Change Management Plan for Fast Track Couriers

This assignment examines a proposed change management plan for Fast Track Couriers, a company facing challenges with employee acceptance of new work processes, particularly among truck drivers who prefer the traditional two-man team setup. The analysis focuses on understanding employee resistance, developing effective communication strategies to address concerns, and outlining steps for revising the project and communication plan to ensure successful implementation.

Running head: IMPLEMENTATION OF CHANGE MANAGEMENT PLAN
IMPLEMENTATION OF CHANGE MANAGEMENT PLAN
Name of the Student
Name of the University
Author Note

1IMPLEMENTATION OF CHANGE MANAGEMENT PLAN
Executive Summary
This report is based on the revision of the change management plan that was implemented
previously and has proved to unsuccessful. The revised plan is made to address the issues
related to the previous plan. The plan is meant for the truck drivers and the other employees
of the company. This plan is made to increase the productivity as well as the profitability of
the organization. This report is based on Fast Track Couriers and the problems the company
is facing regarding the profitability of the company due to the lack of drivers and the
problems related to the injury of the drivers due to heavy lifting. This revised plan is
presented to the General Manager of the company for approval.

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Table of Contents
Introduction....................................................................................................................3
Information about the workplace...................................................................................3
Survey for collecting feedback from employees............................................................4
Analyse the results of the survey...................................................................................5
Communication plan......................................................................................................6
Discussion of overall project plan with the General Manager.......................................7
Session for the truckers..................................................................................................7
Session for the employees..............................................................................................8
Revision in communication and project plan.................................................................8
Conclusion......................................................................................................................8

3IMPLEMENTATION OF CHANGE MANAGEMENT PLAN
Introduction
The report is based on the implementation of change management plan in an
organization. The process of implementing change in an organization is a long and
complicated process. This report is mainly based on the change management plan of Fast
Track Couriers and the implementation process of the change. The progress of the
implementation is also discussed in this report. The people involved in the implementation of
change management plan and the communication process of the implementation is discussed
in this report. The approval of the General Manager is discussed in this report. Further, an
information session is also arranged for the truck drivers and the employees of the
organization. This report is based on the survey of the employees of Fast Track Couriers
(Benn, Dunphy and Griffiths 2014).
Information about the workplace
This report is based on the implementation of change management plan in Fast Track
couriers. After the implementation of the change management strategy, it has been observed
that the strategy has failed to gain the trust of the employer. The strategy is lacking the
understanding and the support that was expected from the employees of the organization and
the truck drivers as well. As an external change management consultant the strategy for the
management of change is revised in this report. The consultant is expected to create a more
innovative and effective plan for communication (Bolman and Deal 2017). The goals of the
change management strategy have not been achieved with the help of the previous plan.

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Survey for collecting feedback from employees
The survey of the employees to get their feedback is as follows,
Dimension Description Yes No
Training Is it adequate for role?  .
Role Clarity Are the roles and responsibilities clear?  .
Trust Do the employees trust the process of change
management?

Evaluation Is the performance measured fairly? 
Leadership Is the leadership accurate? 
Communication Is the communication clear? 
Procedures Are the procedures effective and clear? 
Recognition Is the performance recognized? 
Diversity Are the individual differences appreciated and
valued?

Teamwork Is the teamwork promoted and encouraged? 

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Response
Training Role Clarity Trust Evaluation
Leadership Communication Procedures Recognition
Diversity Teamwork
Analyse the results of the survey
According to the survey of the employees done in the previous section of the report,
the employees have provided positive response in some cases and negative in some other
cases as well. The training program that is being provided is adequate and fits the roles as is
seen from the survey, however, the roles and responsibilities are not clear enough. The
employees have trust on the change management process and the management as well,
however, they feel that the evaluation techniques are not adequate. The leadership of the
managers is adequate for the change process, however, the communication is not clear as the
instructions are only given by the management and their feedback is not taken (Bon and
Mustafa 2013). The procedures of the training program are clear and can be easily followed,
however, the recognition process of the organization is not adequate. The differences in the
abilities of the employees are appreciated by the management, however, teamwork is not
promoted. This survey has proved that the employees are not totally satisfied by the change
management strategy some changes are required to fulfil these gaps (Cummings and Worley
2014).

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Communication plan
Audience Message(with
strategic
elements)
When Communication
Method
Person
Responsible
HR manager Change
management-
duties of HR
manager
10am-11am, 1
July 2016
Email (invite
with agenda).
Face-to-Face
(office training
room)
CM consultant
Trucking/
operational
manager
Change
management
strategy- duties
of training
manager
12.00pm to
1.00 pm, 1 July
2016
Email (invite
with agenda).
Face to face
(office training
room).
HR Manager

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Management
team
Change
management
strategy – duties
of HR manager
2:30pm to
3:30pm, 1 July
2016
Email (invite
with agenda).
Face to face
(office training
room)
HR Manager
Trucking team Change
management
strategy that
impacts the
trucking team.
9:30am to
10:30am, 4
July, 2016
Email HR Manager
(assistant to
draft)
Sales team Change
management
strategy
summary and
the benefits to
the
organization.
12pm-12:30pm,
4 July 2016
Face-to-face
(office training
room)
Sales manager
to run team
meeting
Office team,
Accountant,
Administrative
support person
Change
management
strategy
summary and
benefits to the
organization.
12pm to 1pm, 4
July 2016
Face-to-face
(office training
room).
Office manager
to run team
meeting.
Truckers Requesting for
feedback
Four weeks
after training.
Feedback survey
on the ten
dimensions of
the satisfaction
of the employee.
New consultant
for change
management.
HR manager

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Discussion of overall project plan with the General Manager
The project plan is then discussed with the General Manager of the company. The
overall impact of the revised change management plan is also discussed in detail. The plan
was not successfully implemented before and this has led to immense problems for the
company. The main aim of the plan was to track the work process of the employees with the
help of GPS or PDA devices and installing heavy lifters so that each truck is allocated with
one driver and the surplus drivers can be used for other purposes (Burke 2017).
Session for the truckers
The truckers are the most important part of the entire change management plan.
According to the previous analysis it can be seen that the truckers are unable to accept any
type of changes in the work process and they consider their two-man team as the only
comfortable setup to work. This mentality of the employees will change only if a different
session is taken with them by the change management consultant and they can understand the
positive effects of the change implementation (Burnes and By 2012).
Session for the employees
The change management consultant will also take a session with the head office
employees and also the trucking or operations manager, so that he can make them understand
the importance of the change for the organization and how this will increase the profitability
of the organization. This will encourage them to actively take part in the change process (By,
Burnes and Oswick 2012).
Revision in communication and project plan
The revised project and communication plan is then analysed and finally presented to
the General Manager of the company, so that the plan can be approved and implemented as
early as possible (Collings 2014).

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Conclusion
The report can be concluded by saying that the revised change management plan will
be effective for the company and the employees as well. The acceptance of any type of
change is not always easy for the employees of the organization. The employees are
sometimes willing to accept change, on the other hand sometimes they are quite negative
towards any type of change. This is the case for Fast Track Couriers as well. The truck
drivers are negative towards the change that is being brought in the organization. They
consider themselves only a part of their two-man group and not a part of the organization as a
whole. This has a negative effect on the implementation of the change management plan
which is necessary for the organization. This negativity of the drivers towards change is a
failure in case of the management. The management needs to eliminate this negativity and
then further implement the change.

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References
Benn, S., Dunphy, D. and Griffiths, A., 2014. Organizational change for corporate
sustainability. Routledge.
Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and
leadership. John Wiley & Sons.
Bon, A.T. and Mustafa, E.M., 2013. Impact of total quality management on innovation in
service organizations: Literature review and new conceptual framework. Procedia
Engineering, 53, pp.516-529.
Burke, W.W., 2017. Organization change: Theory and practice. Sage Publications.
Burnes, B. and By, R.T., 2012. Leadership and change: The case for greater ethical
clarity. Journal of business ethics, 108(2), pp.239-252.
By, R.T., Burnes, B. and Oswick, C., 2012. Change management: Leadership, values and
ethics. Journal of Change Management, 12(1), pp.1-5.
Collings, D.G., 2014. Integrating global mobility and global talent management: Exploring
the challenges and strategic opportunities. Journal of World Business, 49(2), pp.253-261.
Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage
learning.

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