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Elements and Performance Criteria

Required Skills

Required skills

innovation skills to think laterally and to develop creative means to enable people to accept change positively

high level interpersonal and leadership skills to obtain acceptance of change processes and to inspire trust

planning and organising skills to sequence events and to enable staff to be clear in times of change or turbulence

Required knowledge

change management processcycle

organisational behaviour

Evidence Required

The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria required skills and knowledge range statement and the Assessment Guidelines for the Training Package

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Evidence of the following is essential

documentation of a change process that details the rationale for the change and its objectives the process of implementing the change and a critical evaluation of how the change process was managed

techniques for responding to resistance to change

knowledge of change management processcycle

Context of and specific resources for assessment

Assessment must ensure

access to appropriate documentation and resources normally used in the workplace

Method of assessment

A range of assessment methods should be used to assess practical skills and knowledge The following examples are appropriate for this unit

analysis of responses to case studies and scenarios

assessment of written reports on change management

direct questioning combined with review of portfolios of evidence and third party workplace reports of onthejob performance by the candidate

observation of demonstrated techniques in responding to resistance to change

review of change management project plan and communicationeducation plans

review of documentation outlining consultation with relevant groups and individuals for input to the change process

oral or written questioning to assess knowledge of organisational behaviour

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector workplace and job role is recommended

Range Statement


The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Strategic change needs refers to:	actions arising from strategic planning activities to bring about major change in the organisation (they may relate to people, processes, technology or structure)
External environment may refer to factors that are:	consumer driven ecological economic ethical legal political social technological
Major operational change requirements means:	changes which need to be made to the organisation to maintain or improve performance and/or competitive position
Relevant managers refers to:	managers who: are affected by the change are participating in the change project hold a leadership position in the organisation
Risk analysis means:	determination of the likelihood of a negative event preventing the organisation meeting its objectives and the likely consequences of such an event on organisational performance
Barriers to change may include:	challenges to group norms/established roles existing organisational culture existing reward systems fear of loss of status, security, power, friends interdepartmental rivalry/conflict lack of involvement in the change low morale vested interests
Mitigation strategies means:	strategies put in place or action taken to reduce or eliminate risk identified
Change management project plan includes:	budget methodology for change program objectives/outcomes timetable
Approvals refers to:	formal approval from the manager/s who have responsibility for the area/s of the organisation affected by the change project
Resources may include:	contractors employees/managers external/internal consultants financial/budget approval hardware/software physical assets
Interventions and activities may include:	action research career planning inter-group team building job redesign sensitivity training succession planning surveys (with feedback) team building termination or redeployment training transition analysis