A Learning and Development Proposal for Workplace Management

This case study presents a proposal for learning and developmental intervention for the current and future employees of Red Telecom, Australia. The proposal focuses on structuring a learning and development strategy that is integrally aligned with the fundamental concerns laid down by RISE in its training need analysis. The article discusses HR proposals with respect to women’s representation, LGBTIQ’s representation, disabled employees’ representation, and CALD’s representation. The HR department resolves to work in close co-operation with all the general managers of respective departments and outline a learning plan that is consistent with the solution for each of these department’s issues.

Running head: A CASE STUDY ON ORGANISATIONAL CHANGE MANAGEMENT
A Learning and Development Proposal for Workplace Management
Name of the Student
Name of the University
Author note

1A CASE STUDY ON ORGANISATIONAL CHANGE MANAGEMENT
Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................3
RISE’s Initiative in Training and Development.....................................................................5
HR Proposal with respect to Women’s Representation.........................................................5
HR Proposal with respect to LGBTIQ’s Representation.......................................................7
HR Proposal with respect to Disabled Employees’ Representation......................................8
HR Proposal with respect to CALD’s Representation...............................................................9
Plan of Action..........................................................................................................................10
Conclusion................................................................................................................................12
References................................................................................................................................13
Appendix 1...............................................................................................................................15
Learning and Development Plan for Diversity and Inclusion..............................................15

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Introduction
The following article aims to present a proposal to the Senior Management Body of
Red Telecom, Australia regarding learning and developmental intervention for the current
and future employees of the organisation. These intervention strategies would be presented
on behalf of the Department of Human Resource Development. Subsequently, a planning
framework would follow the proposal where the entire program would be strategically
iterated keeping a definite time frame or deadline within which the HRD would try to achieve
the expected outcomes.
The CEO,
Red Telecom,
Australia
Subject: Proposal and Plan for Learning and Development to introduce relevant Change
Management within the Organisation.
Dear Sir,
Warm greetings on behalf of the Department of Human Resource Development. This
is to inform you that after an elaborate discussion with the General Manager of the Customer
Resolution Department, I have reached a viable solution regarding implementation of change
management within Red Telecom.
The solution primarily focuses on structuring a learning and development strategy that
is integrally aligned with the fundamental concerns laid down by RISE in its training need
analysis. Along with RISE’s inclusion, the General Manager has proposed a few changes
aimed at improving customer service by removing the prominent barriers existing in his
department. These changes are in relation to work place diversity in lieu of gender, age and

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ethnicity. Another important area which is being majorly focussed on is prevention of
discrimination against employees with disability. General Managers of other departments
have been reached out as well so that they can spare some time on evaluation of their process
structures.
We, the HR Department have resolved to work in close co-operation with all the
general managers of respective departments and outline a learning plan that is consistent with
the solution for each of these department’s issues. The plan would be implemented within
twelve months from the present date.
Yours faithfully,
Senior Manager,
HRD.
Discussion
Human Resources play an elemental role in corporate governance because they are
involved in managing discourses of the most valuable resource to an organisation- the
employees. At times, due to various reasons like market-expansion, profit-making
endeavours, acquisition, merger and technological advancement, a company has to undergo
major paradigm shifts (Werner 2014). New policies are introduced and diverse cultures come
together. In those situations, often, the employees find it difficult to adjust with the changes.
They express their discordance through low morale, conflict in understanding, disciplinary
issues, low proactivity and getting into strife with co-workers on the basis of subjective
differences. The manager in charge is the first authority to look into these issues and settle
their grievances through counselling and training. However, they are not always successful in
their effort. It is precisely at this juncture where Human Resource step in. Since the basic
responsibilities of HR department consist of Recruitment, Selection, Training and

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Development, Performance Appraisal and Grievance Handling to name a few, they are much
more competent in understanding the needs and demands of the employees.
In the present Case Study, a similar situation is drawn where in internal audit, the
General Manager (GM) of Customer Resolution Department (CRD) had observed certain
acute issues within his department that needed to be curbed to ensure better functional
outcomes of the employees’ productivity that could serve a wider range of stakeholders.
Some of these issues comprised of the following:
 Gender inequalities
 Discrimination against disabled employees
In order to restrain these issues from proliferating, the GM of CRD decided to undertake
few core departmental restructuring such as shifting the entire department to an Australian
Call Centre which delegated responsibilities to multiple work teams. This was done with a
few to make the Red Employees acquire multi-skilling competence and also gain valuable
insight on team-leading roles. The visible outcome of this restructuring was, however,
different from the expected outcome. The Red employees became frustrated with their new
pattern of job and this frustration extended to the customers, their fellow co-workers as well
as to the overseas customers.
RISE or Red’s Inclusive Strategy 2020 was establish around the same time of
appointment of the General Manager of CRD. RISE was formed to introduce new diversity
and inclusion initiatives across the whole organisation as it found the old initiative to be
ineffectual in curbing the issues associated with discrimination, especially against the
Culturally and Linguistically Diverse employees and those suffering from disability. Hence,
when RISE became acquainted with the GM’s effort in similar fields, they acknowledged his
efforts and together they outlined a training and developmental framework which strived to

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improve the organisation’s overall culture. To achieve this large scale organisational change,
RISE needed the cooperation from managers of other departments as well. Therefore, they
approached the department of Human Resource Development who would be able to align
RISE’s initiatives with department specific programmes.
RISE’s Initiative in Training and Development
RISE primarily focussed on increasing the diversity within Red Telecom whereby
each employee, irrespective of their cultural or ethnic background, gender, age and special-
care needs, would be eligible for upper-tier responsibilities if they possess the necessary
competence and qualification. Their plan was to implement the strategy by 2020. As per their
proposal, RISE intended to:
 Raise women’s representation in top leadership roles to 25%
 Raise LGBTIQ’s representation in all roles to 8%
 Raise disabled employees’ representation in all roles to 5%
 Raise CALD representation in top leadership roles to 15%
The Human Resource department took each of these issues in isolation and studied them
carefully. In the course of doing so they found a large number of loopholes with respect to
basic strategic integration of the workplace policies. Therefore, the HRD planned the needful
approaches that could materialise the intentions of RISE.
HR Proposal with respect to Women’s Representation
This was presented as the first mandatory aspect of the stated proposal. In
multinational corporations like Red, female employees have often complained about their
underrepresentation in senior leadership roles even though they possessed the necessary
eligibility for it. It depends on the organisation, especially the HRD’s concern for their
employees’ needs, of how much effort they would put towards resisting such dysfunctional

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organisational culture. Having recognised their shortcoming, the HRD of Red Telecom had
put forth the following resolutions:
Proposing Objectives that appertain to Long Term Gender Diversity: The organisational
culture needs to be designed in such a fashion that it essentially takes strong stand in invoking
diversity within the workforce and sustains it as one of its core values. To fulfil this objective,
the culture needs to be conscious about women empowerment right from its inception.
Gradually, the senior management must evaluate, with conscious effort, which potential
female employees from middle management roles can take charge of team leading
responsibilities and arrange for such opportunities accordingly (Slotte, Tynjälä and Hytönen
2004).
Provide Ample Relevant Training to Potential Women Leaders from an Early Stage:
Talented women employees who exhibit leadership traits need to be nurtured from an early
stage (Wilson 2014). The organisation is expected to make conscious efforts in providing
these women with ample earning and growth opportunities. When these women are able to
avail such opportunities, the organisation should periodically provide them with adequate
options of up-skilling and re-skilling.
Increase Organisation’s Empathy towards Women’s Needs: The organisation should
learn to think beyond the typical male-centric ideals and be more aware of its female
workforce’s needs (Waddell et al. 2016). Because of such undoing ideals, it is not only the
female employees who are barred from further growth opportunities but the organisation
suffers too for not being able to use their talents that could have resulted in better outcomes.
Empower Female Employees with Equal pay for equal work: In the past, a lot of audit
reports in businesses had highlighted how gender discrimination on behalf of the organisation
had adversely affected the financial stability of its female employees. Equal pay for equal

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work is the basic right of all employees irrespective of their gender (Rumbles and Rees
2013).
HR Proposal with respect to LGBTIQ’s Representation
In order to make a positive and measurable change within the organisation to achieve
greater diversity and inclusion, it is essential that the minority employees such as LGBTIQs
are positively represented and considerable effort is made towards their development. This
could begin with creating an anti-discriminatory environment and protecting the rights of this
minority group. Thus by creating ample awareness through practices and policies that
leverage and foster diversity, the much needed organisation culture could be achieved. The
HRD uses the following strategies to nurture this basic requirement:
Recognizing the Radical Changes in Global Understanding of Diversity and Inclusion:
the aspect of diversity goes beyond race and gender. When an organisation makes the effort
to take each of their voices under careful consideration it results in increased flow of
creativity and sharing if insights which can result in better outcomes (Madsen, Miller and
John 2005).
Tangible Efforts to build an Inclusive Environment: The first and foremost principle of an
inclusive environment consists of averting any kind of discrimination. It depends largely on
the senior executives of the workforce who realises the power and potential of a diverse
workforce and values their opinion in management decision making. Upon realising their
potential the HRD tries to assess their thinking styles, personalities and unique experiences
that they have gathered in their lie and tries to makes positive use of such perspectives across
the global workforce (Poell and Van Der Krogt 2014).

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Using Multiple Practices and Measures to Encourage the Minority: It is advisable to
every organisation that they focus more on the ROI through positive contribution of each
member of the enterprise rather than focussing only on the Turnover rate ad figures. The
information which is gathered through employee responses on policy feedback is indicative
of their takeaway from the organisation and how much they value the organisation goals. As
stated by Newton, Becker and Bell (2014), positive response which indicates a consistent
urge for growth and development happens only when the organisation takes care of the
opinions and needs of their employees through various programmes such as:
 Strategic Partnership Development
 Employee Resource Group
 E-Learning Modules
 Multi-cultural Talent Management
 Global Mentoring Programmes
Such Programmes need to be LGBTIQ inclusive and takes proper care of their needs and
demand. Only when this happens, the organisation would be able to make constructive use of
their perspectives and gain sustainable and innovative solutions.
HR Proposal with respect to Disabled Employees’ Representation
It is a pertinent fact that when leaders encourage the prospects of Diversity and
Inclusion in an organisation, it sets a positive tone across the entire organisation. It is
achievable only with fostering cognitive diversity as an important D&I principle that drives
innovation. It also helps in reducing business risk.
In light of leveraging anti-discriminatory attitude towards disabled persons within an
organisation it needs to be mentioned that, as per the Disability Discrimination Act, 1992, it
is unlawful to discriminate a disabled person on the basis of products, services and facilities

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(Humanrights.gov.au 2018). This is because it is the basic right of an individual to have
access to all goods and services irrespective of his or her special care needs. The act makes it
a legal obligation for organisations to foster such anti-discriminatory environment in the
workplace (Humanrights.gov.au 2018). It leads to better productive outcome whose benefits
leads to the foundation of a cognitively developed society (Goetsch and Davis 2014). Aspects
that strive to curb the discrimination against disability consist of the following:
Management policy providing equal opportunity: Efforts must be made to increase the
representation of disabled employees in senior leadership roles. The management needs to
recognise and acknowledge the contribution made by such employees and promote them to
higher level based on the eligibility and qualification and the demand of the job (Gilley and
Maycunich 2000).
Congenial Physical Environment aiding in Communication and Information: The
structures and resources for communication must be easily accessible to employees
possessing a disability. It can be achieved through modification of accommodation, using
variety of digital formats that aids in using laptops and computers and building workplaces
that is wheelchair-friendly (Cummings and Worley 2014). In an inclusive environment,
employees with disability find it more comfortable to share their inconveniences or
propositions for betterment. Also, formulating a universal workplace policy in relation to
accommodation and telework facilities is beneficial for all employees whether or not they
possess disability.
HR Proposal with respect to CALD’s Representation
Before planning an outline of Diversity and Inclusion in a workplace, it is important for the
senior management to have proper knowledge of the bases of cultural diversity. Cultural
diversity primarily comprise of ethnic and linguistic differences. In order to manage

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employees who thus culturally and linguistically diverse, the authority themselves need to
develop proper understanding of the aspect and then proceed towards developing awareness
about communicating, interacting and working in collaboration with such employees
(Cameron and Green 2015). Encouraging cross-cultural interaction, arranging for programs to
help adapting cross cultural communication skills and above all, understanding the
importance to create an inclusive workplace environment with respect to CALD employees.
The HRD helps in fostering such an environment conducting a diversity analysis and building
such strategies that could lead to organisation’s benefit from the D&I programmes.
The method by which it is achieved consists of:
 Encouraging full participation of all staff members in the organisation towards
achieving a common goal.
 Actively capitalising on the advantages of having a diverse workforce
 Ensuring that all kinds of legal obligations and compliances are maintained for safety
practices and equal work opportunities (Gold et al. 2013).
Plan of Action
In order to develop a productive culture, Red Telecom planned an outline of service
delivery that was coherent with diversity and inclusion initiative. For this purpose, HRD had
to simulate the proceeding with the company’s mission and vision and build a competent and
workable programme that could potentially foster positive and harmonious environment
among the workforce. With active participation of the HRD, a training methodology was
formulated that took into consideration the analysis obtained from feedback and performance
appraisals. On the basis of this analysis, several goals were set to promote diversity and
inclusion within Red Telecom:
Goal 1:

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Increase the organisation’s capability to formulate long range inclusion programmes
with active support from departmental heads who can enforce and promote the principles
among their team members. Only then the team members can have a clear understanding of
the several reforms undertaken by the organisation from time to time. To promote this issue,
a BOD Standing Committee needs to be formed and create leads across divisional
implementation teams.
Goal 2:
Increase the access of various informational programmes to underserved and
employees belonging to minority community. Undertake proper measures to educate them in
relation to domain knowledge, communication skills and personality improvement.
Goal 3:
Carry out an extensive research and analysis based on the outcomes of the
performance of the diverse groups. Based on the results, construct developmental
programmes aimed at their improvement. Also, provide information tools and opportunity to
the employees belonging to non-diverse groups regarding their diverse co-workers. The
research proposal thus created, needs to be approved by the concerned authority so that they
can advance towards the next step whereby they can deliver insights on accommodating
employees from such diverse backgrounds.
Goal 4:
Make a point to increase the revenue raised by the employees belonging from the
minority groups. An increased revenue is an example of their increased participation in not
only the middle management roles but also in higher leadership roles. This would also serve
as a motivating factor for the employees so that they readily participate in future prospects
and make active use of all the available opportunities.

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Goal 5:
Increase the overall awareness of all employees towards sensitizing the diversity
issues so that an organisation culture is built on ethical values of harmonious collaboration of
all respective work groups.
Conclusion
In general, individuals in an organisation have a natural desire to work in cooperation
with others so that all of them can achieve the organisational goals that deliver individual
benefits also. At times, certain amount of negotiation and compromise is required to come in
terms with the diverse environment. However, with active help from the management, the
employees can harmoniously resolve their issues and proceed with their individual
responsibilities that serve to impact the organisation in a positive manner. In the present case
study it was note that Red Telecom had initiated a Diversity and Inclusion Programme called
RISE which would look into the issues faced by the organisation in terms of diversity and
evaluate relevant solutions to curb the existent discrimination in all departments. This would
help the organisation yield better and productive results and set an example for the future
employees. As discussed above, in details, RISE had undertaken the responsibility to infuse
several corrective measure, with active participation from the departmental heads and carried
out its plan of diversity management with respect to women employees, employees of
LGBTIQ community, employees with disability and culturally and linguistically diverse
employees. They were supported by the Human Resource Development Department to carry
out the entire training and development after careful analysis of all the employee’s feedback,
grievances and opinions. All these were done with a view to enhance the existing
opportunities so that employees can set an exceptional tone in the organisation that is

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inclusive of vita differences accommodated harmoniously. This would help Red Telecom
make grater impacts in the labour market and achieve greater market share.
References
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.
Gilley, J.W. and Maycunich, A., 2000. Organizational learning, performance and change.
Da Capo Press.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence.
Upper Saddle River, NJ: pearson.
Gold, J., Holden, R., Iles, P., Stewart, J. and Beardwell, J. eds., 2013. Human resource
development: Theory and practice. Macmillan International Higher Education.
Humanrights.gov.au. (2018). Disability Discrimination Act Action Plans: A Guide for
Business | Australian Human Rights Commission. [online] Available at:
https://www.humanrights.gov.au/disability-discrimination-act-action-plans-guide-business
Accessed 9 Oct. 2018.
Madsen, S.R., Miller, D. and John, C.R., 2005. Readiness for organizational change: Do
organizational commitment and social relationships in the workplace make a
difference?. Human Resource Development Quarterly, 16(2), pp.213-234.
Newton, C., Becker, K. and Bell, S., 2014. Learning and development opportunities as a tool
for the retention of volunteers: A motivational perspective. Human Resource Management
Journal, 24(4), pp.514-530.

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Poell, R.F. and Van Der Krogt, F.J., 2014. The role of human resource development in
organizational change: professional development strategies of employees, managers and
HRD practitioners. In International handbook of research in professional and practice-based
learning (pp. 1043-1070). Springer, Dordrecht.
Rumbles, S. and Rees, G., 2013. Continuous changes, organizational burnout and the
implications for HRD. Industrial and Commercial Training, 45(4), pp.236-242.
Slotte, V., Tynjälä, P. and Hytönen, T., 2004. How do HRD practitioners describe learning at
work?. Human Resource Development International, 7(4), pp.481-499.
Waddell, D., Creed, A., Cummings, T. and Worley, C., 2016. Organisational change:
Development and transformation. Cengage AU.
Werner, J.M., 2014. Human resource development≠ human resource management: So what is
it?. Human Resource Development Quarterly, 25(2), pp.127-139.
Wilson, J.P., 2014. International human resource development: Learning, education and
training for individuals and organisations. Development and Learning in
Organizations, 28(2).

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Appendix 1
Learning and Development Plan for Diversity and Inclusion
ACTIONS RESPONSIBILITY TIMEFRAME
Representation of Women
Talented women employees who
exhibit leadership traits need to be
nurtured from an early stage. The
organisation is expected to make
conscious efforts in providing
these women with ample earning
and growth opportunities. When
these women are able to avail such
opportunities, the organisation
should periodically provide them
with adequate options of up-
skilling and re-skilling.
In the next 12 months
Representation of LGBTIQ
The first and foremost principle of
an inclusive environment consists
of averting any kind of
discrimination. It depends largely
on the senior executives of the
workforce who realises the power
and potential of a diverse
workforce and values their
opinion in management decision
making. Upon realising their
potential the HRD tries to assess
their thinking styles, personalities
and unique experiences that they
have gathered in their lie and tries
to makes positive use of such
perspectives across the global
workforce.
In the next 12 months
Representation of Disabled
Employees
The structures and resources for
communication must be easily
accessible to employees
possessing a disability. It can be
achieved through modification of
accommodation, using variety of
digital formats that aids in using
laptops and computers and
building workplaces that is
wheelchair-friendly. In an
inclusive environment, employees
with disability find it more
comfortable to share their
inconveniences or propositions for
betterment. Also, formulating a
universal workplace policy in
relation to accommodation and
In the next 12 months

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telework facilities is beneficial for
all employees whether or not they
possess disability.
Representation of CALD
Employees
Encouraging cross-cultural
interaction, arranging for
programs to help adapting cross
cultural communication skills and
above all, understanding the
importance to create an inclusive
workplace environment with
respect to CALD employees. The
HRD helps in fostering such an
environment conducting a
diversity analysis and building
such strategies that could lead to
organisation’s benefit from the
D&I programmes.
In the next 12 months
Figure 1: A chart representing the D&I Action Plan for Red Telecom