Elements and Performance Criteria
- Influence organisational culture
- A strategic review of organisational culture is undertaken to establish existing attitudes to change and identify key issues for action
- The strategic advantages of ongoing change for individuals, groups and the organisation are identified, supported and actively promoted to foster commitment to workplace change
- The acceptance of new ideas and management methods, and challenges to existing practices and structures are embedded in managerial practice and decision making to develop an organisational culture that seeks and thrives on change for continuous improvement and business flexibility
- Change management activities and related performance indicators for managers are embedded in organisational strategies, policies and plans as an ongoing requirement rather than added/transitory elements
- Staff with a range of attributes that are reflective of a diverseworkforce are recruited, developed and deployed to maximise the organisation's strategic advantage in dealing with change
- Learning and development opportunities for managing change are embedded in induction and professional development for staff to support the development of a culture that embraces change
- Anticipate change
- The likelihood of significant change for the organisation is identified through strategic networking and ongoing consideration of factors impacting upon the community, the public sector, the organisation or within the political environment
- Key stakeholders are consulted in identifying external drivers for change, and likely change is analysed in relation to its potential effect on organisational purpose, functions, structure, strategic objectives and the people in the organisation
- Early planning is undertaken with managers, human resource personnel and staff to ensure maximum lead time, support for those likely to be affected by change and to allow thoughtful, proactive responses to be generated to optimise outcomes for the organisation
- Resourcing challenges of both implementing and sustaining change are anticipated and planned for in accordance with organisational policies, procedures guidelines and legislative requirements
- Provide strategic leadership in change management
- Strategic priorities are formulated in consultation with key stakeholders in the organisation and the community, and set out a vision for the future that provides challenging but realistic objectives to address change and maximise outcomes
- Current best practice information on change management is accessed and used to ensure change is managed effectively for sustained positive outcomes for the organisation and its people
- Leadership strategies are used to assist others to deal with ambiguity and to be creative and innovative in their approaches to dealing with change
- Strategies are designed to address the transition from present to future arrangements and provide guidance for dealing with ambiguity in roles, functions, organisational priorities or structures
- Organisational culture, business outcomes and client feedback are monitored and positive achievements identified and celebrated in accordance with organisational policy
- Influence organisational culture
- A strategic review of organisational culture is undertaken to establish existing attitudes to change and identify key issues for action.
- The strategic advantages of ongoing change for individuals, groups and the organisation are identified, supported and actively promoted to foster commitment to workplace change.
- The acceptance of new ideas and management methods, and challenges to existing practices and structures are embedded in managerial practice and decision making to develop an organisational culture that seeks and thrives on change for continuous improvement and business flexibility.
- Change management activities and related performance indicators for managers are embedded in organisational strategies, policies and plans as an ongoing requirement rather than added/transitory elements.
- Staff with a range of attributes that are reflective of a diverse workforce are recruited, developed and deployed to maximise the organisation's strategic advantage in dealing with change.
- Learning and development opportunities for managing change are embedded in induction and professional development for staff to support the development of a culture that embraces change.
- Anticipate change
- The likelihood of significant change for the organisation is identified through strategic networking and ongoing consideration of factors impacting upon the community, the public sector, the organisation or within the political environment.
- Key stakeholders are consulted in identifying external drivers for change, and likely change is analysed in relation to its potential effect on organisational purpose, functions, structure, strategic objectives and the people in the organisation.
- Early planning is undertaken with managers, human resource personnel and staff to ensure maximum lead time, support for those likely to be affected by change and to allow thoughtful, proactive responses to be generated to optimise outcomes for the organisation.
- Resourcing challenges of both implementing and sustaining change are anticipated and planned for in accordance with organisational policies, procedures guidelines and legislative requirements.
- Provide strategic leadership in change management
- Strategic priorities are formulated in consultation with key stakeholders in the organisation and the community, and set out a vision for the future that provides challenging but realistic objectives to address change and maximise outcomes.
- Current best practice information on change management is accessed and used to ensure change is managed effectively for sustained positive outcomes for the organisation and its people.
- Leadership strategies are used to assist others to deal with ambiguity and to be creative and innovative in their approaches to dealing with change.
- Strategies are designed to address the transition from present to future arrangements and provide guidance for dealing with ambiguity in roles, functions, organisational priorities or structures.
- Organisational culture, business outcomes and client feedback are monitored and positive achievements identified and celebrated in accordance with organisational policy.