ASSESSMENT TASK: 01

Identify Change Requirements

Submission details
The assessment task is due on the date specified by your assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for
details.
Performance objective
The candidate will demonstrate the skills and knowledge required to identify change
requirements for an organisation.
Assessment description
Using the Fast Track Couriers Pty Ltd scenario information supplied in appendix 1, the
candidate will:

identify strategic change needs,

review existing policy,
monitor trends in the external environment that impact on organisations objectives,
identify operational change objectives,
prioritise change requirements, and
consult experts or specialists to assist in identification of change requirements and
opportunities.

The candidate will then write a report to management outlining the change requirements.
Task
It is the end of the 2011 financial year. You are an external change management consultant
employed by Fast Track Couriers. You have been asked by the General Manager to prepare
a report to identify opportunities and requirements for change for the organisation in the
coming year.
You have been given some information about the organisation and the organisations
strategic goals. Specific operational and human resources goals were developed to support
the strategic goals. Please see Appendix 1.
The strategic goals were developed as a result of external market research indicating an
opportunity for Fast Track Couriers to build market share in Sydney. The business has the
opportunity to increase Sydney market share by 7.5% on the back of increased efficiency
and shorter delivery times from larger truck fleet and improved distribution systems.
You have also been given some information about employees and some background
information regarding the organisations workforce relations.

Before submitting the final report, you will need to review your proposed changes with all
relevant manager stakeholders. The General Manager is very concerned about identifying
change requirements in close consultation with key management stakeholders within the
organisation in order to ensure the least resistance to implementation.
Procedure
1. Review the scenario information provided (in the Appendix of this task) for Fast Track
Couriers.
2. Prepare to write a report on change requirements for Fast Track by following steps
310 below.
3. Analyse the organisational objectives provided in the scenario to identify the change
requirements for Fast Track Couriers:
a. Identify requirements for change
b. prepare an explanation of how your identified change needs link to the
organisations strategic plan goal/s.
4. Review the organisations current state to understand how the current policies,
practices and operations deliver against the organisations strategic goals. Review
the organisations performance against objectives with regards to its:
a. People
b. Processes
c. Technology
d. structure.
5. Monitor external trends to identify events or trends which may impact on the
achievement of the organisations strategic plan goals:
a. identify two external trends
b. develop an explanation of how the trends currently impact or will impact
organisational objectives .
6. Identify major operational change requirements:
a. identify changes due to performance gaps
b. identify changes due to business opportunities
c. identify changes due to threats
d. identify changes due to management decisions.
7. Identify specialists to be consulted to assist with identifying change needs:
a. identify specialists you will engage to help identify change requirements and
be prepared to explain your reasons for engaging these specialists
b. identify what consulting model you would adopt to engage the specialists and
be prepared to explain why you would use this model.
8. Assume your assessor is a specialist/expert of the kind you have identified in step 7.
Consult with your assessor to assist with identification of change management
requirements and opportunities.
9. Identify the managers that need to be informed. Prepare a plan that identifies who,
when and how stakeholder managers will be engaged to review and prioritise change
requirements.
10. Assume your assessor is a manager you have identified. Consult with your assessor
to review the changes you propose and to help you prioritise changes. Suggest and
justify the priority you have assigned to each change you recommend.

11. Prepare a 3 to 4 page report detailing change requirements for the organisation.
Include all of the information you identified and explanations that you prepared in
steps 310.
12. Submit all documents to your assessor as per the specifications below. Ensure you
keep a copy of all work submitted for your records.
Specifications
You must provide:
One report detailing change requirements for the simulated organisation.
Your assessor will be looking for:

A 3 to 4 page report including all information identified in the procedure above

knowledge of the impact of external trends on organisational change
knowledge of specific organisational requirements
learning skills to incorporate new ideas into your report on change requirements
planning skills to organise engagement with manager stakeholders
teamwork skills to consult with relevant people for input
verbal communication skills to describe, support, and negotiate change requirements
and priorities with stakeholders.

Appendix 1

Appendix 1

Task: Fast Track Couriers Pty Ltd

It is the end of the 2011 financial year. You are an external change management consultant
employed by Fast Track Couriers. You have been asked by the General Manager to develop
a change management strategy and present the strategy to management for approval.
Management has identified the following high-priority change requirements:
Goal A: Implement PDA/ GPS usage (productivity function) on truck fleet in the first

quarter of the 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 priority order):
1. Most efficient use of resources to cover market needs. Management will look at more
than the raw hours spent on job and consider all factors such as job difficulty, traffic
conditions 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; use present employees as much as possible.
Reduced possibility of lifting injury.

The change management strategy, once approved by the General Manager, should be
implemented immediately.

People/structure
Fast Track Couriers has implemented and recruited the people required to fill the roles in the
following organisational structure:

General
Manager/CF
O
Human
Resources
manager

Sales manager

Sales team (3)

Trucking
manager

Trucking team
(20)

Office
manager

Accountant

Administrative
support/recepti
on

Managerial duties/role description

General manager/CFO

HR manager

Sales manager
Trucking /operations
manager
Office manager

Oversees company; approves major business

decisions such as strategic goals, change
management initiatives; reports to board of directors;
prepares financial reports.
Oversees and implements change management
programs; collect feedback, assessment results, and
all other data regarding change management;
provides report to the General Manager on
implementation of major changes; oversees
recruitment.
Coordinates sales team; provides sales team
training; manages performance of sales team.
Coordinates activities of trucking team; manages
performance of trucking team; compiles productivity
reports; manages operations, authorises purchasing
of operational equipment etc.
Coordinates activities of accountant and
administrative support. Authorises payroll.

Resourcing/budget:
The budget for implementing the change strategy (excluding cost of new trucks, technology
and lift gates, lost productivity from truckers) is $25,000. Overruns must be approved by
General Manager.

You will be employed for two weeks full-time (40 hrs/week) and 8 hours a week until end of
the first quarter.
Resources:
The following resources are available for your use:
Resource

Cost

Availability

Project
analyst/manager
(you).
Trucking manager
(Bob Rogers).
Sales team member
with high-level oral
and written
communication skills
to assist new Human
Resources manager
(Jessica Smith).
New Human
Resources manager
Peggy Anderson).
PDA/GPS trainer
(Jack MacDonald).
Lift gates trainer (Erin
Mitchell)
Head office training
rooms equipped with
training supplies for
five participants.
PDA/GPS device,
based at office.
One new truck with
tail gate based at
office

$100/hour

Length of project, as needed

Length of project, as needed

Length of project, as needed

$150/hour

Length of project, as needed

$150/hour

Length of project, as needed

2nd week of July 2011 only.

Length of project, as needed

Length of project, as needed

Other resources must be requested for approval by General Manager.

Education/ training
Goal A: Implement PDA/ GPS usage (productivity function) on truck fleet in the first

quarter of the 2012 financial year. Requires a half-day training session.

Goal B: Implement one person/truck policy using automatic lift gates in the first quarter

of the 2012 financial year. Requires a half-day training session.

Project management reporting
The General Manager would like you to report to her on a daily basis in the initial week of the
project and then weekly until the end of the first quarter. The HR manager should receive a
copy of this report.

Template
Fast Track Couriers policy mandates the use of the following project management template.
Green: completed
Amber: in progress
Red: not completed.

Reporting element

Measures

Change goal A

Implement PDA/ GPS

usage (productivity
function) on truck fleet in
the first quarter of the
2012 financial year.

Project management

Delivery of project
activities as per project
plan for each stream
People
Process
Technology
Structure

Stakeholder Management

Stakeholders engaged
and comfortable with
current position

Communication

Communication plan
activities on schedule

Education

Education plan activities

on schedule

Cost benefits

Project budget on track

Cost benefits on track to
be realised

Risk Management

Risk management plan

effectively managing risk

Status

Overall status:

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.

Employee profile (pre-changes)

Fast Track Couriers employee the following people:
General manager (GM) Generally on the road; never in office.
Chief financial officer (CFO) Reports to GM and keeps office hours; 95, MonFri.
Accountant Reports to CFO and keeps office hours; 95, MonFri.
Truck drivers (x20) Report to office.
Office team manager Reports to GM and keeps office hours; 95, MonFri.
Office team members (x5) Perform administrative, sales, customer relationship

management duties. Monitor truck drivers and handle enquiries. Report to office team
manager.
Head office employees
Covered under individual contracts.
Salary range $32,000$75,000 annum.
Small team of mainly female employees, ranging in age.
Lots of opportunity to participate in learning and development programs due to

management support; however little desire to participate.

High employee engagement scores. Employees cite team work and opportunities as

motivating factors affecting the business success.

Drivers
Covered by an award.
Salary $45,000 per annum.
Heavily unionised.
Employee demographics are all male employees aged 2565.
Little opportunity to participate in learning and development programs due to being on

the road; however, little to no interest to participate in development opportunities.

Large number of workplace injuries due to heavy lifting.
Low employee engagement scores. Drivers cite pay as an issue.
Currently experiencing low turnover.
History of industrial disputes regarding pay and previous change initiatives.

Background to workforce management and relations

The company communicates with employees via email for head office
employees and a printed monthly newsletter for drivers. The company
provides information regarding policies 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.

Appendix 4
Risk management analysis

Risk / Barriers

Impact

Likelihood

Lack of trust
regarding use of
productivity data.
Refusal to
implement.

High

Medium

Address employee
concerns.
Perceived threat to
job security
Resistance to
implementation.

High

High

Industrial action.

High

Medium

Strategies for
mitigating risk
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.
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.

Address employee
concerns.
Gain trust and
acceptance.