Assessment description

Using the information contained in the appendix for Fast Track Couriers, the student will identify strategic change needs, review existing policy, monitor trends in the external environment that impact on organisation’s objectives, identify operational change objectives, prioritise change requirements and consult experts or specialists to assist in identification of change requirements and opportunities. The student will then be required to write a report to management outlining the change requirements.

Procedure

Reviews the information provided in the appendix for Fast Track Couriers and write a report on change requirements for Fast Track Couriers.

Your report should contain the following:

1. Analyse the organisational objectives provided in the appendix and identify the change requirements for Fast Track Courier. Explain how the identified change requirements link with the organisation’s strategic plan goal/s.
2. Review the organisations existing policies and practices against the strategic objectives to identify what changes are required for the following areas:

   •people
   •processes•technology•Structure.

3. Identify two external trends and explain how they may impact on the achievement of the organisations objectives
4. Identify major operational change requirements such as:
   • changes due to performance gaps
   • changes due to business opportunities
   • changes due to threats
   • Changes due to management decisions.

BSBINN601 Assessment Task 1 – v2.2

Page1of6

Crown Institute of Business and Technology Pty LtdABN 86 116 018 412 National Provider No: 91371 CRICOS Provider Code: 02870DNorth Sydney Campus: 116 Pacific Highway North Sydney NSW 2060 T: +612 9955 0488 F: 02 9955 3888

Sydney CBD Campus: Level 5, 303 Pitt St Sydney NSW 2000 T: +612 8959 6340 F: 02 9955 3888Canberra Campus: Suite 1, Level 4, 40 Cameron Avenue, Belconnen ACT 26 17 T: +612 6253 5184

1. Identify any specialists you would engage with to help identify change requirements and explain why they would be useful. What consulting model you would adopt to engage with these specialists.
2. Identify the Managers that need to be informed about the change requirements. Prepare a plan that identifies who, when and how stakeholders and managers will be engaged to review and prioritise change requirements.
3. 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.

You must provide:

?One report detailing change requirements for the simulated organisation. Your report must be 3-4 pages that include all information identified in the procedure above.

BSBINN601 Assessment Task 1 – v2.2 Page2of6

Crown Institute of Business and Technology Pty LtdABN 86 116 018 412 National Provider No: 91371 CRICOS Provider Code: 02870DNorth Sydney Campus: 116 Pacific Highway North Sydney NSW 2060 T: +612 9955 0488 F: 02 9955 3888

Sydney CBD Campus: Level 5, 303 Pitt St Sydney NSW 2000 T: +612 8959 6340 F: 02 9955 3888Canberra Campus: Suite 1, Level 4, 40 Cameron Avenue, Belconnen ACT 26 17 T: +612 6253 5184

Appendix – Fast Track Couriers Pty Ltd

It is the end of the 2018 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 organisation’s strategic goals. Specific operational and human resources goals were developed to support the strategic goals.

The strategic goals were developed as a result of external market research indicating an opportunity for 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 increased efficiency and shorter delivery times from larger truck fleet and improved distribution systems.

You have also been given some information about employees and some background information regarding the organisation’s workforce relations.

Before submitting the final report, you will need to review your proposed changes with all relevant manager stakeholders. The General Manager is very concerned about identifying change requirements in close consultation with key management stakeholders within the organisation in order to ensure the least resistance to implementation.

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 organisation’s strategic goals are:

• to expand business in the metropolitan area so that small to medium package deliveries market share increases by 7.5%
• 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.

BSBINN601 Assessment Task 1 – v2.2 Page3of6

Crown Institute of Business and Technology Pty LtdABN 86 116 018 412 National Provider No: 91371 CRICOS Provider Code: 02870DNorth Sydney Campus: 116 Pacific Highway North Sydney NSW 2060 T: +612 9955 0488 F: 02 9955 3888

Sydney CBD Campus: Level 5, 303 Pitt St Sydney NSW 2000 T: +612 8959 6340 F: 02 9955 3888Canberra Campus: Suite 1, Level 4, 40 Cameron Avenue, Belconnen ACT 26 17 T: +612 6253 5184

Operational plan goals

• ? Testing of the distribution management system is to cease and allow implementation within the first quarter of the 2019 financial year.
• ? The truck fleet will need to be expanded by 8 trucks within the 2019 financial year.Human resources goals:

• ? To incorporate a Human Resources function to facilitate the changes in workforce management in the first quarter of the 2019 financial year.
• ? Introduce professional development and training to achieve organisational goals and promote understanding of organisation’s strategic goals in the first quarter of the 2019 financial year.
• ? Eliminate industrial relations problems in the 2019 financial year. Conclude negotiations with employees and union.
• ? Eliminate lifting injuries.Employee profile

  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; 9–5, Mon–Fri.
• ? Accountant – Reports to CFO and keeps office hours; 9–5, Mon–Fri.
• ? Truck drivers (x20) – Report to office.
• ? Office team manager – Reports to GM and keeps office hours; 9–5, Mon–Fri.
• ? Office team members (x5) – Perform administrative, sales, customer relationship management duties. Monitor truck drivers and handle enquiries. Report to office team manager.

  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.

BSBINN601 Assessment Task 1 – v2.2 Page4of6

Crown Institute of Business and Technology Pty LtdABN 86 116 018 412 National Provider No: 91371 CRICOS Provider Code: 02870DNorth Sydney Campus: 116 Pacific Highway North Sydney NSW 2060 T: +612 9955 0488 F: 02 9955 3888

Sydney CBD Campus: Level 5, 303 Pitt St Sydney NSW 2000 T: +612 8959 6340 F: 02 9955 3888Canberra Campus: Suite 1, Level 4, 40 Cameron Avenue, Belconnen ACT 26 17 T: +612 6253 5184

• ? Heavily unionised.
• ? Employee demographics are all male employees aged 25–65.
• ? Little opportunity to participate in learning and development programs due to being on the road; however, little to no interest 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.

  Previous organisational strategies/ goals

  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.

  Issues with organisational strategies/ goals

  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.

  Future organisational strategies/ goals

  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

BSBINN601 Assessment Task 1 – v2.2 Page5of6

Crown Institute of Business and Technology Pty LtdABN 86 116 018 412 National Provider No: 91371 CRICOS Provider Code: 02870DNorth Sydney Campus: 116 Pacific Highway North Sydney NSW 2060 T: +612 9955 0488 F: 02 9955 3888

Sydney CBD Campus: Level 5, 303 Pitt St Sydney NSW 2000 T: +612 8959 6340 F: 02 9955 3888Canberra Campus: Suite 1, Level 4, 40 Cameron Avenue, Belconnen ACT 26 17 T: +612 6253 5184

$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.