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Swinburne Managing Workplace Change Guide

The Swinburne University's industrial agreements (Academic and General Staff Enterprise Agreement 2009 (the EA) and Multi Business Agreement (MBA)), provides that Significant effects may include but are not limited to:

  • Changes to work practices
  • The introduction of technological change
  • Contracting out of functions undertaken by staff of the University
  • Organisational changes which impact on job opportunities, or job security
  • Change in the composition, operation or size of the workforce
  • Changes in skill requirements;
  • The need for retraining or transfer of employees to other work locations
  • The restructuring of jobs

When considering a workplace change that may have a significant effect on staff, the change management process outlined should be applied.

Whether the change arises because of budget or because of a need to change direction, restructuring a business unit will have implications for staff. This is the case regardless of whether or not staff numbers actually reduce or not.

This toolkit has been developed to provide information and practical tools designed to assist managers to understand and manage the human resource aspects of major workplace change.

It is critically important to meet with your HR Consultant when you are first considering change and before decisions have been made to ensure the change management process runs smoothly and complies with our agreements.

An overview of the consultation and change management process

Step 1: Considering change
1.1. Review the current situation

One of the first steps in considering change is 'reviewing the current situation'. The review and planning period is the most critical part of the change process as it will set the parameters for all that follows. You need to identify the reasons for the proposed changes, identify who the key stakeholders may be and consider wider organisational strategies which may impact on, or be affected by, the proposed change to assist you in developing a broad outline of the proposal.

It is important at this stage that you consider job functions and positions when reviewing unit structures, rather than focusing on current occupants of particular positions.

For large scale organisational change a reference group may be established with staff nominated representatives. HR can assist in establishing and participate in management of change reference group meetings.

Obtaining a review from an external consultancy firm

You may wish to seek an independent review of the management unit. In this case terms of reference should be developed. It is strongly recommended that once a provider has been contracted that a meeting be held with your HR Consultant and the reviewer to ensure that the provider understands the industrial context in which recommendations may be made.

You will need to obtain verbal 'in principle' support for the proposed changes from the head of the management unit.

1.2. Draft a consulation paper for staff to consider

At Swinburne we value the views of our staff. The management of change process ensures we draw on their knowledge and experience so that we can be certain that when organisational change is contemplated, the best possible outcome is implemented.

At this stage the aim is to clearly and concisely provide staff with the details of the proposed change in a format that they can consider and provide a response to. You may wish to provide several options for change at this stage for staff to consider. It is reasonable to provide a number of alternative organisational charts with proposed position titles and indicative time fractions and classification levels for staff to consider, baring in mind that these proposed structures may change following the consultation process.

It is recommended that you use the consultation paper template at this stage. You may wish to partner with HR to draft the consultation paper. It is recommended that HR review your consultation paper prior to moving to Step 3.

Resources:

1.3. Communicate proposal to staff

The way in which any consultation and communication activities are undertaken will be critical to the future success of the change process. It is important to ensure that all staff (including those on extended leave) are informed of the proposed change - (broad issues), and encouraged to provide feedback.

Key actions required to ensure an appropriate level of consultation:

Send draft consultation paper and power point presentation to HR

The Consultation paper must be sent to HR to be tabled at the Joint Consultative Committee (JCC) and/or the Institute Consultative Committee (ICC). It is a requirement of the EA and/or MBA that organisational change be discussed at the consultative committees.

Missing this step may result in a dispute with the union over the management of change clause in the EA and/or MBA which will delay your process.

Staff Briefing

Arrange a Staff Briefing to advise staff collectively of the proposed changes. We recommend that you provide information to staff via a Power Point presentation including staff on leave and secondment. Ensure you give ample notice of the briefing session to enable staff on leave to make arrangements to attend if they wish. If a staff member on leave is not able to attend, email and post a hard copy of the consultation paper and presentation to the staff member.

Given that you are only at the proposal stage, the level of detail provided at this time is usually quite high and should cover:

  • the reasons for the change
  • who the key stakeholders are
  • what if any wider organisational strategies influence or may be impacted on by the proposed change
  • the anticipated staffing process for the restructure, including providing policy information on redundancy and redeployment if appropriate
  • the type of support available for staff (EAP, HR).
  • how and when to provide feedback

Your draft consultation paper will be useful when preparing the necessary information for the Power Point presentation.

You may wish to have HR present to cover the policy and procedural steps in the change process.

Resources

Step 2: Consultation
2.1. Invite feedback from staff and their representatives

Each staff member should be invited to meet with you individually and with their representative should they wish to provide their feedback verbally. Staff should also be invited to email a response to the proposal.

It is critical that you maintain the Consultation Record and Feedback Summary log as this is evidence that you have complied with Swinburne's consultation requirements. The excel log will also assist you to view a summary of all feedback and consider alternatives.

Resources:

It is important at this stage that you consider all of the feedback provided.

2.2. Refine proposal based on feedback

At this stage it is recommended that you revisit your consultation paper and consider the feedback received from staff. You may wish to partner with HR to incorporate staff feedback in your decision making process.

You may, at this stage, make a decision about the type of change you intend to implement. It is useful to discuss the detail of the changes with HR particularly if there is a reduction of positions.

HR will partner with you to develop an implementation plan and advise you of the redeployment, retraining and redundancy process (if applicable).

2.3. Communicate decisions to staff

Arrange a Staff Briefing to advise staff collectively of the changes and the implementation process including staff on leave and secondment. Ensure you give ample notice of the briefing session to enable staff on leave to make arrangements to attend if they wish. If a staff member on leave is not able to attend, email and post a hard copy of the presentation to the staff member.

You may wish to revisit your initial Power Point presentation and simply include feedback or update the initial proposal. It is reasonable at this stage to provide an organisational chart with position titles and indicative time fractions and classification levels.

Once again it is recommended that you invite staff to meet with you to look at options for mitigating adverse effects, this is particularly important in exploring alternatives to redundancy.

You may wish to have HR present to cover the redeployment, retraining and redundancy process.

Step 3: Implementation
3.1. Meet with staff to look at options for mitigating adverse effects

Meet with individual staff to discuss how you might mitigate adverse effects. Avoiding adverse effects may not always be possible, however it is important to explore options that will lessen or reduce the impact. You may wish to partner with HR during this step.

3.2. Implement changes

HR will assist you in implementing the changes. This may include the following processes;

  • Developing new position descriptions
  • Recruiting for new positions
  • Translating staff in to existing positions
  • Redeploying staff in to alternative positions
  • Notifying staff of redundancies
  • Relocating staff
  • Seeking training for staff
Step 4: Review
4.1. Review changes

Evaluation will show whether the management unit has achieved the attended outcome or whether the change process has stalled. Monitoring and evaluating the change are essential processes to ensure that the change has been successful.

When evaluating the change consider questions like:

  • Did we do what we said we'd do?
  • What can be learnt from the change process and how it was handled?
  • Where to from here?
  • Are we doing all that we can to ensure that the change is effective?
  • What other assistance (if any) is needed by staff?

Staff may be surveyed to gather feedback about the organisational change process for the purposes of continual improvement.

It is also useful for HR to monitor turn over, workcover claims, incident reports and exit surveys within the management unit to determine if additional support or programs are provided.

For structural changes it is valuable to review the changes 12 months on from initial implementation to ensure the changes implemented were appropriate.

Common pitfalls during the management of change process

Engaging external reviewers who do not understand the industrial environment - inappropriate or unnecessary content included in recommendations

  • Risks: complicates process, distracts from desired outcomes. Potential disputes over the consultation process.
  • Mitigation strategies: reviewer to meet with HR Consultant as part of initial brief. Scope of work clearly defined in terms of reference.

Making the decision before the consultation process has taken place.

  • Risks: Dispute over the management of change. Breach of agreement. Significant disruption to process.
  • Mitigation strategies: involve HR when first considering change and before consultation or decisions have been made.