations manager Coordinates activities of trucking team; manages performance

of trucking team; compiles productivity reports; manages
operations, authorises purchasing of operational equipment
etc.
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Office manager Coordinates activities of accountant and administrative support.

Authorises payroll.
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 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 organisations 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 13 of 13

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T. +61 2 9283 4388 | E. info@wic.nsw.edu.

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

1. Review the workplace information for Fast Track Couriers.

Discuss the needs of all stakeholders.

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

a. activities, objectives, measures (KPIs), timeframes

b. activities to promote the process and sustainability

c. activities to reduce any negative impact on people

5. Review Part 2 Follow up. Examine implementation issues and failures.

a. evaluation activities, regularly repeated over a suitable timeframe

b. evaluation activities to capture learning from all work activities

c. activities to embed learning into work processes

Your tasks (Specifications)

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

planning and organising skills

Training Adequate for role?

Role Clarity Are roles and responsibilities clear?

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

Evaluation Is performance fairly measured?

Leadership Is leadership adequate and does it inspire confidence?

Communication Is communication clear and two-way?

Procedures Are there clear and effective procedures to follow?

Recognition Is performance recognised?

Team work Is team work encouraged and promoted?

2. Job performance measurement for training needs.

3. Recognition of outstanding performance (bonuses for exceeding targets; advancement/ leadership

Goal B is essential to the business to ensure:

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

Scenario 2 Implement an innovative process

Overview of the program

Initial trial $150,000

Re-tooling the production line $1.2 million

Initial errors and reduced productivity $150,000

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

savings of $1 million per annum in lost productivity and errors

savings of $200,000 per annum in service and repairs costs to equipment.

Benefits and concerns

productivity has decreased by 8% to 66%

productivity remains at 66%

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

staff levels have remained steady.

New machines are very different, training was not sufficient.

New rosters have been unpopular with some employees.

Appendix 4 Progress of implementation

Reporting element Measures Status

Change goal Goal A: Implement PDA/ GPS RED

Project management Delivery of project activities as Overall status:

Stakeholder Management Stakeholders engaged and RED

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

Reporting element Measures Status

Communication Communication plan activities GREEN

Education Education plan activities on RED

Cost benefits Project budget on track. RED

Cost benefits on track to be RED

Risk Management Risk management plan RED

Appendix 5 Risk management analysis

Lack of trust High impact Medium Communications and training to outline

Perceived threat to High impact High Explain connection between business

Industrial action. High impact Medium Address employee concerns.

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

Appendix 6 Communications plan

HR manager Change management 9 am10 Email (invite CM consultant

Trucking/ Change management 11.30 am Email (invite HR manager