BSBINN601 - Lead and Manage Organisational Change Project Report

This project report, prepared as part of the BSBINN601 unit, focuses on leading and managing organisational change within the context of a senior human resources manager role at Bounce Fitness. The report is structured into three key parts: identifying change requirements and opportunities, developing a change management strategy, and implementing the strategy. The first part involves analyzing the organization's business objectives, operational performance, policies, and external factors impacting the fitness industry to identify potential needs for change. The second part focuses on selecting high-priority change requirements, conducting cost-benefit and risk analyses, and developing a comprehensive change management plan, including a communication plan. The final part outlines the implementation of the change management strategy, including using the ADKAR model, conducting staff meetings, and establishing monitoring and evaluation methods. The report provides detailed discussions on each aspect, including the rationale for change, stakeholder involvement, timelines, and performance outcomes, demonstrating a thorough understanding of change management principles and practices within a practical business setting.

BSBINN601 Lead and Manage Organisational Change
ASSESSMENT SUMMARY SHEET
 This form is to be completed by the assessor and used a final record of student competency.
 All student submissions including any associated checklists (outlined below) are to be attached to this cover
sheet before placing on the students file.
 Student results are not to be entered onto the Student Database unless all relevant paperwork is completed
and attached to this form.
Student Name:
Student ID No:
Final Completion Date:
Unit Code: BSBINN601
Unit Title: Lead and Manage Organisational Change
Please attach the following documentation to this form Result
Assessment Project S / NYS / DNS
Final Assessment Result for this unit C / NYC
Feedback is given to the student on each Assessment task Yes / No
Feedback is given to the student on final outcome of the unit Yes / No
Student Declaration I have been assessed in a fair and
flexible manner. I understand that the Institute’s Student
Assessment, Reassessment and Repeating Units of
Competency Guidelines apply to these assessment
tasks.
Assessor Declaration: I declare that I have conducted a
fair, valid, reliable and flexible assessment with this student,
and I have provided appropriate feedback.
Name: Name:
Signature: Signature:
Date: Date:
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 1 of 41

BSBINN601 Lead and Manage Organisational Change
ASSESSMENT COVER SHEET
Details of Assessment
Term and Year Term 4 2016
Assessment Type Project
Due Date Class Room
Student Name:
Student ID No:
Date:
Qualification : BSB60215 Advanced Diploma of Business
Unit Code: BSBINN601
Unit Title: Lead and Manage Organisational Change
Assessor’s Name
Student Declaration: I declare that this work has been
completed by me honestly and with integrity. I understand that
the Sydney Metro College’s Student Assessment,
Reassessment and Repeating Units of Competency Guidelines
apply to these assessment tasks.
Assessor Declaration: I declare that I have
conducted a fair, valid, reliable and flexible assessment
with this student, and I have provided appropriate
feedback.
Name: Name:
Signature: Signature:
Date: Date:
Student was absent from the feedback session.
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 2 of 41

BSBINN601 Lead and Manage Organisational Change
Assessment/evidence gathering conditions
Each assessment component is recorded as either Satisfactory (S) or Not Satisfactory (NS). A student can only achieve
competence when all assessment components listed under procedures and specifications of the assessment section are
Satisfactory. Your trainer will give you feedback after the completion of each assessment. A student who is assessed as NYS
(Not Yet Satisfactory) is eligible for re-assessment.
Resources required for this Assessment
 All documents must be created using Microsoft Office suites i.e., MS Word, Excel, PowerPoint
 Upon completion, submit the assessment printed copy to your trainer along with assessment coversheet.
 Refer the notes on SMC eLearning (Moodle) to answer the tasks
 Any additional material will be provided by Trainer
Instructions for Students
Please read the following instructions carefully
 This assessment is to be completed according to the instructions given by your assessor.
 Students are allowed to take this assessment home.
 Feedback on each task will be provided to enable you to determine how your work could be improved. You will be
provided with feedback on your work within 2 weeks of the assessment due date.
 Should you not answer the questions correctly, you will be given feedback on the results and your gaps in knowledge.
You will be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of
competency.
 If you are not sure about any aspect of this assessment, please ask for clarification from your assessor.
 Please refer to the College re-assessment and re-enrolment policy for more information.
Procedures and Specifications of the Assessment
The learner will demonstrate the skills and knowledge required to implement a change management strategy which includes
the following areas:
 Identify change requirements and opportunities
 Develop change management strategy
 Implement change management strategy
You must complete all parts and submit a report which should include a Table of Contents, Introduction of overall assessment,
Description (discussion on solutions of all parts) and Conclusion (summary of assessment).
In this project you will be required to work as a senior human resources manager. (If conducting this project in your workplace
or in your college or training organisation, work with the relevant staff from that team). You will be required to identify the need
for a strategic change and a major operational change and develop, implement and review the change management strategy.
You will use the information in the Case Study on the Bounce Fitness website to create a plan for this change management
initiative.
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 3 of 41

BSBINN601 Lead and Manage Organisational Change
Assessment questions
Part 1 - Identify change requirements and opportunities
1. Write a list of possible needs for change. To do this you will need to do some or all of the following:
1.1 List the organization’s business objectives
1.2 Provide a brief review of the organization’s operational performance
1.3 Provide a brief review on the organization’s policies and procedures (including quality, market
research, new product or service development, customer service, Employee Assistance Programme
and personal development)
1.4 Review patterns or trends that may impact the fitness industry by utilizing a Fitness Australia’s
published report (discussions should cover pertinent points that affects the organization’s business
performance)
1.5 Provide discussions on external environment that impact the fitness industry (discussions should
cover PEST aspects)
1.6 Discuss what is the overall impact on the organization’s business sustainability in relation to
organizational elements (People, Processes, Technology and Structure)
Part 2 - Develop change management strategy.
2. Select two high priority change requirements/ opportunities and conduct a cost benefit analysis, a risk
analysis and an analysis of potential barriers for each change requirement.
2.1 Identify two higher priorities for change (include a cost benefit analysis and evaluation)
2.2 Identify three low priorities for change (include a cost benefit analysis and evaluation)
2.3 Provide an evaluation of the risk impact affecting the organization (discussions should include risk
identification, risk assessments, risk mitigation and risk evaluation)
2.4 Undertake a change management plan for the organization (covering objectives for the change
process, change plan elements, rational for change, who would be involved, action plan on
resource requirements, timeline of key activities and performance outcomes).
Part 3 - Implement change management strategy
3. Develop a communications plans to support Bounce Fitness’ change management strategy.
3.1 Communications plan should include the following:
 identify key stakeholders and roles
 identify commitment level
 identify when this communication will occur
 identify commitment level
 identify how the message will be communicated (e.g. email, face-to-face, newsletter)
 identify person responsible
 identify concerns and how can these be addressed
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 4 of 41

BSBINN601 Lead and Manage Organisational Change
 outline consultation methods for engaging identified stakeholders
3.2 Develop a task implementation and timeline plan for the organization by using ADKAR (change
management theory) to embed change implementation (discussions should include the proposed
change management activities, stakeholders involved, timeline for implementation, action
intervention and delegation of responsibility).
3.3 Provide a staff meeting to communicate the change to enable relevant groups and individuals for
input into the change process (discussions should include summary, objectives, change plan
element, rational for change, identification of stakeholders, assessment of readiness to change,
identification of change elements, development of change plan, consolidation on policies,
procedures and performance, barriers to the change, performance evaluation and conclusion).
Obtain approval for appropriate staff.
3.4 Discuss on how to monitor and evaluate the organization’s change management plan by addressing
key concerns provided in the template.
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 5 of 41

BSBINN601 Lead and Manage Organisational Change
Assessment Answers
Lead and Manage Organisational
Change Report
Prepared by your name
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 6 of 41

BSBINN601 Lead and Manage Organisational Change
Table of Contents Page No
1. Write a list of possible needs for change. To do this you will need to do some or all of the following:
1.1 List the organization’s business objectives
1.2 Provide a brief review of the organization’s operational performance
1.3 Provide a brief review on the organization’s policies and procedures (including quality, market research,
new product or service development, customer service, Employee Assistance Programme and
personal development)
1.4 Review patterns or trends that may impact the fitness industry by utilizing a Fitness Australia’s published
report (discussions should cover pertinent points that affects the organization’s business performance).
1.5 Provide discussions on external environment that impact the fitness industry (discussions should cover
PEST aspects).
1.6 Discuss what is the overall impact on the organization’s business sustainability in relation to
organizational elements (People, Processes, Technology and Structure)
2. Select two high priority change requirements/ opportunities and conduct a cost benefit analysis, a risk
analysis and an analysis of potential barriers for each change requirement.
2.1 Identify two higher priorities for change (include a cost benefit analysis and evaluation)
2.2 Identify three low priorities for change (include a cost benefit analysis and evaluation)
2.3 Provide an evaluation of the risk impact affecting the organization (discussions should include risk
identification, risk assessments, risk mitigation and risk evaluation)
2.4 Undertake a change management plan for the organization (covering objectives for the change
process, change plan elements, rational for change, who would be involved, action plan on resource
requirements, timeline of key activities and performance outcomes).
3. Develop a communications plans to support Bounce Fitness’ change management strategy.
3.1 Communications plan
3.2 Develop a task implementation and timeline plan for the organization by using ADKAR (change
management theory) to embed change implementation (discussions should include the proposed
change management activities, stakeholders involved, timeline for implementation, action intervention
and delegation of responsibility).
3.3 Provide a staff meeting to communicate the change to enable relevant groups and individuals for input
into the change process (discussions should include summary, objectives, change plan element,
rational for change, identification of stakeholders, assessment of readiness to change, identification of
change elements, development of change plan, consolidation on policies, procedures and
performance, barriers to the change, performance evaluation and conclusion). Obtain approval for
appropriate staff.
3.4 Discuss on how to monitor and evaluate the organization’s change management plan by addressing
key concerns provided in the template.
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 7 of 41

BSBINN601 Lead and Manage Organisational Change
Task 1 - Identify change requirements and opportunities
1.0 Write a list of possible needs for change. To do this you will need to do some or all of the following:
1.1 Review Bounce
Fitness’ business
objectives
1.1.1 To expand its role as the leading supplier of wellness integrated services
1.1.2 To create and implement comprehensive services and programs appealing to
everyone
1.1.3 To increase investment in sales of the retail arm by 35% this year.
1.1.4 To expand the equipment availability across all its centres
1.1.5 To nurture an inspiring workout environment
1.2 Review Bounce
Fitness’
operational
performance
Every centre of Bounce Fitness sells memberships to 120%. This implies that during peak
periods it can be crowded, however, experience shows that there is a maximum of 80%
use. The retail segment of the business makes up for nearly 30% of the takings from every
centre. The fitness company recorded normal growth in 2016 and did not experience
aggressive expansion rate. The organization did benefit from the rising demand for fitness in
the country (Bounce Fitness. 2017).
1.3 Review relevant policies and procedures
1.3.1 Quality policy The gym uses standard quality control procedures and practices from leading health
organizations. Key to ensuring quality control in its operations is to ensure that all the
equipment and machines used in the gym are working properly, safe and clean. There are
hand sanitizers and wipes available for the members to wipe their handles before using any
machine (Bounce Fitness. 2017).
All the employees at the gym are required to have a service calendar which alerts them
about the dates on which every piece of equipment should be serviced. At the end of every
day, an employee walks-through to examine every equipment for damage and to ensure
that everything is functioning effectively (Bounce Fitness. 2017).
1.3.2 WHS policy Gym Equipment:
 Periodic maintenance of equipment
 Periodic in-house and external inspections
 Not using obsolete and old equipment (Bounce Fitness. 2017)
Supervision of Users
 The gyms are manned for all operational hours
 Staff training
 User special needs for e.g. disabilities are identified
User Injury
 Induction scheme available
 Emergency response (Bounce Fitness. 2017)
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 8 of 41

BSBINN601 Lead and Manage Organisational Change
 First-aid facilities available
Access
 No unauthorized access
 Swipe card entry only
 Manned reception (Bounce Fitness. 2017)
Exercise sessions
 Class size is restricted
 All trainers are highly qualified and skilled
 Close supervision by trainers
 Strict criteria for hiring trainers (Bounce Fitness. 2017)
1.3.3 Continuous
improvement
policy
The continuous improvement policy of Bounce Fitness involves adopting Business Process
Management tools to automate its business processes and obtain higher administrative
control. The company uses the PDCA model for continuous improvement. This way it plans,
executes, analyses and acts to avoid errors. It employs the PDCA method to enhance the
management level via the effective control of activities and processes. With PDCA, the
information gets standardized and probability of error during decision making is minimized
(Bounce Fitness. 2017).
1.3.4 Customer
service policy
Bounce Fitness has underpinned its success on offering remarkable customer service. So, to ensure
the provision of excellent service to customers, the company makes sure that the products and
equipment listed on the promotional brochures and website are in place. Moreover, there is a very
professional environment inside the gym. All the employees wear their assigned uniforms and all
employees are familiar with the members visiting the gym. This way, members are comfortable while
training. All employees also wear their name tags so if members want specific help from a
manager/trainer, they can approach them easily. The communication lines are always open and the
employees are properly trained on how to handle customer queries and complaints in a professional
manner. The gym sends birthday cards, welcome letters, congratulatory messages to its members
on their special occasions (Bounce Fitness. 2017).
1.3.5 Employee
Assistance
Programme
policy
Bounce Fitness has an Employee Assistance Program in place which provides confidential and free
evaluations, referrals, short-term counselling and follow-up services to its employees who are facing
professional or personal problems. EAP counsellors also collaborate with supervisors and managers
to deal with employee and company needs and challenges (Bounce Fitness. 2017).
1.3.6 Personal
development
policy
This policy in the organization is applicable to all temporary and permanent employees. Employees
who are not short-term contracts may become part of training sessions at their supervisor’s
discretion. This policy does not encompass supplementary employees such as consultants or
contractors. Training and development programs include:
 Formal trainings
 Employee mentoring and coaching
 On-the-job training
 Job rotation
 Job shadowing (Bounce Fitness. 2017)
 Participation in conferences
1.4 Consider any patterns or trends that may impact the fitness industry (use a Fitness Australian’s published
reports to support your discussions)
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 9 of 41

BSBINN601 Lead and Manage Organisational Change
1.4.1 Past and project
growth in the
number of
fitness
instructors
When the company was first started in 2001, it was a single aerobic studio. There were only two
instructors at that time. When a second centre was opened in 2004, the number of fitness instructors
was 6. Currently there are a total of 150 instructors in whole Australia. Given the rate of expansion,
the projected growth in number of fitness instructors is expected to be 50% in coming two years
(Bounce Fitness. 2017).
1.4.2 The number of
fitness
instructors in the
respective
Australian states
The bounce fitness gyms are located in Sydney, Cairns, Brisbane and Melbourne in Australia.
Cairns has the highest number of instructors i.e. 50. Brisbane follows closely at 38 instructors across
different facilities. Sydney has 33 instructors while Melbourne has 29 (Bounce Fitness. 2017).
1.4.3 The
qualifications of
the fitness
instructors
To become a Bounce fitness instructor, individuals are required to have elite fitness ability and a
qualification as a Personal Trainer or Fitness Instructor and ideally an experience in gymnastics or
dance. They must have a Certificate III or IV in fitness. All its employees are also trained in First Aid
and CPR (Jason et al., 2017).
1.4.4 The fitness
instructors’ level
of experience in
the industry
The average experience of a fitness instructor in the Australian industry is 4 years.
1.4.5 The nature of
employment of
fitness
instructors
One third of the fitness instructors are employed on casual basis. Only 20% have full-time
employment (Andreasson and Johansson, 2014).
1.5 Consider any external environment factors that may impact the Australian fitness industry.
1.5.1 Political/
legislation
issues affecting
the way fitness
industry operates/
compliant to new
regulations
The degree of regulation is light in the Australian fitness industry. The companies only need to abide
by the fair-trading rules, health and safety norms, have personal indemnity insurance and public
liability insurance. Plus, the trainers have to qualified certificate 3 or 4 in fitness.
Assistance from the government is law, there are merely initial amenities to access, however, the
trend in rising as greater government grants would be assigned to this sector (Mercer, 2015).
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 10 of 41

BSBINN601 Lead and Manage Organisational Change
1.5.2 Economic issues
affecting the way
consumers spend
in the personal
fitness and health/
competitive
pressures
 Lower per capital income
 Higher interest rate
 Industry growth is expected to be high with customer confidence returning (Deloitte.
2012)
1.53 Social
expectation
issues affecting
the way
consumers relate
to personal health/
wellbeing/
knowledge and
understanding of
personal fitness
 Interest in fitness and exercise as a way of better health is increasing. This implies more
people are likely to join a fitness centre to stay fit
 Rising rate of obesity
 Ageing population – Majority of the population is ageing which may mean lower demand
on their part and among the young people many are not able to afford the membership
fee (Fast, 2011).
1.5.4 Technological
advancement
issues affecting
the fitness
industry/
alternative
personal fitness
convenience
 Advancement in equipment used in gym allows consumers to stream music, browse
internet, monitor heart rate, watch TV and many other facilities.
1.6 Identify what are major operational change requirements on the following;
1.6.1 Performance
gaps
 Ineffective relations between management and trainers
 Challenges of over-scheduling
 Inability to function on a high-volume business framework
 Cost of attracting bigger corporate client
 Employee skills are not source of competitive advantage
 High cost of customized personal service
1.6.2 Business
opportunities
 Participating in a growing market
 The great rise in client base which follows with the acceptance of Bounce Fitness’s
programs by a single organization
 The potential to capitalize on future quantitative assessment which promotes the belief
that long-run wellness programs have a considerable, positive effect on the bottom line of
a company (Mercer, 2015).
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 11 of 41

BSBINN601 Lead and Manage Organisational Change
1.6.3 Business threats  It is not immune to financial crisis
 Potential rivalry from bigger, well-established companies
 A change in lifestyle wherein people start taking greater responsibility for their health
maintenance.
 Lower per capita income will lead to reduction in demand (Deloitte. 2012)
1.6.4 Management
decisions
Management decisions would be regarding improvement of services to clients, reduction in
unnecessary costs and improved relations between management and trainers.
1.6.5 Bounce Fitness’
need for change
Bounce Fitness needs to incorporate the use of technology to enhance its customer service as well
as record keeping. It’s current record-keeping and operation system is tedious and slow. Trainers
have to leave their sessions to attend potential clients and record their data. This causes
unwarranted delays for existing clients who have to wait for their trainers to return. Resultantly, work
scheduling and customer satisfaction gets affected. Also, trainers and the management relationship
ought to improve.
2.0 Discuss in consultation with Bounce Fitness’ stakeholders to review and prioritize change requirements to support its
business objectives.
Bounce Fitness Management Meeting
2.1 Meeting activity Review and prioritize change requirements
Date 10th October 2017
Venue Board Room
Attendance CEO Margaret House
General Managers Marketing Kath Jones
Finance Steve Brinkley
Human Resources Laura Irish
Centre Managers Cairns Paul Thomas
Brisbane Ellie Tolle
Sydney Jacinta Scotts
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 12 of 41

BSBINN601 Lead and Manage Organisational Change
Melbourne John Hyatt
Management Consultant <Student’s Name>
Absence with apologies N/A
2.2 Message agenda
(what is the purpose of
this meeting)
To implement a system to address the issue of data recording, overscheduling, trainer and
customer dissatisfaction.
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 13 of 41

BSBINN601 Lead and Manage Organisational Change
2.3 What is the overall impact on Bounce Fitness’ business sustainability in relation to the following:
Bounce Fitness Strategic Alignment Assessment
Organizational elements
What are the issues faced?
(based on what the fitness industry’s
challenges)
How would this impact Bounce
Fitness’ business objectives?
(how issues would obstruct the company
from realizing its goals)
What is the strategy proposed to
address it?
(how would this be resolved)
Resources required
(the resources or specialists required
to support)
Prioritize
change (ranking
from 1 for
immediate – 4 near
future)
2.3.1 People
The management owns
this process. People
involved are the trainers
and management. Both
these parties are willing to
work together to improve
the process.
Management’s role is to
open its lines of
communications so that
the grievances of the
trainers could be heard.
The trainers would be
responsible to effective
client handling.
The key issues relating to people of
Bounce Fitness include:
 Ineffective
communication between
the management and the
trainers
If there is friction between the
trainers and the management, then
the company will not be able to
meet its objective of nurturing an
inspiring workout environment and
become the leading provider of
wellness integrated services. Open and transparent communication
lines for better interaction of trainers
with the management. Organizing
informal meet-ups where trainers can
voice their concerns in an informal
environment (Tynan, 2010).
People, computers, money 1
2.3.2 Processes
Overscheduling. Trainers
have to double up as record
keepers and leave their
clients in between to attend to
It’s current record-keeping and
operation system is tedious and
slow. Trainers have to leave their
sessions to attend potential clients
and record their data. This causes
Reduced customer satisfaction will
lead to bad word-of-mouth publicity
and this will not help the company’s
objective of increasing
memberships.
Appointing a different person to
handle client records and address the
queries of new clients (Marsick and
Watkins, 2015).
New personnel, technology,
money
2
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 14 of 41

BSBINN601 Lead and Manage Organisational Change
a new client unwarranted delays for existing
clients who have to wait for their
trainers to return. Resultantly, work
scheduling and customer
satisfaction gets affected
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 15 of 41

BSBINN601 Lead and Manage Organisational Change
2.3.3 Technology
Outdated technology of
record keeping and
customer interaction
Customers have become very tech-
savvy and want everything to be
technology oriented. When they see
that the company is still using
outdated systems to interact with
them, keeping their information and
this is affecting the personalization
of services to them.
This will impact the objective of
creating and implementing
comprehensive services and
programs appealing to everyone
Acquire software like “Gym Master” to
help in record keeping. This software
plus internet technology will make
information recording easy as client
can update their information online
enabling trainers to make follow-ups
(Colbert, Yee and George, 2016).
Consulting experts, internet,
computers, money
1
2.3.4 Structure
Staff training
Although Bounce Fitness pays
attention to its employee training
and development, they ought to be
trained about newer aspects of
service provision
This will also impact the objective of
creating and implementing
comprehensive services and
programs appealing to everyone
On-the-job and off-the-job trainings Money, equipment, training
manuals
3
Prepared by
2.3.
5
Consultant (Student) Name :
Consultant (Student) Signature: Date:
Management Approval
Status Approved Pending Not approved
2.3.
6
CEO (Trainer) Name :
CEO (Trainer) Signature: Date:
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 16 of 41

BSBINN601 Lead and Manage Organisational Change
Task 2 - Develop change management strategy.
3.0 Discuss what are changes required for Bounce Fitness’ business objectives and what considerations are required to ensure that it is able to achieve its intended goals.
3.1 Provide a cost benefit and risk analysis for Bounce Fitness for the changes required for its high priority business objectives.
Demonstration/ observation checklist
3.1.
1
Candidate’s name
Assessor’s name
Work activity Consultation with specialist for Bounce Fitness to identify major change requirements (includes: cost benefit and risk analysis, change management plan,
communications and education plan and stakeholders’ input on change process)
Date
Current
business
objectives that
are required to
change
(high priority)
Required change
strategy
(how to change)
Evaluation Risk analysis Follow-up
Cost
(expenditure, limitations)
Benefit
(cost savings, efficiency)
Risk issues
(identify area of concern)
Risk
assessment
(H, M,L)
Mitigation
(solution)
Who
(person
responsible)
When
(date)
3.1.
2
Current Record
Keeping System
and system of
client interaction
Acquire software like
“Gym Master” to help
in record keeping.
This software plus
internet technology
will make information
recording easy as
client can update their
information online
$400 - For the software
$250 – Fee of external experts
to help with implementation of
new recording system
The company will benefit from
better customer interaction and
service as there would be higher
provision of interactive and
personalized services. This will
grow the gym membership. It will
also save considerable time
Fall in productivity in the initial
phase of implementation
Maintenance cost
Continuous need to update
M Using the services of
external expert
consultants during the
execution and rolling
out phase of the
recording process.
These people will
assist the workers to
deal with initial set-up
problems thereby not
Gym manager 30-10-
2017
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 17 of 41

BSBINN601 Lead and Manage Organisational Change
enabling trainers to
make follow-ups.
impacting their
productivity (Fast,
2011)
3.1.
2
Ineffective
communication
between the
management
and the trainers
Open and transparent
communication lines
for better interaction of
trainers with the
management.
Organizing informal
meet-ups where
trainers can voice their
concerns in an
informal environment
This strategy will not involve
much cost because nothing
physical or human aspect need
to be added to bring a change.
A mere change in attitude and
policy will do the trick.
The trainers’ grievances would
be resolved and they would be in
a better position to collaborate
with the management to meet
client needs.
Potential conflicts. Trainers
might use communication to
argue or disagree with the
management which may
prevent task completion
M When conducting a
meeting to discuss an
issue, the norms of
meeting would be
decided beforehand
and conveyed to all
parties. Hierarchy of
authority can also be
used to prevent any
possible conflict
(Miller and Barbour,
2014)
Management 16-10-
2017
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 18 of 41

BSBINN601 Lead and Manage Organisational Change
3.2 Provide a cost benefit and risk analysis for Bounce Fitness for the changes required for its low priority business objectives.
Current
business
objectives that
are required to
change
(low priority)
Required change
strategy
(how to change)
Evaluation Risk analysis Follow-up
Cost
(expenditure, limitations)
Benefit
(cost savings, efficiency)
Risk issues
(identify area of concern)
Risk
assessment
(H, M,L)
Mitigation
(solution)
Who
(person
responsible)
When
(date)
3.2.
1
Staff training is not
up-to-date
On-the-job and off-
the-job trainings
$500 – Overall training program
for a month
With better specialization and
high skills, trainers would be able
to provide superior services to
members, thereby increasing
their satisfaction and likelihood of
new memberships
Trainers might be resistant to
it or not take it seriously
L Purpose of training
would be clearly
communicated to
each trainer.
Moreover, their
performance will be
assessed after
training and their
appraisals would be
based on the same
(Beach, 2014)
Management 23-10-
2017
3.2.
2
Overscheduling.
Trainers have to
double up as
record keepers and
leave their clients
in between to
attend to a new
client
Appointing a different
person to handle client
records and address
the queries of new
clients.
$800 pm – Salary If the duties are separated,
trainers would be able to give
undivided attention to the
members. Moreover, it would
become convenient to store, and
retrieve information.
Difficulty in understanding the
system
L Thorough on-the-job
training would be
provided to the
assigned person
Gym manager 30-10-
2017
3.2.
3
Prepared by
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 19 of 41

BSBINN601 Lead and Manage Organisational Change
3.2.4
Consultant (Student) Name :
Consultant (Student) Signature: Date:
Management Approval
Status Approved Pending Not approved
3.2.5
CEO (Trainer) Name :
CEO (Trainer) Signature: Date:
4.0 Develop a change management plan (using ADKAR change management model) for Bounce Fitness’ two high priority selected change requirement, which should include objectives of the change process,
change plan elements, rationale for change, who would be involved, an action plan on resource requirements (include budget & resources), a timeline of key activities and the expected performance
outcomes. Ensure that you relate to the selected change requirements at all stages of the ADKAR change management model and obtain approval to proceed with the change program.
Change Management Plan (ADKAR Model) for Bounce Fitness
ADKAR
Change objectives
(based on the high priority of change)
Change management
activities
(what are the training supports)
Stakeholders
involved
Timeline (shade box accordingly)
Resources required
(to support change initiatives,
i.e. budget, training)
Responsibility
(who will follow-
up)
Year 1 Year 2 Year 3
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
4.2.1
Awareness
To increase the awareness about new
technology for better service provision
Appointing an external consultant
who will train employees
Management,
employees,
customers
$400 - For the software
$250 – Fee of external experts
Middle
Management
To improve interaction among management
and trainers for improving collaboration
Off-the-job meetings and informal
sessions
Management,
employees,
customers
$100 for any policy
change implementation
Middle and
Senior
Management
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 20 of 41

BSBINN601 Lead and Manage Organisational Change
4.2.2
Desire
The management is motivated to introduce
new technology
Gym Masters training manual Management,
employees Training manual Middle
Management
Both the management and the trainers are
keen on engaging into an enriching dialogue
to improve collaboration
Training on how to build effective
communication lines and policies
Management,
employees Training manual Middle
Management
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 21 of 41

BSBINN601 Lead and Manage Organisational Change
Change Management Plan (ADKAR Model) for Bounce Fitness (cont.)
ADKAR
Change objectives
(based on the high priority of change)
Change management
activities
(what are the training supports)
Stakeholders
involved
Timeline (shade box accordingly)
Resources required
(to support change
initiatives)
Responsibility
(who will
follow-up)
Year 1 Year 2 Year 3
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
4.2.3
Knowledge
The management knows the new technology
system it needs to implement.
Set up and rolling stage guidance
and training
Management,
employees Training manual Middle
Management
The management is also aware that it needs
to open up its lines of communication for
better interaction
Training on tools of effective
communication
Management,
employees Training manual Middle
Management
4.2.4
Action
After purchasing “Gym Master” it will be set
up in two day’s time
Actual set-up by managers Management,
employees Training manual Middle
Management
Management realizes that it will have to make
changes in its existing communication policy
Training on implementation of the
tools of communication
Management,
employees Training manual Middle
Management
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 22 of 41

BSBINN601 Lead and Manage Organisational Change
Change Management Plan (ADKAR Model) for Bounce Fitness (cont.)
ADKAR
Change objectives
(based on the high priority of change)
Change management
activities
(what are the training supports)
Stakeholders
involved
Timeline (shade box accordingly)
Resources required
(to support change initiatives,
i.e. budget, training)
Responsibility
(who will follow-
up)
Year 1 Year 2 Year 3
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
4.2.5
Reinforcement
To ensure that the new technology is
consistently used, its merits will be
communicated to the concerned parties and
efficiency on the new system will be linked to
their appraisals
Training on maintenance and
updates of the new system
Management,
employees Training manual Senior
Management
To ensure open communication is sustained,
the policies will be changed at root level and
the management will lead by example
Training on building sustainable
communication policies
Management,
employees Training manual Senior
Management
Prepared by
4.2.6
Consultant (Student) Name :
Consultant (Student) Signature: Date:
Management Approval
Status Approved Pending Not approved
4.2.7
CEO (Trainer) Name :
CEO (Trainer) Signature: Date:
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 23 of 41

BSBINN601 Lead and Manage Organisational Change
Task 3 - Implement change management strategy
5.0 Develop a communication and education plan to support Bounce Fitness’ change management strategy.
Bounce Fitness Communication & Education Plan
Who What How Who When Other
Stakeholders Role Influence
high/ low
High/
low
interest
Support
/
neutral/
Against
Monitor/
Inform/
Satisfy/
Manage
Education plans Person
responsible Date Critical success
factors
5.1
General Managers Finance Establishing the budget H H Support Inform Inform about the importance of
new technology External Consultant 16/10
The Budget should
Mitigate costs to
increase benefits
5.2 Marketing Embedding the use of technology in
positioning message L H Support Inform
Inform about the importance of
new technology and how to make it
part of the marketing strategy
External Consultant 16/10 Better positioning in
consumer minds
5.3 Human
Resources
Establishing Hiring and
Communication Strategy H H Support Inform
Educate about importance of new
communication strategy and what
tools to use
External Consultant 16/10
Improved
communication at all
levels
5.4
Centre Managers
Cairns
Deciding the technology to be
implemented and deciding hiring
strategy and number of people
required for the area
H H Support Monitor
Educating about types of
technology and communication
tools and their importance
External Consultant 23/10
Whether technology has
eliminated
overscheduling, better
data recording and
improved grievance
control
5.5 Brisbane
Deciding the technology to be
implemented and deciding hiring
strategy and number of people
required for the area
H H Support Monitor
Educating about types of
technology and communication
tools and their importance
External Consultant 23/10
Whether technology has
eliminated
overscheduling, better
data recording and
improved grievance
control
5.6 Sydney Deciding the technology to be
implemented and deciding hiring
strategy and number of people
required for the area
H H Support Monitor Educating about types of
technology and communication
tools and their importance
External Consultant 23/10 Whether technology has
eliminated
overscheduling, better
data recording and
improved grievance
control
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 24 of 41

BSBINN601 Lead and Manage Organisational Change
5.7 Melbourne
Deciding the technology to be
implemented and deciding hiring
strategy and number of people
required for the area
H H Support Monitor
Educating about types of
technology and communication
tools and their importance
External Consultant 23/10
Whether technology has
eliminated
overscheduling, better
data recording and
improved grievance
control
Bounce Fitness Communications & Education Plan (cont.)
Who What How Who When Other
Stakeholders Role Influence
high/ low
High/
low
interest
Support
/
neutral/
against
Monitor/
Inform/
Satisfy/
Manage
Education plans Person
responsible Date Critical success
factors
5.9
Assistant Centre Managers
Cairns
Implementing the technology,
communication policy and hiring
people and expert consultants
M H Support Manage Educating about implementation of
technology and communication
tools
External Consultant 25/10 Whether technology has
eliminated
overscheduling, better
data recording and
improved grievance
control
5.9 Brisbane
Implementing the technology,
communication policy and hiring
people and expert consultants
M H Support Manage Educating about implementation of
technology and communication
tools
External Consultant 25/10 Whether technology has
eliminated
overscheduling, better
data recording and
improved grievance
control
5.10 Sydney
Implementing the technology,
communication policy and hiring
people and expert consultants
M H Support Manage Educating about implementation of
technology and communication
tools
External Consultant 25/10 Whether technology has
eliminated
overscheduling, better
data recording and
improved grievance
control
5.11 Melbourne
Implementing the technology,
communication policy and hiring
people and expert consultants
M H Support Manage Educating about implementation of
technology and communication
tools
External Consultant 25/10 Whether technology has
eliminated
overscheduling, better
data recording and
improved grievance
control
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 25 of 41

BSBINN601 Lead and Manage Organisational Change
5.12
General employees
Cairns Work on the new systems and
collaborate with management
L H Support Satisfy Educating about how to use new
technology
External Consultant 30/10 Increased client
satisfaction, reduced
duplication of efforts,
time saved
5.13 Brisbane Work on the new systems and
collaborate with management
L H Support Satisfy Educating about how to use new
technology
External Consultant 30/10 Increased client
satisfaction, reduced
duplication of efforts,
time saved
5.14 Sydney Work on the new systems and
collaborate with management
L H Support Satisfy Educating about how to use new
technology
External Consultant 30/10 Increased client
satisfaction, reduced
duplication of efforts,
time saved
5.15 Melbourne Work on the new systems and
collaborate with management
L H Support Satisfy Educating about how to use new
technology
External Consultant 30/10 Increased client
satisfaction, reduced
duplication of efforts,
time saved
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 26 of 41

BSBINN601 Lead and Manage Organisational Change
Bounce Fitness Communications & Education Plan (cont.)
Who What How Who When Other
Stakeholders Role Influence
high/ low
High/
low
interest
Support
/
neutral/
against
Monitor/
Inform/
Satisfy/
Manage
Education plans Person
responsible Date Critical success
factors
5.16 Finance Executive Implementing the budget L L Neutral Satisfy Educate about effective
implementation of budget Finance Manager 17/10
A budget for technology
where costs are reduced
and benefits increased
5.17 Administration
Executive Implementing the system L L Neutral Satisfy Educate about handling the system Asst. Centre
Manager 31/10 Quick data storage and
retrieval
Prepared by
5.18
Consultant (Student) Name :
Consultant (Student) Signature: Date:
Management Approval
Status Approved Pending Not approved
5.19
CEO (Trainer) Name :
CEO (Trainer) Signature: Date:
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 27 of 41

BSBINN601 Lead and Manage Organisational Change
6.0 Identify stakeholder’s inputs on change process
6.1 Two high priority change for
Houzit’s business objectives
5.1.1 Implementation of new software technology to reduce overscheduling
Select one
5.1.2 Improvement in communication policy to enhance collaboration
6.2 Scope of organizational change
and development
5.2.1 Incremental Change and Development (To improve effectiveness, efficiency and continuous improvement aligned to current critical success
factors and increase performance to achieve business results)
5.2.2 Transitional Change and Development of Organizational alignment (To enhance adaptability and alignment of the organization to
changing environments, strategic directions and business goals) √
5.2.3 Transformational Change and Development (Cultural transformation within an adaptive, emergent paradigm – designed to evolve and
embed the values, attitudes and beliefs (VABs) of your organization within your structures, systems, processes, decisions and behaviors to support
your long term business strategies).

Process Checklist
Expectations realistic?
Comments Action Intervention Follow-up
Yes Pending No
6.3
Bounce Fitness Strategic Alignment
Assessment
People √   Improved collaboration is possible by better
communication
Necessary training and changes in
communication policy are required
Monthly
Process √   Overscheduling can be eliminated by hiring a new
worker
Weekly
Structure √   Staff training is possible through different training
methods
Monthly
Technology √   Implementation of new software is possible through
expert consultant help
Weekly
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 28 of 41

BSBINN601 Lead and Manage Organisational Change
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 29 of 41

BSBINN601 Lead and Manage Organisational Change
`
Process Checklist (cont.)
Expectations realistic?
Comments Action Intervention Follow-up
Yes Pending No
6.4
Changes required for Bounce Fitness’ business objectives
Current business objectives
required to be changed √   Identified Implementing in the business model Monthly
Required change strategy √   Devised
Evaluation Cost √   Cost is less than expected benefits Implementation during budget Monthly
Benefit √  
Risk considerations Risk issues √   Identified Eliminating the risks through mitigation
strategies
Monthly
Risk assessment √   Assessed their level Monthly
Mitigation strategies √   Identified Monthly
Follow-up Who √   Management Meetings to follow up
When √   Fortnightly Fortnightly
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 30 of 41

BSBINN601 Lead and Manage Organisational Change
Process Checklist (cont.)
Expectations realistic?
Comments Action Intervention Follow-up
Yes Pending No
6.5
Change management plan (ADKAR model) Change objectives √   Identified Implementation in business model Monthly
Change management activities √   Identified
Stakeholders involved √   Communicated
Timeline √   Prepared
Resources required √   Obtained
Responsibilities √   Assigned
6.6
Communications plan
General Managers √   Communicated Implementation of the new plan Monthly
Centre Managers √   Communicated Monthly
Assistant Centre Managers √   Communicated Monthly
General Employees √   Communicated Monthly
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 31 of 41

BSBINN601 Lead and Manage Organisational Change
6.7 Monitor and evaluating Bounce Fitness’ Change Management Plan
Change
objectives
(based on high-
priority)
KPIs measure
(increase success rates, reduction of number of incidents attributed to changes,
increase in percentage of change for implementation time, increase in scores of
survey of stakeholder satisfaction, increase in change success rates)
Achieved
(Y/N)
Required adjustments
(compliance reports, proficiency measures,
employee engagement, employee feedback,
awareness and understanding of the change,
observations of behavioural change, employee
readiness assessment results, employee
satisfaction survey)
Evaluation
Time
(when should this
be followed up)
Who
(who would be
responsible to
follow-up)
6.7.1 Implementation of
new software
technology to
reduce
overscheduling
Are goals and objectives being achieved or not? If they are, then acknowledge,
reward and communicate the progress. If not, then consider the following questions.
Y Employee awareness and understanding of
change, employee readiness assessment,
employee feedback
Monthly Centre Managers
Will the goals be achieved according to the timelines specified in the plan?
Should the deadlines for completion be changed (be careful about making these
changes -- know why efforts are behind schedule before times are changed)?
Do personnel have adequate resources (money, equipment, facilities, training, etc.) to
achieve the goals?
6.7.2 Improvement in
communication
policy to enhance
collaboration
Are goals and objectives being achieved or not? If they are, then acknowledge,
reward and communicate the progress. If not, then consider the following questions.
Y Compliance reports, employee engagement
and feedback, employee satisfaction survey
Monthly Centre Managers
Will the goals be achieved according to the timelines specified in the plan?
Should the deadlines for completion be changed (be careful about making these
changes -- know why efforts are behind schedule before times are changed)?
Do personnel have adequate resources (money, equipment, facilities, training, etc.) to
achieve the goals?
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 32 of 41

BSBINN601 Lead and Manage Organisational Change
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 33 of 41

BSBINN601 Lead and Manage Organisational Change
Prepared by
6.8
Consultant (Student) Name :
Consultant (Student) Signature: Date:
Senior Management Agreement
6.9
Kath Jones GM - Marketing
Name Position Signature Date
6.10
Steve Brinkley GM - Finance
Name Position Signature Date
6.11
Laura Irish GM – Human Resources
Name Position Signature Date
CEO Approval
Status Approved Pending Not approved
6.12
CEO (Trainer) Name :
CEO (Trainer) Signature: Date:
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 34 of 41

BSBINN601 Lead and Manage Organisational Change
Conclusion
Hence, it can be concluded that Bounce Fitness requires implementing new technology for data storage and retrieval and better
client interaction, plus it needs to change its communication policy to be able to better compete in its industry. For this, a change
management plan has been developed outlining the roles and responsibilities of different stakeholders, training and resources
required and follow-up periods.
14.0 Attendance sign-off for the Organizational Development Management Meeting
5.8
Margaret House CEO
Name Position Signature Date
Kath Jones GM - Marketing
Name Position Signature Date
Steve Brinkley GM - Finance
Name Position Signature Date
Laura Irish GM – Human Resources
Name Position Signature Date
Paul Thomas Cairns Center Manager
Name Position Signature Date
Ellie Tolle Brisbane Center Manager
Name Position Signature Date
Jacinta Scotts Sydney Center Manager
Name Position Signature Date
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 35 of 41

BSBINN601 Lead and Manage Organisational Change
John Hyatt Melbourne Center
Manager
Name Position Signature Date
Sally Stowe Cairns Center Assistant
Manager
Name Position Signature Date
Hans Jane Sydney Center Assistant
Manager
Name Position Signature Date
Colin McRae Melbourne Center
Assistant Manager
Name Position Signature Date
<Student’s Name> Management Consultant
Name Position Signature Date
Meredith Watkin Accounts
Name Position Signature Date
Marion Stevens Administration
Name Position Signature Date
Thomas Harwood Executive Assistant
Name Position Signature Date
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 36 of 41

BSBINN601 Lead and Manage Organisational Change
REFERENCES
Andreasson, J. and Johansson, T., 2014. The Fitness Revolution. Historical Transformations in the Global Gym and
Fitness Culture. The Journal of National Institute of Sport Research, 23(3-4).
Beach, L.R., 2014. Decision making in the workplace: A unified perspective. Psychology Press.
Bounce Fitness. 2017. About Us. [Online]. Available through:
<https://bouncefitnessisawesome.weebly.com/about.html>. [Accessed on 10th October 2017].
Colbert, A., Yee, N. and George, G., 2016. The digital workforce and the workplace of the future. Academy of
Management Journal, 59(3), pp.731-739.
Deloitte. 2012. The Australian Fitness Industry Report 2012. [pdf]. Available through: <https://fitnessaustralia-
production.s3.amazonaws.com/uploads/uploaded_file/file/54196/
Australian_Fitness_Industry_Report_2012_media.pdf>. [Accessed on 10th October 2017].
Fast, G., 2011. Quality Fitness Centre Customer Service: Searching for the Holy Grail. Fitness Centre Management. L
& T Health and Fitness.
Jason, A., Wiesner, G., Uffelen, J., Harvey, J., Craike, M. and Biddle, S., 2017. Assessment and monitoring practices of
Australian fitness professionals. Journal of Science and Medicine in Sport.
Marsick, V.J. and Watkins, K., 2015. Informal and Incidental Learning in the Workplace (Routledge Revivals).
Routledge.
Mercer, P., 2015. The tough world of the Australian fitness industry. [Online]. Available through:
<http://www.bbc.com/news/business-34616847>. [Accessed on 10th October 2017].
Miller, K. and Barbour, J., 2014. Organizational communication: Approaches and processes. Nelson Education.
Tynan, K., 2010. The Interactive Instructor: The definitive guide to excellent customer care on the gym floor. BookBaby.
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 37 of 41

BSBINN601 Lead and Manage Organisational Change
Assessment Submission Checklist to be completed by the Trainer/Assessor
Did the student complete and provide evidence for the following: Yes No
1. Provide a change management plan in a report format to the Board of Directors and
CEO of Bounce Fitness.  
2. Provide relevant information to support the plan?  
3. Submit within agreed timeframe?  
Trainer/
Assessor’s
signature:
Date
:
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 38 of 41

BSBINN601 Lead and Manage Organisational Change
Assessment Feedback Evaluation
Student’s name:
Trainer/
Assessor’s
name:
Date:
Unit name: BSBINN601 Lead and Manage Organizational Change
Has the learner proven they can: Yes No
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  
2.1 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  
3.1 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  
FEEDBACK TO STUDENT:
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 39 of 41

BSBINN601 Lead and Manage Organisational Change
Assessment outcome  Satisfactory  Not Yet Satisfactory  Re-assessment required
Student
Signature
The result of my performance in this unit has been discussed and explained to me.
____________________________ Date: ______________
Student signature
Trainer/
Assessor’s
Signature
Trainer/ Assessor’s declaration:
I hereby certify that the above student has been assessed by myself and all assessments are
carried out as required by the Principles of Assessments (Clause 1.8 of the Standards for RTO
2015).
____________________________ Date: ______________
Assessor signature
Appeal Process
I would like to appeal the outcome of this assessment as per the appeals procedure in the Student Handbook
Student’s signature: _______________________ Date: __________________
V2017.T2. 2.0
BSB60215 Advanced Diploma of Business/ BSBINN601/ 2017/ T2/ Assessment Tool Page 40 of 41