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Evidence Guide: PSPMNGT604B - Manage change

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

From the Wiki University

 

PSPMNGT604B - Manage change

What evidence can you provide to prove your understanding of each of the following citeria?

Confirm that change is required

  1. The requirement for change is confirmed through consideration of factors impacting upon the business unit, the organisation or within the political environment
  2. Key stakeholders are consulted in establishing that change is required/imminent and the nature of the change
  3. Benchmarking is conducted with other similar organisations/functions/best practice standards to confirm the need for change
  4. Specialists and experts are consulted as required to assist in the identification of major change requirements or opportunities
  5. The need for management support, expertise and advice is identified and addressed to maximise the advantages of change management strategies
The requirement for change is confirmed through consideration of factors impacting upon the business unit, the organisation or within the political environment

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Key stakeholders are consulted in establishing that change is required/imminent and the nature of the change

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Benchmarking is conducted with other similar organisations/functions/best practice standards to confirm the need for change

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Specialists and experts are consulted as required to assist in the identification of major change requirements or opportunities

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The need for management support, expertise and advice is identified and addressed to maximise the advantages of change management strategies

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine the likely impact of change

  1. The proposed change is analysed in relation to organisational structure and function, and business unit strategic objectives
  2. The individuals, groups and others likely to be affected by change are identified and their expectations and concerns are identified
  3. The eventual impact of the proposed change on employees and employee relations within the business unit is identified and explained in line with individuals' specific needs and their differing responses to change
  4. Options and specific proposals for change and the consequences are discussed with staff and feedback is invited to ensure that people are involved in the decisions that affect them
  5. Potential risks associated with change are identified and planned for in accordance with the organisation's risk management procedures
  6. The requirements and planned outcomes for change are communicated in accordance with government requirements
The proposed change is analysed in relation to organisational structure and function, and business unit strategic objectives

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The individuals, groups and others likely to be affected by change are identified and their expectations and concerns are identified

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The eventual impact of the proposed change on employees and employee relations within the business unit is identified and explained in line with individuals' specific needs and their differing responses to change

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Options and specific proposals for change and the consequences are discussed with staff and feedback is invited to ensure that people are involved in the decisions that affect them

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Potential risks associated with change are identified and planned for in accordance with the organisation's risk management procedures

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The requirements and planned outcomes for change are communicated in accordance with government requirements

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop a change management strategy

  1. Change management strategy and related communication strategies are prepared participatively with key stakeholders
  2. The strategy is structured to address the transition from present to future arrangements and identifies tactics for dealing with ambiguity in roles, functions, organisational priorities or structures
  3. Future trends and organisational needs are discussed and considered in the process of developing strategies for dealing with change
  4. Change management activities are designed to comply with the framework provided by relevant legislation and organisational policy
  5. Time schedules, performance standards and interim checkpoints are devised for change management strategies
  6. Approval to implement the chosen change management strategy is obtained from senior management
Change management strategy and related communication strategies are prepared participatively with key stakeholders

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The strategy is structured to address the transition from present to future arrangements and identifies tactics for dealing with ambiguity in roles, functions, organisational priorities or structures

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Future trends and organisational needs are discussed and considered in the process of developing strategies for dealing with change

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Change management activities are designed to comply with the framework provided by relevant legislation and organisational policy

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Time schedules, performance standards and interim checkpoints are devised for change management strategies

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Approval to implement the chosen change management strategy is obtained from senior management

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Foster commitment to workplace change

  1. A range of strategies is used to foster a positive attitude to change, especially from the individuals on whom the organisational change will have the most effect
  2. Advice is provided to key stakeholders on strategies for effective change management and sensitivity is shown to people's individual responses to change
  3. Resources required to implement change within the business unit are obtained and used
  4. Leadership and communication strategies are used to assist others to deal with ambiguity and adapt to change
A range of strategies is used to foster a positive attitude to change, especially from the individuals on whom the organisational change will have the most effect

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Advice is provided to key stakeholders on strategies for effective change management and sensitivity is shown to people's individual responses to change

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Resources required to implement change within the business unit are obtained and used

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Leadership and communication strategies are used to assist others to deal with ambiguity and adapt to change

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Implement a change management strategy

  1. Policies, practices and procedures are altered and implemented as required to support the change management strategy
  2. Barriers to change are identified and addressed in accordance with the organisation's risk management plan
  3. Priorities are identified, reviewed and renegotiated with key stakeholders in light of changing circumstances
  4. Strategies for embedding the change are activated in accordance with the change management strategy
  5. A system/process and performance indicators are developed to monitor the impact of change
  6. Adjustments to the change management strategy are implemented if necessary as a result of performance monitoring, to ensure change is managed effectively for sustained positive outcomes
Policies, practices and procedures are altered and implemented as required to support the change management strategy

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Barriers to change are identified and addressed in accordance with the organisation's risk management plan

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Priorities are identified, reviewed and renegotiated with key stakeholders in light of changing circumstances

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategies for embedding the change are activated in accordance with the change management strategy

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

A system/process and performance indicators are developed to monitor the impact of change

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Adjustments to the change management strategy are implemented if necessary as a result of performance monitoring, to ensure change is managed effectively for sustained positive outcomes

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Confirm that change is required

  1. The requirement for change is confirmed through consideration of factors impacting upon the business unit, the organisation or within the political environment.
  2. Key stakeholders are consulted in establishing that change is required/imminent and the nature of the change.
  3. Benchmarking is conducted with other similar organisations/functions/best practice standards to confirm the need for change.
  4. Specialists and experts are consulted as required to assist in the identification of major change requirements or opportunities.
  5. The need for management support, expertise and advice is identified and addressed to maximise the advantages of change management strategies.
The requirement for change is confirmed through consideration of factors impacting upon the business unit, the organisation or within the political environment.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Key stakeholders are consulted in establishing that change is required/imminent and the nature of the change.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Benchmarking is conducted with other similar organisations/functions/best practice standards to confirm the need for change.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Specialists and experts are consulted as required to assist in the identification of major change requirements or opportunities.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The need for management support, expertise and advice is identified and addressed to maximise the advantages of change management strategies.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine the likely impact of change

  1. The proposed change is analysed in relation to organisational structure and function, and business unit strategic objectives.
  2. The individuals, groups and others likely to be affected by change are identified and their expectations and concerns are identified.
  3. The eventual impact of the proposed change on employees and employee relations within the business unit is identified and explained in line with individuals' specific needs and their differing responses to change.
  4. Options and specific proposals for change and the consequences are discussed with staff and feedback is invited to ensure that people are involved in the decisions that affect them.
  5. Potential risks associated with change are identified and planned for in accordance with the organisation's risk management procedures.
  6. The requirements and planned outcomes for change are communicated in accordance with government requirements.
The proposed change is analysed in relation to organisational structure and function, and business unit strategic objectives.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The individuals, groups and others likely to be affected by change are identified and their expectations and concerns are identified.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The eventual impact of the proposed change on employees and employee relations within the business unit is identified and explained in line with individuals' specific needs and their differing responses to change.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Options and specific proposals for change and the consequences are discussed with staff and feedback is invited to ensure that people are involved in the decisions that affect them.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Potential risks associated with change are identified and planned for in accordance with the organisation's risk management procedures.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The requirements and planned outcomes for change are communicated in accordance with government requirements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop a change management strategy

  1. Change management strategy and related communication strategies are prepared participatively with key stakeholders.
  2. The strategy is structured to address the transition from present to future arrangements and identifies tactics for dealing with ambiguity in roles, functions, organisational priorities or structures.
  3. Future trends and organisational needs are discussed and considered in the process of developing strategies for dealing with change.
  4. Change management activities are designed to comply with the framework provided by relevant legislation and organisational policy.
  5. Time schedules, performance standards and interim checkpoints are devised for change management strategies.
  6. Approval to implement the chosen change management strategy is obtained from senior management.
Change management strategy and related communication strategies are prepared participatively with key stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

The strategy is structured to address the transition from present to future arrangements and identifies tactics for dealing with ambiguity in roles, functions, organisational priorities or structures.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Future trends and organisational needs are discussed and considered in the process of developing strategies for dealing with change.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Change management activities are designed to comply with the framework provided by relevant legislation and organisational policy.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Time schedules, performance standards and interim checkpoints are devised for change management strategies.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Approval to implement the chosen change management strategy is obtained from senior management.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Foster commitment to workplace change

  1. A range of strategies is used to foster a positive attitude to change, especially from the individuals on whom the organisational change will have the most effect.
  2. Advice is provided to key stakeholders on strategies for effective change management and sensitivity is shown to people's individual responses to change.
  3. Resources required to implement change within the business unit are obtained and used.
  4. Leadership and communication strategies are used to assist others to deal with ambiguity and adapt to change.
A range of strategies is used to foster a positive attitude to change, especially from the individuals on whom the organisational change will have the most effect.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Advice is provided to key stakeholders on strategies for effective change management and sensitivity is shown to people's individual responses to change.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Resources required to implement change within the business unit are obtained and used.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Leadership and communication strategies are used to assist others to deal with ambiguity and adapt to change.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Implement a change management strategy

  1. Policies, practices and procedures are altered and implemented as required to support the change management strategy.
  2. Barriers to change are identified and addressed in accordance with the organisation's risk management plan.
  3. Priorities are identified, reviewed and renegotiated with key stakeholders in light of changing circumstances.
  4. Strategies for embedding the change are activated in accordance with the change management strategy.
  5. A system/process and performance indicators are developed to monitor the impact of change.
  6. Adjustments to the change management strategy are implemented if necessary as a result of performance monitoring, to ensure change is managed effectively for sustained positive outcomes.
Policies, practices and procedures are altered and implemented as required to support the change management strategy.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Barriers to change are identified and addressed in accordance with the organisation's risk management plan.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Priorities are identified, reviewed and renegotiated with key stakeholders in light of changing circumstances.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategies for embedding the change are activated in accordance with the change management strategy.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

A system/process and performance indicators are developed to monitor the impact of change.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Adjustments to the change management strategy are implemented if necessary as a result of performance monitoring, to ensure change is managed effectively for sustained positive outcomes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.

Units to be assessed together

Pre-requisite units that must be achieved prior to this unit:Nil

Co-requisite units that must be assessed with this unit:Nil

Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:

PSPETHC601B Maintain and enhance confidence in public service

PSPGOV601B Apply government systems

PSPGOV602B Establish and maintain strategic networks

PSPLEGN601B Manage compliance with legislation in the public sector

PSPPOL603A Manage policy implementation

Overview of evidence requirements

In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:

the knowledge requirements of this unit

the skill requirements of this unit

application of the Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework)

change management in a range of (2 or more) contexts (or occasions, over time)

Resources required to carry out assessment

These resources include:

legislation, procedures and protocols

workplace scenarios and case studies to capture the range of situations likely to be encountered when managing change in the public sector

change management strategies applicable to the public sector

tactics for dealing with ambiguity

Where and how to assess evidence

Valid assessment of this unit requires:

a workplace environment, or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when managing change, including coping with difficulties, irregularities and breakdowns in routine

management of change in a range of (2 or more) contexts (or occasions, over time)

a variety of contexts that reflect the continuum of change management, from dealing with concrete change requirements to managing ambiguity and uncertainty

Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:

people with disabilities

people from culturally and linguistically diverse backgrounds

Aboriginal and Torres Strait Islander people

women

young people

older people

people in rural and remote locations

Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:

case studies

portfolios

projects

questioning

scenarios

authenticated evidence from the workplace and/or training courses

For consistency of assessment

Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments

Required Skills and Knowledge

This section describes the essential skills and knowledge and their level, required for this unit.

Skill requirements

Look for evidence that confirms skills in:

influencing and counselling in the context of change management

engaging in negotiation and conflict resolution in a change management environment

monitoring change management strategies

consulting with stakeholders using a variety of words and language structures to explain complex ideas to different audiences

interpreting and explaining complex, formal documents and assisting others to apply them in the workplace

preparing written advice and reports requiring reasoning and precision of expression

responding to diversity, including gender, disability

applying public sector legislation such as occupational health and safety and environmental and sustainability requirements in the context of change management

Knowledge requirements

Look for evidence that confirms knowledge and understanding of:

change management strategies

effects of change

industrial relations issues as applicable to change processes

negotiation processes

key factors in the internal and external operating environment

equal employment opportunity, equity and diversity principles

understanding of organisational goals, policies and procedures

jurisdictional legislation applicable to management and human resource management functions

Range Statement

The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.

Change may occur:

in response to government policy or Ministerial direction

in response to Machinery of Government changes

through organisational development or design strategies created by senior management

through business unit level initiatives

in response to technology changes

Business unit may refer to:

a program

sub-program

cost centre

area

division

branch

production unit or section located within the organisation

Stakeholders may include:

all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services such as:

employees at all levels of the organisation

community

clients

other public sector organisations

union and association representatives

boards of management

government

Ministers

human resources specialists

Change management strategy may include:

risk management plan

communication strategy

timeframes

milestones

performance indicators

Legislation and organisational policy may include:

Commonwealth and State/Territory legislation including equal employment opportunity and anti-discrimination law

national and international codes of practice and standards

environmental/sustainability practices

the organisation's policies and practices

government policy

codes of conduct

Machinery of Government changes

Interim checkpoints are :

points throughout the change implementation where the success of change management is assessed and change management plans are altered in response

Strategies to foster commitment to change may include:

nurturing mutually beneficial and trusting relationships with stakeholders

team building

process consultation

action learning/research

staff development and training

guiding coalition

using specialist expertise to support/facilitate an environment supportive of change

organisational communication processes/mechanisms

Leadership strategies may include:

offering guidance and direction

mentoring

coaching

positive role modelling

provision of training and support

Barriers to change may include:

individual misunderstanding the purpose of the changes

failure to see the need

fear of the unknown

fear of loss of status, security, power, friends

lack of identification with the change

lack of involvement in the change

vested interests

challenge to group norms/established roles

conflict between personal/organisational objectives

existing reward systems may support status quo

interdepartmental rivalry/conflict

threat to balance of power

tired of change

existing organisational culture

change strategies poorly chosen

history of failed change projects

inappropriate organisational structure