1. Change Management Managing change under the James Cook
University Enterprise Agreement
Presentation developed by
Raelene Eves and Belinda Pope
Presented by
Belinda Pope
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2. Presentation Overview
What is change management
What stimulates change
Why is it important
Why it can be difficult
Leading change when you’re not in charge
JCU change management process
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3. What is Change Management
A structured process and set of tools for leading the people side of change.
A leadership competency for enabling change within an organisation
A strategic capability designed to increase change capacity and responsiveness.
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4. What stimulates change
Major external forces / shifts:
Shift in domestic policy
Substantial cuts in funding
Decreased market opportunity
Dramatic increase in services
Global events
Reactive
Organisational generally respond by reviewing technical or structural opportunities.
Proactive
Organisation strategic decision to shift product or service to anticipate /create new or niche markets
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5. Why is it important
Change Management is about encouraging and supporting individuals through their own personal change – supporting through the psychological process people go through to come to terms with the change
The success of change is directly linked to the employee’s personal transition to doing things differently.
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6. Research indicates that 70% of complex change
programs fail. Failure is not necessarily due to poor
technical solutions. It is often due to poor project
planning, change management and mobilising people
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7. Why change can be difficult
People may be cynical about change
People may be afraid of the unknown
People believe that things are fine the way they are
Managers may recognise the need to change but acting on it can be difficult
Change requires the ‘management’ of people’s emotions, which can be difficult to deal with or address
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8. 'The Change Curve’ Elizabeth Kubler Ross
The speed and duration of the cycle will vary depending on the degree of change and its impact on people. As individuals we will all vary in our responses and the speed at which we adapt.
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9. The Emotions of Transition
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10. Leading Change when you’re not in charge
Heads of Work Units are no longer exclusively responsible for leading change
For change to succeed, it must be championed by lots of people at all levels
Can’t rely on formal position or authority alone
As people implementing technology changes, you need to be change leaders and have a responsibility for leading change
The ability to lead change can be developed over time by learning and practicing a group of key behaviours
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11. Five supporting behaviours in leading change
Modelling the change
Do-as-I-do, we learn most from watching what others do, walk-the-talk, be self-aware, see your actions as others see you
Communicating about the change
Reaching everyone who needs to know, communicate in simple, relevant terms that are accessible using a variety of approaches, be honest
Involving others in the change
Include people from the beginning, provide opportunities for participation, consider others' ideas, build personal ownership
Helping others break from the past
Help others to question the status quo, encourage positive framing, identify artefacts and behaviours to stop, start and continue
Creating a supportive learning environment
Acknowledge mistakes as necessary learning, find ways to safely test new behaviours, focus on error correction rather than people who made them
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13. Change Management @ JCU
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14. Principles of change Management under the EA
Where JCU proposes to introduce changes that are likely to have a significant affect on staff members the following principles will be observed:
Consultation will be conducted in a collaborative and timely manner; and
Staff and where they choose, their representative (as defined in Clause 11), will be provided with an opportunity to contribute to and influence the decision-making process.
Every effort will be made to ensure remaining staff are not disadvantaged by increased workloads or loss of career prospects.
Changes should not result in increased workloads for staff.
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15. Consultation
Means the conferring (including the provision of relevant and appropriate information), between the parties to the Agreement, in such a way that the participants would have the opportunity to contribute to and influence the decision making process. Consultation does not mean having to reach agreement
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16. Preliminary Consideration of Change
Not all change management requires a formal change proposal and plan.
The JCC must be advised that consultation is occurring and the change process and implementation should be documented and a copy provided to HRM at the conclusion of the consideration of change.
It should be noted that, if the affected staff member/s or their representative/s, advise that they do
not agree with the proposed change,
then the formal change management
process will commence.
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17. Formal Change Management
A formal change proposal is required where change is likely to have a ‘significant effect on staff’ as it is likely to lead to one or more of the following:
Termination of employment; or
Major change in the composition, operation or size of the workforce, or the skills required by staff; or
The elimination or diminution of job opportunities (including opportunities for promotion or tenure); or
The alteration of hours of work; or
The need to retrain staff; or
The need to relocate staff to another workplace; or
The restructuring of jobs.
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18. continued
Where only one staff member is affected, consultation shall occur directly with that staff member.
Where it is determined there is a significant effect on staff, JCU will develop a ‘Change Management Proposal’. The Change Management Proposal will provide information to underpin the consultation process. Consultation will include:
Circulation of specific proposals for consideration;
Opportunity from affected staff, and their representative/s (if requested) to provide written responses, including alternatives;
Meetings to discuss and examine the change proposal and alternatives; and
Provision of relevant information related to the proposed change and its implementation
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19. The formal process – Stage 1
Building the case for change
Develop a Change Management Proposal
which will address the following matters:
The extent and nature of the
change proposal;
Reasons for making the change;
The aim of the change;
Timeframe for the change; and
Any relevant financial information
At this stage no individual positions should be identified as redundant.
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20. The formal process – Stage 2
Consultation and developing the vision for change
Provided staff members and their representative/s a copy of the Change Management Proposal and engage in consultation regarding the proposal
The team leading the change should hold face-to-face forums with staff and their representative/s to discuss the reasons for the change, outline the options identified to date, take questions, advise of the process for staff to provide input into the plan and discuss alternative ways of introducing the change and measures to avoid detrimental impacts on staff including retraining, redeployment, part time work and the opportunity for voluntary separation where appropriate.

21. The formal process – Stage 3
Decision Made (Change Management Plan)
The Change Management Plan is developed. It is at this stage that individual positions may be identified as being no longer required.
The Change Management Plan, will:
Reflect the final decision of the University taking into account issues and suggestions raised during the consultation process; and
Include the implementation plan proposed
Include a response to the issues and suggestions raised during consultation
The Change Management Plan will be circulated to staff and their representative/s.
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22. The formal process – Stage 4
Implementing the change
Implementation of the change and any restructure will, to the extent possible, emphasis retraining and redeployment rather than redundancy.
Wherever possible job reductions should occur through natural attrition or voluntary measures.
If a position is identified as no longer being required and more than one occupant undertakes a similar role, voluntary redeployment/redundancy should occur. If there are no volunteers, a rigorous, transparent and objective process will need to be undertaken to select the staff member who will be no longer required.
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23. The formal process – Stage 4 cont’d
Discussions are held with staff members “no longer required” regarding their options, including redeployment and redundancy.
Consultation with the JCC continues during this phase.
HRM coordinates the redeployment and if required redundancy processes.
Slide for body textIt is at this stage that the communication strategy becomes personalised. Communication should still occur with all staff so they are aware were the process is at, however, more personalised communication needs to occur with those directly affected.
It is at this stage that JCU should consider providing additional support to staff including resume and selection criteria writing courses, access to financial planners etc.

24. The formal process – Stage 5
Reviewing and cementing the change
A review should occur to identify whether or not all the objectives of the change process were achieved. If all the objectives were not met, consideration should be given to a further change process.
All system changes as a result of the change
process should occur at this point in time.
It is at this stage that letters of offers
and employment documentation will be
confirmed.
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25. Hints and Tips Meet with HRM before commencing the process
Communicate frequently
Genuinely listen and consider the feedback and where possible incorporate some/all into the change plan
Make sure you comply with the
Enterprise Agreement
Change management takes times
– don’t rush it
Focus on both the “people side” and the industrial relations side
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26. QUESTIONS
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27. We’re here to help you
HRM has a framework and template documents for completion
HRM presents change proposal and plan to JCC. Head of Work Unit needs to be there to answer questions
Contact Belinda Pope on ext or at
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28. Change can be positive
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