BSBINN601 Lead and Manage Change: Fast Track Couriers Strategy

This report presents a comprehensive change management strategy for Fast Track Couriers Pty Ltd, addressing the need for a motivated employee base, improved understanding of strategic plans, and resolution of industrial relationship issues. The strategy focuses on the impact of changes, particularly concerning drivers and their adoption of GPS/PDA technologies. It includes a cost-benefit analysis, risk assessment, and a detailed change management plan encompassing stakeholder management, measuring and reporting strategies, and a communication plan. The analysis identifies key risks such as staff turnover and technological failures, proposing mitigation strategies like quality training and timely issue resolution. The plan follows a five-step approach, emphasizing continuous evaluation and adaptation to ensure successful implementation and employee buy-in, ultimately aiming to enhance efficiency and profitability for Fast Track Couriers.

Running head: CHANGE MANAGEMENT
Change Management
Student’s Name
University Name
Author’s Name

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Table of Contents
Assessment Task 2: DEVELOPING CHANGE MANAGEMENT STRATEGY............3
1. Change Goals and the consequent Impacts.........................................................3
A. What/ who is impacted?....................................................................................3
B. How they are impacted?....................................................................................3
C. Realisation of Impacts.......................................................................................3
2. Change Goals and their alignment to the strategic goals of the organisation......4
3. Cost to Benefit Analysis........................................................................................4
A. Change Requirements.......................................................................................4
B. Cost of Changes................................................................................................4
C. Risks..................................................................................................................5
D. Benefits of introduced Changes........................................................................6
E. Assessment of the Benefits...............................................................................6
F. categorising Changes........................................................................................8
4. Risk Analysis.........................................................................................................8
A. Risks, Barriers and their Analysis......................................................................8
B. Risk Mitigation Plan...........................................................................................9
5. Change Management Plan...................................................................................9
A. Stakeholder Management...............................................................................12
B. Measuring and Reporting Strategy..................................................................12
C. Communication Plan.......................................................................................13

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Reference List.............................................................................................................15

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Assessment Task 2: DEVELOPING CHANGE MANAGEMENT
STRATEGY
1. Change Goals and the consequent Impacts
i) To create a highly motivated employee base
ii) To give training to the employees so that they have a better understanding of the
strategic plans of the company and thus welcome the changes
iii) Eliminate the problems related to industrial relationship
iv) To educate the drivers and other employees so that they realise the importance of
PDA as well as GPS services
A. What/ who is impacted?
The drivers would be mainly impacted by the change and their motivation
level in the internal environment of the organisation would also be impacted.
Presently, the drivers are largely unionised and are strongly resenting the
introduction of changes like GPS/PDA devices or the one driver per truck strategy.
B. How they are impacted?
The drivers are currently hindering the change by shoving issues like trust and
convenience in the two driver policy. It is required to make them realise the
objectives of the company and educate them by training them so that they are able
to use the new technologies easily.
C. Realisation of Impacts

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The impact of the organisational changes can be perceived in the initial
quarter of the fiscal year 2019. The work of change management in order to achieve
the organisational goals is to take place in the same time period only.
2. Change Goals and their alignment to the strategic goals of the organisation
As the company propagates to expansion of business by taking up a
integrated policy towards distribution management and the usage of GPS and/or
PDA technologies, the change goals spotted are streamlined and are also in sync for
maintaining a cohesive and motivated workforce. The change management would
not only help to convince the employees to welcome the change, but also motivate
the workforce to grow and also develop skills. As per Gruber, Kihm and Lenz(2014),
it would also work towards making them realise that the one driver per truck strategy
would increase their personal work potential and thus enhance performance which is
linked with appraisal and rewards.
3. Cost to Benefit Analysis
This is a process involving calculation of costs and benefits associated with a
business project and the analysis of the expected profits.
A. Change Requirements
The requirements for implementing the changes are a Project Manager, automatic lift
gates trainer and also a trainer for educating the employees about the use of
GPS/PDA technology.
B. Cost of Changes
The Project Manager can be employed with a wage rate of $100 for every
hour for the two initial weeks at the basis of 40 hours every week. During the latter

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part of the quarter the work timings can be reduced to 8 hours for every week. The
total cost including the charges for half day work of the Lift-gates trainer and the
GPS and PDA trainer would sum up to $150 per hour.
Cost Incurred for: Every Hour Net Expense
(Total)
To Note
The Project Analyst $100 $12000.00 40 hours a week
and latter 8 hours
per week until the
end of September
Trainer of GPS or
PDA
$150.00 $600.00 Half-Day work
session
Trainer for automatic
Lift gates
$150.00 $600.00 Half Day Work
Session
Total Change
management Cost
$13,200
Table1: Cost for Change Management
(Source: fasttrackcargo.com, 2018)
C. Risks
Several risks associated with the process of change management are in the
diagram below.

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Figure1: Risks needed to be managed
(Source: fasttrackcargo.com, 2018)
D. Benefits of introduced Changes
The strategy of using one driver for each truck will enable the company to
utilise the other driver for the new trucks purchased by the company. This would help
to reduce the operational cost also. The inclusion of this strategy is expected to raise
the profit for Fast Track Courier Pty. Ltd. by $2, 00, 000.
E. Assessment of the Benefits
a. Tangible Benefits
Benefits On Yearly basis Total Savings To Note
Salary of Driver $45,000 $360000.00 Eight new trucks
purchased by the
company, would be
run by the existing
Risks

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drivers of the
company
Summed up
Benefits
$360000.00
Savings, every year would be $360000.00 and the cost incurred for change
management would be $13,200. This includes charges for educating and giving
training to the workforce.
b. Intangible Benefits
Figure 2: Intangible Benefits
(Source: Baines and Shi, 2015)
F. categorising Changes
a. Tangible Changes- Feasible (F)

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b. Intangible Changes:
i. Culture Changes- Feasible (F)
ii. Management of Employee Relations: Might be Feasible (MF)
iii. Changes that are people cantered: Might be Feasible (MF)
iv. Personal Change- Might be Feasible (MF)
4. Risk Analysis
A. Risks, Barriers and their Analysis
Risk Area of
Business
Severity Likelihood Control
level
Significance:
given by a
summation
of severity,
level and
Likelihood
Risk
associated
with Delays
Operations 2 4 4 10
High Rate of
Turnover
Employees 2 3 4 9
Demotivation
of the
employees
Employees 3 4 1 7
Failure to use
technology
Technology 2 4 3 9
Influence of
union on
Employees 3 4 1 8

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Organisationa
l strategy
Barriers included are incomplete education and training, lack of agreement
among the management, employees and the union. Achievement of strategic goals
is highly dependent on cordial relationship of management and the employees.
B. Risk Mitigation Plan
High priority is to be provided to entities with high risk score. The Mitigation
planning must include quality training on timely basis and addressing issues on the
office floor and within dedicated time-limit.
5. Change Management Plan
The five step approach of organisational Change management process is to
be followed. This is required because the organisation is expanding and the
business process is required to be redesigned.

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Figure3: Development and implementation of Change management Strategy
(Source: fasttrackcargo.com, 2018)
One awareness campaign have to be developed for educating and training
employees for using the new technologies like GPS facility or PDA devices and also
describing the truck drivers and the employees the enhancement of their efficiency
level associated to the introduction of the changes. This change management is
supposed to be a continuous process and a re-evaluation of the change
management process is required to be carried out until the employees adapt
themselves to the changed atmosphere.

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Change Request Analysis Form
Change management Request Analysis
(Fast Track Couriers Pty. Ltd)
Date:
CR#
Area of Business
Current Workaround
Description of the Solution and its
organisational impact
Risks associated with change
implementation and mitigation of risks
Alternative Workaround
Implemented Changes
Review Team Contracts
Team
Team of
Operations
Technology
Team
Support
Team
Legal Team Process
Team
Finance
Team
Team of
Infrastructure
Development
Sponsors
A. Stakeholder Management
The main stakeholders associated in change process are the truck drivers,
the CFO, entire team of HR management, the General Manager, the office team and
the Sales team, union and the customers as well. The senior management is aware
of the influence of the management and is committed to expand and grow the
customer market. The organisation is committed to grow along with increasing the