You will demonstrate the skills and knowledge required to implement change management strategy.
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.
You must submit copies of:
Your assessor will be looking for how you:
Appendices
It is the end of the 2015 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 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 |
Is it adequate for role? |
Role clarity |
Are roles and responsibilities clear? |
Trust |
Do employees trust the change management (CM) process and management? |
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? |
Teamwork |
Is teamwork encouraged and promoted? |
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.
FTC has the following goals for the Change Management strategy:
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):
Goal B is essential to the business to ensure:
Appendix 2: 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 usage (productivity function) on truck fleet in the first quarter of the 2016 financial year. |
RED |
Project management |
Delivery of project activities as per project plan for each stream |
Overall status: |
People |
GREEN |
|
Process |
GREEN |
|
Technology |
GREEN |
|
Structure. |
GREEN |
|
Stakeholder management |
Stakeholders engaged and comfortable with current position. |
RED |
Communication |
Communication plan activities on schedule. |
GREEN |
Education |
Education plan activities on schedule. |
RED |
Cost benefits |
Project budget on track. |
RED |
Cost benefits on track to be realised. |
RED |
|
Risk management |
Risk management plan effectively managing risk. |
RED |
Appendix 3: Risk management analysis
Risk/Barriers |
Impact |
Likelihood |
Strategies for mitigating risk |
Lack of trust regarding use of productivity data. Refusal to implement. |
High impact |
Medium |
Communications and training to outline business need. ‘Tracking productivity helps improve the efficiency of operations, where and when resources are deployed; it is not a tool to performance manage or penalise individuals.’ Address employee concerns. |
Perceived threat to job security. Resistance to implementation. |
High impact |
High |
Explain connection between business expansion plans and: increased job security: because 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. |
Appendix 4: Communications plan
Audience |
Message (with strategic elements) |
When |
Communication method |
Person responsible |
HR manager |
Change management strategy – duties of HR manager. |
9 am–10 am, 1 July 2016. |
Email (invite with agenda). Face-to-face (office training room). |
CM consultant |
Trucking/ operational manager |
Change management strategy – duties of trucking manager. |
11.30 am– 12.30 pm, 1 July 2016. |
Email (invite with agenda). Face-to-face (office training room). |
HR manager |
Management team |
Change management strategy – duties of HR manager. |
2 pm–3 pm, 1 July 2016. |
Email (invite with agenda). Face-to-face (office training room). |
HR manager |
Trucking team |
Change management strategy impacts to trucking team. 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. |
9 am–10 am, 4 July 2016. |
Email. |
HR manager (assistant may draft) |
Sales team |
Change management strategy summary. Benefits to organisation. |
11 am–11.30 am, 4 July 2016. |
Face-to-face (office training room). |
Sales manager to run team meeting. |
Office team: Accountant; Administrative support person |
Change management strategy summary. Benefits to organisation. |
11.30 am–12 pm, 4 July 2016. |
Face-to-face (office training room). |
Office manager to run team meeting. |
Truckers (All other employees to receive brief summary only) |
Request for feedback. |
Three weeks post-training. |
Feedback survey on ten dimensions of employee satisfaction. |
New CM consultant to design and implement. HR manager to research benchmarking. |
Appendix 5: Background information: Fast Track Couriers Pty Ltd
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.
The organisation’s strategic goals are:
Strategic goals are supported by the following operational and human resources goals.
Fast Track Couriers has implemented and recruited the people required to fill the roles in the following organisational structure.
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. |
Office manager |
Coordinates activities of accountant and administrative support. Authorises payroll. |
The company communicates with employees via email for head office employees, and a printed monthly newsletter for drivers. The company provides information regarding policies and procedures through documented manuals that are held in each truck as an employee manual. Office-based staff can access copies of these manuals at the office.
All trucks are fitted with a GPS system to assist drivers with navigating to each pick-up and drop-off location. Trucks are also assigned a PDA that provides drivers with the details of each pick-up and drop-off and records when a job starts and finishes. The data from this device is sent back to head office to monitor job progress but is not used to complete productivity reporting. When this device was introduced, drivers were not happy, as they felt the organisation was saying that it did not trust the drivers to manually record the time spent on each job. Many of the drivers also resented having to learn how to use the device and thought it was a waste of time.
Head office employees work very closely together and are a very cohesive and motivated team. They are positive about the organisation’s direction and respond well to change.
Drivers have historically reacted negatively to change. Change implemented in the past has met with resistance and was therefore difficult to implement. Drivers have in the past done their best to block any changes from being implemented, even going to the lengths of threatening strike action and having the union involved to assist with resolving the issue.
Fast Track Couriers currently allocates two drivers per truck to ensure that drivers are able to load and unload heavy packages. The strategy going forward is to remove the need for having two drivers per truck by installing an automatic lift gate on the back of each gate at a cost of $10,000 per truck. This will mean that only one driver is needed per truck as no heavy lifting will be required.
It is Fast Track Couriers’ intention to use these surplus drivers to drive the new trucks that will be purchased to enable the company to extend its services to regional NSW.
Drivers are currently happy with the work environment, as they enjoy working as part of a two-man team. The organisation typically leaves the drivers alone and lets them do their job as this is what seems to make them happy. Management has tried in the past to have drivers participate in organisational activities. These activities were not received positively and the drivers complained and asked not to be involved. The drivers’ view is that their preferred team is their two-man driver team and they only see the benefits of that specific working arrangement. There is a high value placed on communication with trucking team members.
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