Change Management for Fast Track Couriers Pty Ltd

This presentation discusses the importance of change management for Fast Track Couriers Pty Ltd and its goals. It covers the consequences of not managing change, the ADKAR model for change management, and the revised strategies and measures for employee satisfaction. The presentation also includes a force field analysis model, the elements of change management, and the change process.

Change Management
Fast Track Couriers Pty Ltd

 Change Management is
a structured procedure
and a set of tools and
techniques for the
effective management
of the people’s side of
changes for the
achievement of the
business goal
(Rosemann and vom
Brocke 2015).
Overview

 Managing the resistance to the
change
 Increase in the probability of
success
 Employee retention and
engagement
 Reduction in the transition Line
 Targeting and improving the
employee dissatisfaction
Primary Reasons

Current
State
Transition
State
Future
State
Stages of Changes

 The consequences of not management of the people side of
change includes the following factors:
 The low level of productivity
 The passive resistance
 The active resistance
 The turnover of the employees with high productivity
 Non implementation of the full changes
 Dis interest for the current and the future state
Consequences

 The Change is not always easy
 The model is the foundation tool for the understanding of
the queries that are generally used in different surveys and
change management tools (Thompson 2017)
 A- Awareness for the changes required
 D-Desire for the participation and the support for the change
 K- Knowledge regarding hoe to change
 A-Ability for the implementation of the behaviours and the
skills required
 R-Reinforcement for the sustainment of the changes
ADKAR Model

Barriers Effect Likelihood
Lack of employee satisfaction High impact High
Lack of employee trust
towards organizational
operations
Medium Impact High
Refusal to implement any
change in the organization
High Impact Medium
Perceived threat to job
security
High Impact High
Resistance to implementation Medium Impact Medium
Action related to the industry High Impact Medium
Risk Analysis

Effective
Change
Managemen
t
Motivating
Change
Managing of
the transition
of the change
Sustain of the
momentum
Creation of
the vision of
change
Development
of the political
support
Five Activities

 Strategic Plan Goals –
◦ Business expansion in metropolitan and increase in share by 7.5%
◦ Development of integrated approach for the management utilising
technology
◦ Expansion of the business to the regional NSW
◦ Development and maintenance of cohesive and well maintained
work force.
Company’s Goal

 Operational Plan Goals
◦ The need for the expansion of the fleet of truck by 8 numbers within
the upcoming financial year (Hall 2014)
◦ Distribution of the small hubs in regions like Maitland, Goulburn,
Bathurst and Nowra within the upcoming years
◦ To test the system of distribution management for ceasing and
allowing of the implementation within the upcoming financial year
◦ The target towards the completion of 20% of the deliveries to the
regional locations within the upcoming two to three years
Company’s Goal

 Human Resource Goal
◦ Incorporation of the function of the human resource for the
facilitation of the changes in the management of the workforce in the
initial quarter of the upcoming financial year
◦ Introduction of the professional development and training for the
achievement of the organization’s goals (Cummings and Worley
2014)
◦ Promotion of the understanding of the company’s strategic goals
within the upcoming financial year
◦ Effective elimination of the problems of the industrial relation and
conducting of negotiations with union and the employees.
◦ Effective elimination of the injuries related to lifting.
Company’s Goal

 The failed attempt of the change management strategy of the
previous financial year of the company increased the chances
and the need for evaluation and further survey analysis
 External management consultant for the revision of the
communication strategy (Van der Voet 2014)
 Development of innovative strategies and change
management process
 Development of survey gauge tracker on ten dimensions of
employee satisfaction and collection of the responses form
the employees
Development of corrective measures

The Gap The correction measures/ the strategies
Awareness Effective communication of the management
of the organization for the implementation of
the change. One to one communication with
the truck manager and the HR team needs to
be done for analyzing the changes required
and the possible impact of the changes
(Cameron and Green 2015).
The Desire To search for the place of resistance, factors
that affect the trust of the employees and
their engagement level. Identification of the
root causes and the strategies and the
communication plan for implementing the
changes.
The Corrective Actions

The Gap The corrective measures/ the strategies
The Knowledge Training and strategic measures on the
change management and the required skills
after the implementation
Reinforcement Messages and orders by the managers.
Coaching and training sessions on individual
basis regarding the identification of the gap
The Ability Effective on job training, recognition of the
productivity, fair evaluation, trouble shooting
The Corrective Actions

Chang
e
Strengthening of
the driving forces
Reduction of the
restraining forces
Changing of the
directions
Force Field Analysis Model

Elements of Change Management
Figure 1; The Change Model
Source: (Rosemann and vom Brocke 2015)

Change
Architecture
Communicatio
n
Performance
Management
Team and
Individual
capacity
Leadership
Capacity
The Change Process

The Power Style of
using Power
Response to
change
Impact of
the
response
Stakeholders

 Revised and effective communication plan
 Communication with the employees via email and printed
newsletters for the drivers on monthly basis (Bejinariu et al.
2017).
 Access of employee manual by the truck drivers
 Trucks fitted with GPS system for easy navigation of the
location
 Assigned PDA to the trucks for details of pick and drop
records
 Cohesive and motivated team management
Revised Strategies to be Implemented

 Medical facilities for the truck drivers
 Extra incentives and bonus for the drivers in case of long
destination and repeated night shifts
 Facilities of medical treatments and educational rebates for the
children of the truck drivers
 Yearly bonus and leaves for permanent employees
 No heavy lifting works for the drivers
 Introduction of automatic lift gate
 Allocation of two drivers at the same time for the avoidance of
pressure
 Encouragement for the participation in organizational activities
Revised Measures for employee
satisfaction

Bejinariu, A.C., Jitarel, A., Sarca, I. and Mocan, A., 2017. Organizational Change Management–Concepts Definitions and
Approaches Inventory. In Management Challenges in a Network Economy: Proceedings of the MakeLearn and TIIM
International Conference 2017 (pp. 321-330). ToKnowPress.
Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to the models, tools and
techniques of organizational change. Kogan Page Publishers.
Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning.
Hall, B., 2014. Method and System for Stock Valuation and Positional Risk Analysis of Company Stock. U.S. Patent
Application 13/785,774.
Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on
business process management 1 (pp. 105-122). Springer, Berlin, Heidelberg.
Thompson, J.D., 2017. Organizations in action: Social science bases of administrative theory. Routledge.
Van der Voet, J., 2014. The effectiveness and specificity of change management in a public organization:
Transformational leadership and a bureaucratic organizational structure. European Management Journal, 32(3), pp.373-
382.
References

Thank You!