Element

Performance Criteria

Elements describe the essential outcomes of a unit of competency.

Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the required skills and knowledge section and the range statement. Assessment of performance is to be consistent with the evidence guide.

1. Analyse the environment and change drivers.

1.1.Conduct research to identify drivers of change within the business environment.

1.2.Review the organisation’s strategic and business plans to ensure their capacity to respond to the environment change.

1.3.Take steps to ensure change processes support the principles of sustainability.

1.4.Identify and prioritise potential change processes for further action.

2. Analyse barriers to change.

2.1.Review internal and external data to identify trends in customer and stakeholder behaviour that will indicate future preferences.

2.2.Identify, size and assess the risks associated with implementation of the change process.

2.3.Identify and analyse the resources required to support the implementation of a change process.

2.4.Review and quantify the impact of change on existing organisational structures, customer behaviour, resourcing and profitability.

2.5.Assess the capacity of the organisation to respond to the change requirements.

2.6.Assess the impact of legislative or regulatory requirements on the change processes that are developed.

3. Prepare a strategy for change.

3.1.Identify and cost the human and other resources required to implement change.

3.2.Consult with key decision makers to refine and finalise a strategy to support change.

3.3.Develop a timeframe for the change process.

3.4.Identify criteria to measure the outcomes and performance of the change process.

3.5.Develop, test, prioritise and document strategies to drive change.

4. Implement and lead change.

4.1.Identify and brief team members who will drive implementation of the change.

4.2.Build a shared understanding and staff commitment to change through the communication of the objectives, processes and timelines to be achieved.

4.3.Put in place processes to implement and monitor the change strategy.

4.4.Communicate benefits and processes of change to customers and stakeholders.

4.5.Seek feedback on impact of change during implementation and make adjustments to strategies as required to ensure positive outcomes.

4.6.Manage conflict between individuals according to organisational procedures.

4.7.Provide ongoing feedback to staff, customers and stakeholders of progress and outcomes achieved.

5. Evaluate outcomes of change process.

5.1.Quantify and analyse outcomes achieved from the implementation of the change measured against established criteria.

5.2.Quantify and analyse the sustainability of the change and the capacity to add value to the business.

5.3.Analyse and recommend opportunities for future organisational change and improvement in line with organisational policies and procedures.

Required skills

administration and management skills to:

analyse resources

manage time, including planning and prioritising work

analytical and problem-solving skills to:

research environmental issues

select strategies that best match the organisation’s requirements

technology skills to use computer applications to support planning and research

Required knowledge

concepts and models of:

change and change management

leadership and management

organisational culture

concepts of risk management planning and processes

performance and accountability models and processes

impact of organisation’s culture on acceptance of change

organisational mission, vision, values and goals

organisational strategy, policy and procedures

principles of economic, environmental and social sustainability in relation to change management in the retail industry

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.

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

Evidence of the following is essential:

identifies the drivers and barriers to change

prepares a strategy to foster change

demonstrates personal skills and strategies to lead change within a team or organisation

evaluates change outcomes.

Context of and specific resources for assessment

Assessment must ensure access to:

a retail work environment

current and varied range of text and online information sources

changes to legislative or regulatory requirements that may impact on business operation

external market data

relevant organisational performance data indicators

staff in a variety of job roles

strategic and business plans.

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:

observation of performance in the workplace

a role play

customer feedback

answers to questions about specific skills and knowledge

review of portfolios of evidence and third-party workplace reports of on-the-job performance.

Guidance information for assessment

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

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 individual, accessibility of the item, and local industry and regional contexts) may also be included.

Research may include:

primary research accessed or commissioned from external sources

primary research conducted in-house, including:

qualitative research

quantitative research

search of publicly available annual reports for listed companies

search of publicly available business records

secondary research, including publicly available data accessed through desk-based research.

Drivers of changemay include:

competitor pressure

customer behaviour

demographic changes

economic conditions and cycles

ownership or shareholder changes

product or service developments

profitability increase or decrease

supplier pressure

technological developments.

Sustainability principles include:

economic sustainability, over time

environmental sustainability, over time

social sustainability, over time.

Trends in customer and stakeholder behaviourmay result in changes to:

brand alignments

buying patterns

loyalty or shifts in loyalty

participation in events, offers and programs

service level expectations and requirements.

Risks may include:

change to government policy and programs

changing client requirements

cost over-runs

cyclical changes within the industry or region

difficulty in accessing funds

emergence of new technologies

inability to access necessary skills within the workforce

legal proceedings

potential for disruption to existing services and products

staff dissatisfaction

strength of existing or new competitors

tightened economic environment

time delays due to the planning and decision-making process.

Legislative or regulatory requirementsmay include:

alcohol and liquor laws

emergency management

employment laws

environmental standards and protection

food safety and handling

intellectual property and licensing

local government authority planning and permit requirements

merchandising licensing

public safety, including fire safety

responsible serving of alcohol

Australian consumer law

traffic management

work health and safety (WHS).

Strategies to drive change may include:

changed decision-making and delegation processes

changed organisational structure

changed role responsibilities of staff

identification of new markets

identification of new products and services

reviewed or new planning processes

reviewed or new work processes.