MANAGING UniSA

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2 MANAGING UniSA CONTENTS PAGE NUMBER Frewrd: Directr: Human Resurces 3 Intrductin and Overview 5 Preparing fr Change 6 Drivers fr Change and Visin fr the Future 6 Develpment f a Business Case fr Change 6 Planning fr Change 8 Establishing the Change Management Prject Team 8 Develping the Prject Plan 8 Risk Assessment and Management Strategies 9 Cmmunicatin Strategies 9 Prject Team meetings 10 Supprt fr Staff Managing Change Prcess - Industrial Requirements 11 What Triggers a Managing Change Prcess 11 Jb Design and Evaluatin 11 Managing Change Discussin Paper 12 Management Initiated Meeting 13 Managing Change Final Plan 13 Implementatin and Evaluatin 14 Placement f Cntinuing Staff 14 Placement f Fixed Term Cntract Staff 14 Recruitment and Selectin 14 Redundancy 15 Vluntary Redundancy 15 Redeplyment 16 Cmpulsry Redundancy 16 Review and Evaluatin 16 Templates 17 Business Case 17 Prject Plan 18 Risk Assessment and Management Plan 20 Cmmunicatins Strategy 21 Managing Change Discussin Paper 23 Managing Change Final Plan 31 Fact Sheets 36 Preparing and Planning fr Change 36 Factrs fr Implementing Change 38 Tips fr Managers and Supervisrs 39 Managing Peple Transitins 41 Managing Resistance t Change 44 Jb Design and Evaluatin 46 Redeplyment 49 Placement f Cntinuing Staff 51 Managing Change Flw Chart 53 Further Reading 54 Page 2 f 54

3 MANAGING UniSA It is a cliché t say The nly cnstant is change 1 but nthing culd be truer, particularly in wrkplaces acrss a diversity f industries and envirnments. Hw we manage thse changes in ur wrk envirnment is the mst imprtant facet f successful rganisatins. I recgnize that little else is as upsetting t peple as significant change t the area in which they wrk and changed circumstances as t what is expected f them. Nthing has greater ptential t cause angst; sadness lst prductin, r diminished perfrmance. Yet nthing is as imprtant t the lng term survival f the University as change. Histry is full f examples f rganisatins that failed t change and that are nw extinct. S the secret t successfully managing change is cmmunicatin, clarity and understanding. Resistance t change cmes frm a fear f the unknwn r an expectatin f lss. The frnt-end f an individual's resistance t change is hw they perceive the change. The back-end is hw well equipped they are t deal with the change. Effectively managing any change initiative requires adptin f a planned and systematic apprach. This means: any change initiative must be managed as a prject gd prject planning is essential institutinal requirements need t be clear gd cmmunicatin with staff and affected stakehlders is fundamental t effective change effective management f peple during the prcess is vital Managing Change Tlkit Taking int accunt the cntext described, this tlkit has been develped t assist Managers t practively manage rganisatinal refrm and subsequent challenges fr their staff. The tlkit identifies five key phases in the change prcess and highlights the imprtance f gd practice in supprting staff t make the transitin thrugh the change prcess. These phases are: Preparing fr Change Planning fr Change Managing Change Prcess Implementatin Evaluatin The Managing UniSA chart, which utlines the five phases in detail, prvides links t infrmatin that Managers will find useful at each stage f the prcess. Als attached are Fact Sheets prviding infrmatin and perspectives n gd practice, and templates prviding guidelines n the develpment f the dcumentatin necessary t effectively manage the change prcess. 1 Heraclitus, Greek philspher. Page 3 f 54

4 The tlkit is designed t help yu manage yurself and yur staff. Hwever it is the pssessin f a philsphical attitude t change that will best equip yu t mve frward and help yur staff adapt and mve frward. Denise Bradley said.. But it is hw yu manage change that matters as yu pursue yur career. As smene wh has sat n hundreds f selectin cmmittees at every level, let me assure yu that all wh are successful have characteristics in cmmn. They have taken risks in their career mved int new areas, carried ut research which addressed wicked prblems, accepted jbs r rles which were nt well defined they have been innvatrs and cntributrs. Career success is built upn hard wrk and quite a lt f luck but yu nly get lucky when yu take a punt. 2 Ruth Blenkirn Human Resurces Unit 2 Denise Bradley, August 2011, Address t University f Western Sydney. Page 4 f 54

5 MANAGING UniSA Intrductin and Overview Chrnlgical phases Regulatry framewrk f Enterprise Agreement 1. Preparing fr Change 2. Planning fr Change 3. The Prcess 4. Implementatin 5. Evaluatin Elements: Assess need fr and type f change Frm a visin fr future f wrk area Explre scpe f change required Identify key grups whse cmmitment is needed Undertake preliminary scping discussins with the Human Resurces Unit and relevant Senir Manager/s. Clarify prblem/pprtunities Investigate alternative slutins Identify ptential risks Develp the Business Case fr the change Elements: Identify resurces required Establish the Change Management Prject Team Develp the Prject Plan Develp a Cmmunicatins Strategy Undertake Risk Assessment and Management Develp strategies fr supprt fr Staff Industrial requirements: Develp Psitin Descriptins Evaluatin f Psitin Descriptins Develp Organisatin Charts Develp the Managing Change Discussin Paper Cnsultative Meeting with affected staff Cnsult with staff and unins at least 10 days prir t cnsultative meeting, and cnsider their feedback Develp the Managing Change Final Plan Elements: Implement the new staffing structure Placement f cntinuing staff Recruit and select fr new psitins Redundancy - Vluntary Redundancy - Cmpulsry Redundancy Redeplyment Placement f fixed term cntract staff Fact Sheets Redeplyment Managing Change Flw Chart Elements: Assess whether bjectives have been met Reflect n lessns learned Feed infrmatin int maintaining fcus and cntinuus imprvement Fact Sheets Preparing and Planning fr Change Factrs fr Implementing Change Tips fr Managers and Supervisrs Fact Sheets Managing Peple Transitins Managing Resistance t Change Fact Sheets Jb Design and Evaluatin Fact sheet Further Reading Page 5 f 54

6 MANAGING UniSA 1. PREPARING FOR CHANGE 1.1 Drivers fr Change and Visin fr the Future It is imprtant that careful cnsideratin is given t the ratinale fr change and the visin fr the future fr the institutin, unit r the University as a whle. This invlves analysing the psitive and negative aspects f the current situatin and identifying the internal and external drivers fr change. It als invlves clearly identifying the scpe and type f change t be implemented. Change may nt be readily accepted by staff and stakehlders and may be difficult t sustain if the reasns fr the change and the new visin fr the future are nt understd and accepted by staff and stakehlders. Fr change t be successful - Managers implementing change must be able t clearly and succinctly articulate the drivers fr change and their visin fr the new structure. Managers must invlve members f their key management team t gain acceptance f the change and in preparing and planning fr change. The Management Team must be united in the messages they prvide t their staff n the drivers fr change and the visin fr the future. Gd cmmunicatin strategies must be put in place t ensure that staff and stakehlders are kept infrmed f the reasns fr change, the visin fr the institutin/unit and the status f the change prject. Nte: It is strngly recmmended that Human Resurces staff are invlved in any preliminary managing change discussins, t ensure that industrial relatins plicies, prcedures and the implicatins f the change are understd by the Manager and their management team, prir t cmmencing the managing change prject. Link t Fact Sheet - Preparing and Planning fr Change Link t Fact Sheet - Factrs fr Implementing Change Link t Fact Sheet - Tips fr Supervisrs and Managers 1.2 Develpment f a Business Case fr Change Depending n the size and significance f the change initiative, a business case shuld be develped fr apprval by the Vice Chancellr r nminee. Infrmatin prepared fr the Business Case can be used t infrm the Managing Change Discussin Paper (see Sectin 3). The Business Case shuld clearly utline - The key bjectives f the prpsed change The drivers fr change Hw the change meets the University s bjectives Benefits f the change Implicatins fr staff and ptins fr managing the change Risk assessment and management strategies Financial implicatins/mdelling Page 6 f 54

7 Human Resurces implicatins/mdelling Cmmunicatin strategies Timelines The Directr: Human Resurces shuld be cnsulted regarding the final Business Case. Link t Template - Managing Change Business Case Page 7 f 54

8 MANAGING UniSA 2. PLANNING FOR CHANGE 2.1 Establishing the Change Management Prject Team Depending n the size and significance f the managing change initiative, a Change Management Prject Team shuld be frmed t manage the change initiative. Ideally the Prject Team wuld include ne r mre representatives f management, human resurces staff r change management cnsultants and ther key stakehlders. Generally the Prject Team wuld reprt t a Prject Spnsr, i.e. a senir management representative whse area f respnsibility will be affected by the change r a Steering Cmmittee cmprised f apprpriate senir management representatives. The Prject Team members must be cmmitted t the bjectives f the change, mtivated t successfully implement the change, understand the cntext and cnditins fr successful change and have change management skills. The rles and respnsibilities f each f the Prject Team members must be clearly articulated and understd. Typical prject team rles include - Prject Spnsr - generally a senir management representative whse area f respnsibility will be affected by the change and wh can make key decisins regarding the prject Prject Manager - generally a senir management representative respnsible fr delivery f the prject Prject Team Members - internal and external staff wh are respnsible fr aspects f the prject and have specific areas f expertise Human Resurces Staff/External Cnsultant - wh are respnsible fr prviding advice n human resurces, industrial and/r change management issues. 2.2 Develping the Prject Plan The first respnsibility f the Prject Team is t prepare a Prject Plan fr managing the change. The Prject Plan shuld cver the fllwing - The prject bjectives and scpe Key messages (a succinct tw paragraph statement that can be prvided t staff and stakehlders t explain the reasn/s fr the change) Guiding principles (in particular the human resurces principles that underpin the change prcess) Gvernance arrangements Reprting requirements (t whm and hw ften) Cmmunicatin strategies - staff and stakehlders Related prjects (that need t be taken int accunt in managing the prject) A schedule f prject activities, milestnes/timelines and respnsible staff that will ensure successful cmpletin f the prject. The Prject Plan shuld be a living dcument and must be develped with flexibility t respnd t changing imperatives and prject bjectives. Link t Template - Managing Change Prject Plan Page 8 f 54

9 MANAGING UniSA 2.3 Risk Assessment and Management Strategies As part f the initial prject planning, the Prject Team shuld undertake a frmal assessment f the ptential risks which may threaten the successful delivery f the prject. This invlves - brain-strming ptential risks identifying and assessing the risks against a rating f significant, medium, sme risk, lw and minimal assessing the cnsequences f the risk against a rating f significant, medium, sme risk, lw and minimal develping mitigatin strategies t avid r minimise the impact f the risk, in particular fcussing n risks which have a high likelihd f ccurring and wuld have a high impact assigning respnsibility t particular Prject Team r staff members t implement the mitigatin strategies dcumenting the risks and mitigatin strategies in the Prject Plan Activity Schedule 2.4 Cmmunicatin Strategies Link t Template - Risk Assessment and Management Effective cmmunicatin is a key tl fr Managers seeking t implement successful change. A variety f different methds f cmmunicatin shuld be used t ensure that staff feel satisfied that at each stage f the prcess they have received adequate infrmatin and pprtunity t prvide cmment and input int the change initiative. It is recmmended that the Managing Change Prject Team develp a Cmmunicatins Plan fr the Prject. The purpse f a Cmmunicatins Plan is t prvide a brad framewrk fr all cmmunicatin with staff and ther stakehlders regarding the Managing Change initiative. In additin t clearly articulating the cmmunicatin bjectives, the Plan shuld cver - The target audience fr all cmmunicatins - internal and external Key messages Cmmunicatin methds Timeframes a Cmmunicatins Actin Plan which identifies respnsible fficers and timelines fr the varius cmmunicatin strategies Suggested cmmunicatin methds include - An electrnic Managing Change Bulletin - ed t all affected staff and key relevant Stakehlders at apprpriate intervals, (generally weekly during the life f the prject), prviding current infrmatin n the status f the prject A Frequently Asked Questins (FAQs) website Management initiated meetings Easily accessible advice and supprt frm Human Resurces staff, as required Meetings with Emplyee Representatives, as required Meetings with Emplyee Assistance Prgram (EAP) and Outplacement services, as required The cmmunicatin methds, timelines and respnsible staff members shuld be included in the Prject Plan Activity Schedule. Page 9 f 54

10 MANAGING UniSA Nte: It is imprtant fr the successful implementatin f the change initiative that regular cmmunicatin with staff cntinues fr the life f the prject and nt cease until full implementatin and review f the Managing Change Final Plan. 2.5 Prject Team Meetings Link t Template - Cmmunicatins Strategy The Prject Team shuld meet very regularly, generally weekly r mre ften as required, t maintain mmentum and ensure that prject plan deadlines are met. Agendas shuld be prepared and brief but infrmative minutes kept f the meetings. The Prject Plan shuld be updated prir t every meeting f the Prject Team and a status reprt shuld be prvided t the Prject Spnsr and/r a Steering Cmmittee (as apprpriate) at agreed timelines. 2.6 Supprt fr Staff Every cmmunicatin with staff regarding the managing change prcess, whether written r verbal, shuld include a reminder that assistance and supprt is available t staff wh may have difficulties in cping with the change. The University s Emplyee Assistance Prgram (EAP) prvider (Assure Prgrams) can prvide assistance t individual emplyees and McPhee/Andrewartha (which delivers the leadership caching prgram) can als prvide caching fr managers and supervisrs at varius stages f the change prcess. Human Resurces can prvide advice abut available training supprt fr managing change, and infrmatin regarding utplacement services fr affected staff. Link t Fact Sheet - Managing Peple Transitins Link t Fact Sheet - Managing Resistance t Change Page 10 f 54

11 MANAGING UniSA 3. MANAGING CHANGE PROCESS - INDUSTRIAL REQUIREMENTS The fllwing sectin applies t the managing change requirements set ut in Clause 22 f the University f Suth Australia Enterprise Agreement The prcess utlined belw shuld be undertaken in additin t the entire 5-stage managing change prcess, as utlined in the tlkit. The implementatin f change in the wrkplace can be challenging fr managers and staff and it is therefre imprtant that gd management practices are put in place. The Human Resurces Unit is available t assist managers and staff in managing the change prcess as smthly as pssible. Nte: The Directr: Human Resurces shuld be advised f any prpsals fr change as sn as they are cntemplated. 3.1 What triggers a Managing Change Prcess? The University is cmmitted t direct cnsultatin with staff where it is prpsed t implement changes in wrk activities which may have significant cnsequences. Significant cnsequences may include but are nt limited t: change t hurs f peratin and wrk; substantial change t the structure f, r the skills required in a Divisin, Schl, Institute r Unit; r redundancy A managing change prcess must be fllwed where significant cnsequences impact n mre than ne staff member. Where nly ne staff member is affected, cnsultatin shall ccur directly with that staff member instead f the frmal prcess set ut belw. The prcess set ut in the Enterprise Agreement prvides a framewrk and utlines the bligatins that need t be met when the University cntemplates change as described abve. In particular the prcess includes - Develpment f a Managing Change Discussin Paper fr cnsultatin with staff and relevant unins A Management initiated meeting t prvide staff with an pprtunity t cntribute t the utcme f the managing change prcess via a cnsultatin prcess t ask questins Develpment f the Final Managing Change Plan Nte: T ensure gd faith with staff it is imprtant that wherever pssible, they are kept infrmed f issues that may affect their wrkplace and the University generally, and which may precipitate a managing change initiative. Staff will mre readily accept the change if they are aware f the reasns and cntext fr change, prir t receiving the Managing Change Discussin Paper. 3.2 Jb Design and Evaluatin Psitin Descriptins must be develped and evaluated fr all new and mdified psitins and released with the Managing Change Discussin Paper. It is imprtant that the Prject Plan timelines prvide reasnable time fr cnsultatin with the Human Resurces Unit regarding the cntent and evaluatin f these dcuments. Link t Fact Sheet - Jb Design and Evaluatin Link t Psitin Descriptin Writing Guidelines Page 11 f 54

12 Link t Classificatin f Prfessinal, Security, Grunds and Dcument Services Staff Psitins Link t Evaluatin f psitins as a result f Managing Change Link t Minimum Standard fr Academic Levels 3.3 Managing Change Discussin Paper The purpse f the Discussin Paper is t cmmence cnsultatin with the staff members and relevant unins n the prpsed change and t gather infrmatin required fr the develpment f the Final Managing Change Plan. It shuld be used as ne f the vehicles t describe the prpsed wrkplace change t all staff likely t be directly affected and als t seek feedback. T this end, it is necessary t explain the reasns fr change. Generally the ratinale may arise frm ne r mre f the fllwing: Structural review; Change in strategic directin; Respnse t market demands Financial necessity; Cntinuus imprvement. The Managing Change Discussin Paper shuld include the fllwing infrmatin: All relevant details f the changes prpsed The cntext fr change The benefits f the change The impact the changes are likely t have n staffing requirements, e.g. details regarding affected psitins, unaffected psitins, psitins with minr changes, new psitins and psitins prpsed t be disestablished A current and prpsed rganisatinal chart Measures t mitigate adverse effects n staff Vluntary redundancy and redeplyment arrangements Cnsultatin arrangements with staff Budget and resurce implicatins Wrklad ratinale Psitin descriptins (frmally evaluated by the Human Resurces Unit) fr all affected psitins The timeframe fr cnsultatin and implementatin The draft Discussin Paper shuld be frwarded t the Human Resurces Unit fr feedback prir t distributin allwing fr adequate time t review. The Discussin Paper is t be issued t all affected staff and the relevant unin(s) at least 10 wrking days befre a management initiated meeting t cnsult n the change prpsals. A cpy f the final Managing Change Discussin Paper shuld be prvided t the Directr: Human Resurces prir t further disseminatin allwing fr adequate time fr review prir t the anticipated release date. A template has been prepared t assist in cmpletin f the Managing Change Discussin Paper - Page 12 f 54

13 Link t Template - Managing Change Discussin Paper 3.4 Management Initiated Meeting The purpse f the management initiated meeting is t ensure that affected staff are infrmed abut the issues and prpsals presented in the Discussin Paper and prvide them with an pprtunity t cntribute t the utcme f the managing change prcess and t ask questins. Affected staff shuld be prvided with reasnable pprtunity t attend the meeting. Managers need t be able t demnstrate hw matters raised by staff in relatin t the Discussin Paper have been taken int accunt in the preparatin f the Final Managing Change Plan. During the perid f cnsultatin it is imprtant that staff are prvided with the fllwing pprtunities t cntribute ideas and raise issues: Managing Change Cntact Officer Staff shuld be prvided with the name and details f a relevant Prject Team Member, e.g. the lcal Human Resurces representative, and encuraged t prvide that persn with cmments via , telephne r face t face discussin. All interactin with the Cntact Officer must be recrded and summarised fr advice t staff at the Management Initiated Meeting and fr inclusin in the Final Managing Change Plan. Schl Bard/Unit meetings Such meetings prvide a further pprtunity fr staff t discuss the Discussin Paper and make suggestins r prvide cmments t the Divisinal Bard/Unit Executive. It is imperative that minutes f these meetings reflect the issues raised. It is expected that the Divisinal Bard/Unit Executive wuld meet t discuss the feedback frm Schl Bard/Unit meetings and that at r befre this stage the Senir Management Grup wuld have been advised f the issues under cnsideratin and the relevant member f the SMG kept infrmed thrughut the prcess. 3.5 Managing Change Final Plan Fllwing cnsultatin with staff n the change prpsals detailed in the Discussin Paper, managers need t give prmpt and demnstrable cnsideratin t matters raised by relevant unins, affected staff members and, where requested by a staff member, their representative. A Final Managing Change Plan must then be develped and prvided t all affected staff and, shuld an affected staff member request, their representative. The plan needs t: Respnd t the matters raised in the cnsultatin prcess, including respnses t feedback prvided frm staff and unins Outline the final structure Outline reasnable timeframes fr implementatin Measures that will be implemented t avert r minimise the adverse effects n staff. A cpy f the Final Managing Change Plan als needs t be prvided t the Directr: Human Resurces prir t frwarding it t all staff. Link t Template - Managing Change Final Paper Page 13 f 54

14 MANAGING UniSA 4. IMPLEMENTATION AND EVALUATION 4.1 Placement f Cntinuing Staff When a managing change prcess results in the intrductin f a new rganisatinal structure, new r mdified psitins will be filled in the first instance by existing displaced cntinuing staff at the same classificatin level as the staff member s previusly held substantive psitin where it is determined: there is a minimum 75% match between the skill base required fr a new psitin and the skill base f a staff member r the staff member wuld meet this requirement with n mre than six (6) mnths retraining. T assess whether a 75% skill match exists between the staff member s skills and experience and the essential criteria f the new psitin, an accurate, up-t-date and frmally evaluated and classified psitin descriptin fr the new psitin is vital. Where the skill match may fall slightly shrt f 75%, a manager will need t assess whether the staff member culd develp the skills required with n mre than six mnths training. Where a staff member is placed int a cntinuing psitin either within the new rganisatinal structure r elsewhere in the University, that is at the same level as the staff member s previusly held substantive psitin and there is a minimum f a 75% skills match, there is n entitlement t redeplyment r redundancy payments in relatin t the previusly held substantive psitin. Where placement is nt pssible in the new structure, existing cntinuing staff will be placed int any ther vacant cntinuing psitin in the University at the same classificatin level with a 75% skill match. Where placement is nt pssible in the new structure, cntinuing staff may be placed int a psitin that is ne (1) level lwer with the agreement f the staff member. In this case, the staff member s salary will be maintained at the previus level fr tw (2) years, after which it will be paid at the lwer classificatin level but at the highest increment. Where a greater number f staff meet the requirements fr placement in the structure than there are psitins available, the University will call fr expressins f interest in a vluntary redundancy benefit frm affected staff. Apprval f a vluntary redundancy will be at the discretin f the University. If after the cmpletin f this prcess, there still remains a greater number f staff than psitins available, a simplified merit selectin prcess shall be cnducted between the staff cncerned. 4.2 Placement f Fixed Term Cntract Staff Where a fixed term staff member des nt secure a psitin within the newly created structure they will be placed in a psitin at the same classificatin level at UniSA fr the remainder f their cntract perid. 4.3 Recruitment and Selectin The fllwing arrangements apply fr filling f psitins resulting frm the managing change - Where there are mre displaced cntinuing staff at a particular classificatin level than psitins available, expressins f interest will be sught frm this grup f staff nly (mdified selectin prcess) and selectin will be based n merit assessed against the essential criteria in the psitin descriptin. Where there are insufficient displaced cntinuing staff available t fill psitins at their substantive r lwer classificatin levels with salary maintenance, these psitins will be declared as vacant. Standard recruitment and selectin prcesses may cmmence t fill these vacant psitins. Where there are insufficient fixed term staff t fill temprary psitins at their current classificatin, these psitins will be declared vacant and, depending n the perid f the cntract, advertised internally r externally. Page 14 f 54

15 MANAGING UniSA Where new psitins are created at a higher level and there are n existing staff at the classificatin level f the psitin, such psitins will be advertised and filled thrugh standard recruitment and selectin prcesses. Within the merit recruitment and selectin prcess, where equal merit ccurs between an external and internal applicant, preference will be given t the internal applicant. Eligible fixed term r casual staff members wh are emplyed at the time a psitin is advertised internally will be eligible t apply fr the psitin. All reassignment f staff t psitins at their substantive classificatin will be undertaken in a supprtive manner that takes int accunt the skill match between individuals and the psitin and a cmmitment t prviding adequate training and develpment. Achieving satisfactry staffing f psitins will be undertaken in a manner cnsistent with cnsultatin, fairness, equity, cmmunicatin and transparency f prcess. Any staff member wh des nt hld a psitin in the new structure at the cnclusin f this prcess will be declared as ccupying a psitin which is redundant and is t be ffered a vluntary redundancy, subject t VC apprval, r the ptin f redeplyment. The date n which a psitin is redundant shall be specified in the Final Managing Change Plan. 4.4 Redundancy Redundancy and redundant are terms used t describe a situatin where the psitin ccupied by a cntinuing staff member is identified as surplus t the University s requirements, nrmally as a result f a managing change prcess. Fr audit, superannuatin and taxatin reasns, a redundancy may nly be paid in circumstances where the University can demnstrate that a psitin is n lnger required. The disestablishment f a psitin(s) will generally ccur thrugh a managing change prcess. Nte: Redundancy prvisins nly apply t cntinuing staff members. 4.5 Vluntary Redundancy As part f the managing change prcess, managers will identify whether it is pssible t place staff int the existing structure. Where a staff member is placed int the new structure, a redundancy benefit is nt payable. In circumstances where there is mre than ne staff member wh culd be placed int ne psitin, a simplified merit selectin prcess shall be cnducted between the staff cncerned. Thse staff members wh are nt placed int the new structure n the implementatin f the final managing change plan will be ffered the ptin f applying fr a vluntary redundancy benefit r the ptin f redeplyment. At any stage prir t the implementatin f a final managing change plan, a cst centre manager may call fr, and cnsider expressins f interest in a vluntary redundancy benefit frm thse cntinuing staff whse psitins are t be made redundant. A call fr expressins f interest in a vluntary redundancy may result in all staff whse psitins are redundant requesting a redundancy package. Nte: Apprval f any vluntary redundancy benefit will be at the discretin f the University. Page 15 f 54

16 MANAGING UniSA 4.6 Redeplyment Redeplyment prvisins will apply fr thse staff that have pted fr redeplyment with the redeplyment perid being determined by the Directr: Human Resurces. At any stage up t and including the end date f the redeplyment perid, a staff member may submit an applicatin fr a vluntary redundancy benefit. Apprval f any vluntary redundancy will be at the discretin f the University. If a staff member has nt been appinted t a suitable cntinuing psitin by the cnclusin f their redeplyment perid, r the University has determined that there is n psitin int which the staff member can be redeplyed, the staff member shall be ffered a vluntary redundancy benefit. 4.7 Cmpulsry Redundancy Link t Fact Sheet - Redeplyment If at the identified disestablishment date r the end f a redeplyment perid a staff member has nt been appinted t a suitable cntinuing psitin and the ffer f a vluntary redundancy benefit is rejected by the staff member, the Directr: Human Resurces will advise the staff member that they will be made cmpulsrily redundant. The staff member will be advised t seek advice frm the Directr: Human Resurces n further measures which might be taken t avert their terminatin f emplyment. Link t Fact Sheet - Managing Change Flw Chart 5. REVIEW AND EVALUATION A frmal review and evaluatin f the change prcess is recmmended. The review and evaluatin shuld be undertaken nce the change prcess has been cmpletely implemented and is fully peratinal. This may be 12 mnths after all new psitins have been filled. A frmal evaluatin prvides the pprtunity t assess whether the bjectives f the change initiative have been met. It als prvides the pprtunity t identify and share the lessns learned frm the exercise, that is, what wrked well and what aspects f the prject culd have been dne differently. The infrmatin gained is als useful fr maintaining fcus n the business bjectives f the Unit/Divisin and ensuring cntinuus imprvement. The Human Resurces Unit is available t prvide advice regarding evaluatin f the change initiative. Link t Fact Sheet - Further Reading Page 16 f 54

17 MANAGING UniSA TEMPLATE - MANAGING CHANGE BUSINESS CASE 1. INTRODUCTION (Brief descriptin f the bjectives and scpe f the prpsed initiative including drivers fr change, relevant histry/backgrund infrmatin, scpe f change, details f staff and stakehlders likely t be affected by the change and timelines fr implementatin.) 2. DRIVERS FOR CHANGE (Infrmatin regarding why the change is required, fr example change t services, structure, reprting relatinships, etc.) 3. BENEFITS OF CHANGE (Outline f the benefits and pprtunities fr UniSA/Divisin/Unit resulting frm the prpsed initiative.) 4. IMPLICATIONS FOR NOT UNDERTAKING PROPOSAL (Discussin regarding the prblems/issues that will result if the prpsed change des nt prceed.) 5. ALTERNATIVES (Discussin regarding ther ptential ways t slve the prblem.) 6. AREAS/STAFF AFFECTED BY PROPOSED CHANGE (High level infrmatin regarding impact f change n staff, i.e. current and prpsed rganisatinal arrangements.) 7. RISK ASSESSMENT AND MANAGEMENT (Outline f the risks assciated with the prpsed change and mitigatin strategies.) 8. FINANCIAL RATIONALE (Summary f the financial implicatins f implementing the prpsal and nging csts.) 9. RELATED PROJECTS (Other University prjects/stakehlders which may have an impact n the change initiative.) 10. PROPOSED TIMELINES AND MILESTONES (High level summary f the key timelines and milestnes f the prpsal.) Page 17 f 54

18 MANAGING UniSA TEMPLATE - MANAGING CHANGE PROJECT PLAN 1. PROJECT TITLE (Title t be assigned t the Prject) 2. PROJECT OBJECTIVES AND SCOPE (Shrt statement utlining the bjectives and scpe f the prject.) 3. KEY MESSAGES (Brief statement f messages which can be readily understd by staff and stakehlders explaining the drivers fr the change, fr example - Challenges facing the higher educatin sectr generally Envirnmental and budgetary challenges facing the Schl frm the sharp decline f students University s Strategic Directins as articulated in the Hrizn 2020 dcument Outcmes frm the Step 2010 prject) 4. GUIDING PRINCIPLES (Principles which will underpin the change prcess, fr example - The restructure will be managed in accrdance with the University s Enterprise Agreement and assciated Human Resurces plicies, prcedures and guidelines. Staff will be prvided with the pprtunity t cmment n and cntribute t the prpsed change. A Cmmunicatins Strategy will be develped t ensure that staff and stakehlders will be well infrmed f the prpsed change, the timelines and receive cnsistent, timely and accurate infrmatin.) 5. GOVERNANCE (Infrmatin regarding the gvernance arrangements fr the prject fr example steering cmmittee members (where apprpriate), prject team members and key advisers) STEERING COMMITTEE PROJECT TEAM KEY ADVISERS 6. REPORTING ARRANGEMENTS (Details regarding reprting n the prject status - t whm and hw ften. Fr example: Prject Team t meet weekly with Prject Spnsr t prvide a briefing n status and seek sign-ff n activities Regular briefings t be prvided t... Regular briefings and weekly meetings as required with the Steering Cmmittee) Page 18 f 54

19 7. STAKEHOLDER MANAGEMENT AND COMMUNICATION (List f key internal staff and stakehlders) Internal Staff and Stakehlders Fr example Academic and Prfessinal staff f the Schl Schl Executive Sessinal staff f the Schl Temprary staff f the Schl Divisinal Administratin Team External Stakehlders Fr example Emplyee Representatives/Unins where requested by a staff member Schl Advisry Bards Funding Organisatins Other key stakehlders 8. COMMUNICATION STRATEGIES (List f apprpriate cmmunicatin strategies fr the prject, fr example - Preliminary meeting with affected Staff t advise them that a Managing Change is imminent An electrnic Managing Change Bulletin ed t all affected staff and key relevant stakehlders weekly Frequently Asked Questins (FAQs and bulletins regularly updated n SharePint) Management initiated meeting t cnsult n the prpsed changes (fllwing distributin f the Managing Change Discussin Paper) Advice and infrmatin prvided by Human Resurces staff, as required Meetings with Emplyee Representatives, as required.) 9. RELATED PROJECTS (Listed here are any ther University prjects which may have an impact n the change initiative.) 10. PROJECT ACTIVITIES AND MILESTONES (The Prject Team shuld identify all f the activities/tasks necessary t successfully plan and implement the change initiative. An identificatin number shuld be assigned t each task, a respnsible staff member/s, cmpletin dates, key dates where apprpriate, cmpletin dates and status/cmments regarding prgress. An updated Prject Plan shuld be an agenda item fr each Prject Team Meeting.) Id N Activity/Task Resp. Persn Cmm. Date Key Date Finish Date Achieved/Cmments Page 19 f 54

20 MANAGING UniSA TEMPLATE - RISK ASSESSMENT AND MANAGEMENT PLAN PROJECT (As part f the initial prject planning, the Prject Team shuld undertake a frmal assessment f the ptential risks which may threaten the successful delivery f the prject. This invlves - Brainstrming ptential risks Identifying and assessing the risks against the rating belw f significant, medium, sme risk, lw and minimal Assessing the cnsequences f the risk against a rating belw f significant, medium, sme risk, lw and minimal Develping mitigatin strategies t avid r minimise the impact f the risk, in particular fcussing n risks which have a high likelihd f ccurring and a high impact. Assigning respnsibility t prject team r staff members t manage the mitigatin strategies) Risk Likelihd f Risk Occurring Cnsequences f risk Strategies t Manage risk Respnsible persn The activities and mitigatin strategies listed abve shuld be included in the Prject Plan Activity Schedule Key: Significant Risk/Cnsequence 5 Medium Risk/Cnsequence 4 Sme Risk/Cnsequence 3 Lw Risk/Cnsequence 2 Minimal Risk/Cnsequence 1 Page 20 f 54

21 MANAGING UniSA TEMPLATE - COMMUNICATION STRATEGY... PROJECT 1. PURPOSE (Brief summary f the purpse f the Cmmunicatin Strategy) 2. COMMUNICATION PLAN OBJECTIVES (The bjectives f the Cmmunicatin Strategy, fr example - ensure that all cmmunicatin with affected staff is in accrdance with the managing change prvisins f the Academic and Prfessinal Staff Cllective Agreement; clarify the extent f the restructure and hw it relates t ther change initiatives ccurring acrss the University; ensure that staff and stakehlders are well infrmed f the prpsed restructuring and the timelines and receive cnsistent, timely and accurate infrmatin; and ensure that staff and relevant stakehlders are prvided with the pprtunity t cmment n and cntribute t the prpsed restructure.) 3. TARGET AUDIENCE (Identificatin f the internal and external audience fr the cmmunicatins, fr example - Internal Audience Academic and Prfessinal staff f... Divisinal Executive Other internal Divisin and University stakehlders External Audience Emplyee representatives Prfessinal Assciatins, Schl Advisry Bards Educatin sectr Current and prspective students and their families Funding rganisatins Service prviders) 4. KEY MESSAGES (Brief and succinct key messages regarding the change initiative. It is recmmended that these are included n each written cmmunicatin/bulletin t staff - fr example - 1. The change initiative will result in greater efficiency and capacities f scale which will supprt the achievement f the University s strategic bjectives. This will allw us t: 2. The change initiative will be managed t minimise the impact n staff. 3. The mergers will be managed in accrdance with the University s Enterprise Agreement and assciated Human Resurces plicies, prcedures and guidelines.) 5. COMMUNICATION METHODS (The prpsed methds f cmmunicatin with staff and stakehlders shuld be dcumented here. Examples include - Methd An electrnic Managing Change Bulletin ed t all affected staff and key relevant stakehlders Frequently Asked Questins (FAQs) regularly updated n Sharepint Management initiated meetings t cnsult n the prpsed changes Advice and infrmatin prvided by Human Resurces staff, as required Meetings with Emplyee Representatives, as required Timeframe Wednesday f each week Weekly As determined As required As required Page 21 f 54

22 6. TIMEFRAMES (Timeframes fr the cmmunicatin strategies, fr example a weekly bulletin t staff, regular updating f a Frequently Asked Questins site, prpsed dates fr meetings with staff, etc.) 7. COMMUNICATIONS ACTION PLAN Cmmunicatin Strategies Target audience/stakehlders Actin Officer/Team Timelines (The strategies and timelines listed abve shuld be included in the Prject Plan Activity Schedule.) Page 22 f 54

23 MANAGING UniSA TEMPLATE - MANAGING CHANGE DISCUSSION PAPER Name f Unit / Divisin MANAGING CHANGE DISCUSSION PAPER DATE / / Page 23 f 54

24 CONTENTS 1. Intrductin 2. Drivers fr Change 3. Benefits f Change 4. Prpsed Changes: - Existing - Prpsed 5. Measures t Mitigate the Adverse Affects n Staff 6. Financial Ratinale 7. Wrklad Ratinale 8. Psitin Descriptins 9. Timeframe and Implementatin 10. Cnsultatin Page 24 f 54

25 1. INTRODUCTION Managing Change in the Wrkplace is detailed in Clause 22 f the University f Suth Australia Enterprise Agreement Where the University prpses t implement changes in wrk activities that may have significant cnsequences fr mre than ne staff member, a managing change prcess must be undertaken in accrdance with Clause 22 f the Agreement. Where nly ne staff member is affected by a prpsed change, direct cnsultatin with the staff member and where they s chse, their representative, shuld be undertaken. Intrductin shuld cntain: A brief verview f the cntext fr change; Any relevant histry/backgrund infrmatin abut the wrk area undertaking the change; Details f all stakehlders likely t be affected by the change. Detail all cnsultative frums/prcesses undertaken t date. This may include discussins and/r cnsultatin with staff n a review prcess cnducted prir t the change. Include details f whether staff input was sught and/r cnsidered as part f the review prcess. 2. DRIVERS FOR CHANGE Prvide backgrund infrmatin n the drivers fr change. What is the driver fr change? Why is a change required? This may include details f the fllwing: Services - Change required t deliver better services; - Change in the type f services prvided/required; - Increased demand in service activity and service needs impacting n staff and business peratins; Structure - Opprtunity fr leadership, management r structural supprt f staff; - Currently have specialised rles, hwever require a multi-skilled team (r vice versa); - Structure des nt prvide fr adequate training r successin planning f staff; - Structure must be varied t cmply with legislative requirements - Requirement fr a risk management plan t supprt staff; - Partnerships / Interactin with internal (Divisins/Schls/Units) r external clients. Reprting relatinships - Mvement f tasks and/r intrductin f new tasks; - Redesigning wrkflw t imprve efficiency f wrk utcmes. Other - Wrkfrce needs; - Technlgical changes; - Plitical requirements; - Changes in strategic directin; - Part f a cntinuus imprvement prcess. Page 25 f 54

26 Review In the case where an external r internal review was undertaken, prvide details f the reasn fr the review and any relevant utcmes that may have cntributed t the managing change prcess being undertaken. 3. BENEFITS OF CHANGE Detail the prpsed benefits f change. Fr example: The prpsed structural change aims t: Respnd t needs utlined in drivers fr change; Imprve quality systems / service utcmes; Supprt wrkfrce planning bjectives; Address changes t legislative r business requirements; Ensure efficient use f resurces and t deliver cnsistent practices and cst savings; Imprve Occupatinal Health Safety and Welfare requirements; Imprved research staff prductivity and imprved supprt fr students. 4. PROPOSED CHANGES Existing Prvide an verview f the existing rganisatinal structure / service / reprting relatinship. Prvide a cpy f the existing rganisatinal structure. Alternatively, a summary f the psitins affected by the change can be listed in table frmat (refer example belw). Psitin Title Functin Class Fractin Status Outcme Change Agent Cnsultative supprt t Schl f Change Management HEO8 1.0 Cntinuing Affected/ Unaffected/ Disestablished Summarise any hindrances the current structure has n business needs and/r ther requirements raised in the drivers fr change. Page 26 f 54

27 Examples: Structure is flat / hierarchical; Multi skilled rles rather than specialised rles r vice versa; Requires rle(s) with a strategic fcus; Lacks apprpriate resurces t meet wrklad/ business demands; Structure lacks clear definitin f rles/respnsibilities f psitins; Des nt supprt career develpment / successin planning. Prpsed Prvide an utline f the prpsed changes t the structure, systems and/r reprting relatinship. Where applicable, the prpsal shuld be gruped int respective functins / sectins / team grups. Prvide a cpy f the prpsed rganisatinal structure. Detail hw the prpsed structure supprts the requirements f the wrk area. This may include imprvements t: Reprting relatinships; Crss skilling; Specialisatin f skills; Wrklads and perating cnditins; Strategic directin f the wrkplace. List prpsed changes in the fllwing grups: New Psitins Mdified Psitins Disestablished Psitins N Change t Psitins Nn Recurrent Funding Psitins This sectin is very imprtant and must prvide details f the impact t every psitin in the current structure as well as details f any psitins prpsed t be created in the new structure. Prvide details f the prpsed affects n all staff. That includes details f thse wh may be autmatically appinted t new r mdified psitins, thse wh ccupy disestablished psitins and any ther prpsed affect n staff. In each sectin, detail the changes t each psitin impacted by the change. This may include: Clarificatin f rles; Reprting relatinships; Re-distributin f duties / respnsibilities; Changes t the verall number f psitins within the structure. Page 27 f 54

28 5. MEASURES TO MITIGATE THE ADVERSE AFFECTS ON STAFF All staff affected by the change will be cnsulted and staff placed int the new structure as fllws and as determined by the manager, with advice f the Directr: Human Resurces. Placement f Staff The placement f cntinuing staff will be undertaken in accrdance with Sectin 3 Clause 22.5 f the University s Enterprise Agreement 2011 Existing cntinuing staff shall be placed in either new r mdified cntinuing psitins in the new structure at the same classificatin level, where it is determined: - that there is a minimum 75% skill match between the skill base required fr a new psitin and the skill base f a staff member, OR - that the staff member wuld meet this requirement with n mre than six (6) mnths retraining. Where yu are unable t determine whether a staff member can be placed int a psitin at their substantive level in the new structure, a discussin may ccur with the staff member cncerned t determine their skill base t meet the minimum 75% skill match. Standard and/r mdified recruitment prcesses may then cmmence t fill remaining vacancies. Additinal detail may be prvided in the Final Managing Change Paper. Where a greater number f staff meet the requirements fr placement than the psitins available, the University will call fr expressins f interest in a vluntary redundancy benefit frm affected staff. Staff nt placed int the new structure at the cnclusin f the abve prcess may be directed int anther psitin at their substantive level within the University by the Directr: Human Resurces. Any staff nt placed int a psitin at the cnclusin f the placement prcess, will be declared t be ccupying psitins which are redundant and shall be ffered a vluntary redundancy, r redeplyment. Vluntary Redundancy (VR) Where a staff member s substantive psitin has been disestablished thrugh the change prcess and they are unable t be placed int the new structure, they wuld be eligible t apply fr a vluntary redundancy under the prvisins in their respective Agreement. A VR shuld nt be ffered t a staff member wh has transferable skills t undertake duties f a new psitin at their substantive level in the new structure r in a psitin at their substantive level elsewhere in the university. Apprval f a VR can nly be made by the Vice Chancellr. Redeplyment Redeplyment nly applies t staff that hld a cntinuing psitin and whse substantive psitin has been disestablished as part f a managing change prcess. Page 28 f 54

29 A reasnable perid f redeplyment will be determined by the Directr: Human Resurces. This is usually up t a maximum perid f six (6) mnths. Divisinal and Central Human Resurces supprt will be prvided fr staff wh ccupy disestablished psitins t discuss future emplyment pprtunities. The Senir Cnsultant: HR Services leads the redeplyment prcess in identifying suitable psitins fr a staff member t be redeplyed int. While an alternative psitin is being identified, the staff member usually remains in their substantive divisin/schl/unit and will cntinue t be funded by their substantive area. Staff may be placed int a psitin that is ne (1) level lwer with the agreement f the staff member. In this case, the staff member s salary will be maintained at the previus level fr tw (2) years, after which it will be paid at the lwer classificatin level but at the highest increment. Onging training and supprt will be prvided thrughut the prcess as required. Affected staff shuld be given the pprtunity t access the Emplyee Assistance Prgram (EAP) thrugh Assure Prgrams t supprt them thrugh the Managing Change prcess. 6. FINANCIAL RATIONALE Detail the financial ratinale and csting f the prpsed change. Where the prpsed change is nt cst neutral, prvide details n the benefits. Fr example: The increased cst ver existing establishment will be mre than ffset by imprved quality f services t supprt the bjectives f the Divisin/Schl/Unit; All csts have been allcated in the Divisin/Schl/Unit budget. 7. WORKLOAD RATIONALE Detail the impact n wrklad (if any) as a result f the prpsed change. Fr example: It is anticipated that the prpsed change will nt have an adverse impact n staff wrklads given the creatin f new psitins; The prpsed structure aims t imprve the distributin f wrk acrss the team and prvide a mre equitable wrklad; The prpsed structure prmtes mre flexible wrklad management by eliminating the existing sil perating system; Prmtes crss skilling f staff acrss wrk grups t prmte redirectin f wrklad and resurces acrss the team. 8. POSITION DESCRIPTIONS The Discussin Paper shuld include cpies f all Psitin Descriptins (PDs) impacted by the change. The PDs prvide an utline f the purpse, cre respnsibilities and expected utcmes f the psitin and the skills, experience, qualificatins, knwledge and qualities required t successfully perfrm in the rle. Page 29 f 54

30 The PDs must be frmally evaluated by the Central Human Resurces Unit t determine the apprpriate classificatin levels and ensures cmpliance with the University s standard prcedures. The evaluatin prcess must be undertaken befre the PDs are distributed with the Discussin Paper t all affected staff fr infrmatin. Attach cpies f all prpsed psitin descriptins 9. TIMEFRAME and IMPLEMENTATION Prvide details f the timeframe fr undertaking the change prcess and its implementatin. This includes details f the prpsed date t: Distribute the Discussin Paper; Cnsult with affected staff n the prpsed change; - Where there is t be a meeting with staff, have regard t the ten (10) wrking day requirement under the University s Enterprise Agreement. - Where Senir Staff are invlved, then a reasnable time frame t cnsult must be bserved. Distribute the Final Managing Change Plan; Implement the prpsed structure; Cmmence the Recruitment and Selectin prcess t fill psitins. A Managing Change Implementatin Plan 10. CONSULTATION In accrdance with the Managing Change Implementatin Schedule, cmments are sught n the prpsed Managing Change Discussin Paper. Cnsultative Meeting held n Cmments t by clse f business n All cmments received will be cnsidered befre the Final Managing Change Plan is distributed. Staff shuld be encuraged t prvide feedback at the cnsultative meeting and/r in writing after the meeting. All feedback must be taken int cnsideratin befre prgressing t the Final Managing Change Plan. Page 30 f 54