Manage organisational change

This unit describes the performance outcomes, skills and knowledge required to determine strategic change requirements and opportunities; and to develop, implement and evaluate change management strategies.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.


This unit applies to managers with responsibilities that extend across the organisation or across significant parts of a large organisation. They may have a dedicated role in human resources management, human resources development, or work in a strategic policy or planning area. The unit takes a structured approach to change management and applies to people with considerable work experience and organisational knowledge.

Elements and Performance Criteria



1. Identify change requirements and opportunities

1.1. Identify strategic change needs through an analysis of organisational objectives

1.2. Review existing policies and practices against strategic objectives to identify change requirements

1.3. Monitor trends in the external environment to identify events or trends that impact on the achievement of organisation's objectives

1.4. Identify major operational change requirements due to performance gaps, business opportunities or threats, or management decisions

1.5. Review and prioritise change requirements or opportunities with relevant managers

1.6. Consult specialists and experts to assist in the identification of major change requirements and opportunities

2. Develop change management strategy

2.1. Undertake cost-benefit analysis for high priority change requirements and opportunities

2.2. Undertake risk analysis, identify barriers to change, and agree and record mitigation strategies

2.3. Develop change management project plan

2.4. Obtain approvals from relevant authorities to confirm the change management process

2.5. Assign resources to the project and agree reporting protocols with relevant managers

3. Implement change management strategy

3.1. In consultation with relevant groups and individuals, develop communication or education plan to promote the benefits of the change to the organisation and to minimise loss

3.2. Arrange and manage activities to deliver the communication or education plans to relevant groups and individuals

3.3. Consult with relevant groups and individuals for input into the change process

3.4. Identify and respond to barriers to the change according to risk management plans

3.5. Action interventions and activities set out in project plan according to project timetable

3.6. Activate strategies for embedding the change

3.7. Conduct regular evaluation and review, and modify project plan where appropriate to achieve change program objectives

Required Skills

Required skills

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

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

learning skills to enable openness to new ideas and techniques which could contribute to ongoing organisational improvement

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

problem-solving skills to identify and respond to barriers to the change and analyse risks

project management skills to implement the change management strategy

teamwork skills to consult with relevant groups and individuals for input to the change process

verbal communication skills to consult with relevant stakeholders and promote the change management plan

Required knowledge

change management process or cycle

components of a change management project plan

impact of the external environment on change strategies

organisational behaviour

potential barriers to change

range of strategies for embedding change

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:

development of a change process that detailsrationale for the change and its objectives

implementation of a change process

critical evaluation of how the change process was managed

demonstration of techniques for responding to resistance to change.

Context of and specific resources for assessment

Assessment must ensure access to appropriate documentation and resources normally used in the workplace.

Method of assessment

The following assessment methods are appropriate for this unit:

analysis of responses to case studies and scenarios around change management

assessment of reports on change management

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

review of change management project plan and communication or education plans

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

oral or written questioning to assess knowledge of change management strategies.

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 may include:

actions arising from strategic planning activities to bring about major change in the organisation, which may relate to:





External environment may refer to factors that are:










the drive to corporate sustainability

the move to a knowledge economy


Relevant managers may include those:

affected by the change

holding a leadership position in the organisation

participating in the change project.

Barriers to change may include:

challenges to group norms or established roles

existing organisational culture

existing reward systems

fear of loss of status, security, power or friends

interdepartmental rivalry or conflict

lack of involvement in the change

low morale

vested interests.

Resources may include:


employees and managers

external and internal consultants

financial and budget allocation

hardware and software

physical assets.

Interventions and activities may include:

action research

career planning

job redesign

sensitivity training

succession planning

surveys (with feedback)

team building

termination or redeployment


transition analysis.


Unit sector

Competency Field

Creativity and innovation - innovation

Employability Skills

This unit contains employability skills.

Licensing Information

Not applicable.