BSBINN601 Lead and Manage Organisational Change

Assessment Task 1: Change Management Plan

Part A – Research and analysis

Samson Media is a publisher of several upmarket fashion magazines. Recent two years,
readership has fallen dramatically due to competition from a range of other fashion magazines
and consumers switching to digital media. 20% drop in profits has also been a decrease in the
share price.

Therefore, Samson’s management came up with an organizational strategic plan includes the
following objectives:

 Increase return on capital employed to 8% within 2 years

 Enact a transformational change of the company that will convert all magazines to a
digital format only.
 Close the printing and distribution site.
 Achieve cost efficiencies through relocating the head office to a smaller office.
 Restructure head office staff through moving to a smaller core of permanent staff and
more contract staff.
It is intended that the new digital magazines will have the following features:

 Focus on health and beauty, fashion and celebrity gossip.

 Some free content but full access available only on a subscription basis.
 Additional features available to subscribers such as video clips, podcasts and discussion
According to the case study, the current human resources policies and procedure include recruitment,
selection an induction policy and procedure and a termination policy and procedure.

I reckon, Samson to reduce down the staff member’s number to an efficient figure to run a digital
magazines organization, for example, have only the upskilled staff members

External environment analysis

Provide an analysis of the external environment relevant to Samson Media and its objectives, including
events/trends that impact on strategic objectives, including trends in magazine publishing, as well as
trends in online magazine readership.

The analysis should reflect a PESTLE analysis approach, reviewing political, economic, social,
technology, legal and environmental factors.
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PART B – DEVELOP A CHANGE MANAGEMENT PLAN

Change Management Plan for Samson Media

The change management process is the sequence of steps or activities that a change
management team or project leader follow to apply change management to a change in order
to drive individual transitions and ensure the project meets its intended outcomes. The below
elements have been identified from research as key elements of a successful change
management process. One thing is certain: change is going to happen. It’s an inevitable fact of
any team or project and, therefore, an aspect of any project that must be planned for. To best
plan and respond to change, first, a clear definition of change management must be understood.

Current situation facing Samson Media

Samson Media is a publisher of several upmarket fashion magazines. It has strong links with a
number of high profile fashion houses whose products are featured in the magazines and also
provide a significant source of advertising revenue. Readership has fallen over the last two
years. This is due in the most part to due to competition from a range of other fashion magazines
and consumers switching to digital media. Due to the decline in readership, profits have fallen
by 20% and there has also been a fall in the share price.

As a consequence, a new CEO, Amir Johnson, has been appointed. Amir was the former
Marketing Director for a well-known successful media business that included a national
newspaper, magazines and a subscription television channel. The success of this business was
based on targeting lower income groups and its publications are focused mainly on sport and
celebrity gossip.

According to the case study, the current human resources policies and procedure include
recruitment, selection an induction policy and procedure and a termination policy and
procedure. To reduce down the staff member’s number to an efficient figure to run a digital
magazines organization, for example, have only the upskilled staff members.

Policy

Sampson Media is committed to provide clear guidelines about the termination of employees.

Scope
BSBINN601 Lead and Manage Organisational Change

This applies to all employees of Sampson Media. Termination may be because of:

 Redundancy – the position is no longer needed.

 Retrenchment – there are reduced positions
 Employee resigns
 Serious misconduct investigated according to disciplinary procedure
 Unsatisfactory performance

Procedure

Resignation or Dismissal

Notification of cessation of a staff member’s employment must be provided in writing.

The employee is to provide resignation notice outlining intention to resign and the final date of
employment. Notice must be provided as per the employee’s employment contract or award.
Where Sampson Media terminates employment due to redundancy, retrenchment,
unsatisfactory performance or serious misconduct, a notice of termination will be provided,
outlining final date of employment and reasons for termination. Expectations of performance
is included in each staff member’s contract, as well as in the staff Code of Conduct.

PESTEL is a strategic analytical tool used to assess external factors affecting businesses. PESTEL
acronym stands for political, economic, social, technological, environmental and legal factors impacting
companies. PESTEL has recently evolved from PEST analysis once intensifying forces of globalization
and intensifying forces of competition in the marketplace coupled with other set of factors increased
the importance and potential impact of environmental and legal factors on businesses.

Political factors address various laws (education, copyright, and employment for example). But it also
includes government stability and potential corruption. These laws can only be changed by political
parties. They exist, and everyone else must work with them or pay legal consequences. According to
the above case study, Samson might not face much political issues in changing their strategic currently.
However, Samson will get affected if government taxes, trade control policies change in future.

Economic factors are straightforward. They’re anything that affects the state of the economy, profits,
and revenue. Consider taxes, inflation rates, stock market trends, labour costs and others.

Social factors focus primarily on consumers and prospective customers. Buying trends, lifestyle
choices, population rates, education level and social classes affect how consumers buy. Considering all
businesses need customers, heavy amounts of focus are put in this section of the PESTLE analysis.
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Technological factors are levels and advancements in technology. Every business uses technology to
sell products. It’s appropriate to study access to modern technology, communication methods,
technological change rates and prices. Tech-based companies pay special attention to this section.

Legal factors are sometimes considered similar to political factors. But it affects how companies operate
costs, facilitate business, and handle product demands. For example, some firms require several patents
to ensure competition don’t copy their products. But this section also includes consumer laws, health
and safety laws, and more.

Environmental factors include climate (change), weather, and eco-friendliness of products. Tourism,
forestry, and agriculture industries must pay extra attention to these factors. Bad weather may mean a
severe lack of profits.

Sources of information on change management and best practice approaches

Outline the sources of information you identified best practice change management strategies, as well
as an overview of best practice change management strategies.

Summarise each source of information and briefly outline how it has assisted in identifying major
change requirements and opportunities.

Risks/barrier to change and strategies

Identify potential risks/barriers to change and strategies to address these using the risk assessment
template. Demonstrate your problem-solving skills, as well as innovation skills to identify risks/barriers
to change, as well as to identify relevant and innovative strategies to deal with risks/barriers to change.

Consider major operational change requirements and recommended order of priority.

Major change requirements

Identify and document major operational change requirements based on the scenario information and
your research and analysis to date.

Prioritisation of change requirements

Outline your recommended priorities for each of the change requirements, including your reasoning.

Cost-benefit analysis

Provide cost-benefit analysis of the high priority change requirements and opportunities. Use the
information in the scenario to inform your analysis. You may also need to research costs for the change
requirements you are recommending.
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Recommended communication and education strategies

Outline your recommended communication and education strategies to promote the benefits of the
change

PART B – DEVELOP A CHANGE MANAGEMENT PLAN

Part C – Prepare report and update your plan

Change Management Plan

Introduction

Samson Media is a publisher of several upmarket fashion magazines. In last few years, their
profits have gone down due higher competition from range of other fashion magazines and
consumers switching to digital media.

Project Sponsor

This person leads the change project and is accountable for ensuring the project and change plan are implemented

Amir the former marketing director and his team managers, intended that the new digital
magazines will the following features

 Focus on health and beauty, fashion and celebrity gossip.

 Some free content but full access available only on a subscription basis.
 Additional features available to subscribers such as video clips, podcasts and
discussion
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Project Objectives

Detail what the project will achieve.

Management team have developed a strategic plan that includes the following objectives;

 Increase return on capital employed to 8% within 2 years

 Enact a transformational change of the company that will convert all magazines to a
digital format only.
 Close the printing and distribution site.
 Achieve cost efficiencies through relocating the head office to a smaller office.
 Restructure head office staff through moving to a smaller core of permanent staff and
more contract staff.

Recruitment, selection and induction policy and

procedure

Policy Statement

Samson Media is committed to recruiting and

selecting quality staff and inducting staff to ensure
they understand their job role and can follow all
required procedures.
Samson Media is also committed to ensuring that where a staff member’s employment is terminated,
this is completed in accordance with the law and with sensitivity.
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Principles

Selection decisions will always be made on merit so

as to avoid discrimination and unfairness.

Employee termination will be handled sensitively and with fairness.

Scope

This policy and procedure applies to all staff who undertake recruitment, selection, induction and
termination. This policy and procedure is supported by, and linked to the company’s Strategic Plan,
and Staff Code of Conduct.

Procedure

Recruitment, selection and appointment.

The following procedures will be followed for recruitment.

 Prior to the recruitment process commencing, HR to develop a position description or access

an existing position description. Ensure all information in the position description is accurate
and identifies the key responsibilities, key selection criteria and desirable skills and attributes.

 HR will advertise the position using the organisation’s preferred medium(s) and Ad templates.
Ads will clearly specify the purpose of the role, key selection criteria, mandatory qualifications
and a contact name and number,
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 Following receipt of applications, HR and the responsible manager will develop a shortlist of
applicants based on the applications provided and their suitability to the role. Ensure that all
shortlisted applicants have mandatory qualifications required of the position or the ability to
obtain them.
 Interview of shortlisted candidates will be completed with HR and the responsible manager at
the interview. Standard questions will be used and accurate notes will be takent.
 Following the interview, HR and the responsible manager will agreed on the selected applicant
and referee checks will occur using the Reference Check form.
 Letter of offer to be sent out to successful candidate/s and rejection letters to unsuccessful
candidates using standard letters.
 Letter of offer is developed using standard template

Induction

 HR creates a staff file for the new staff member and all documents relating to the recruitment
process are stored.

 Staff member completes all required documentation for employment, including contrats, staff
details forms and TFN notice.

 Ensure signed contract is on file.

 Induction plan is created and initial induction completed.

 Inductions as per plan are conducted during the first three months, which is also the
probationary period.
 At least 2 days prior to the probationary period lapsing, HR will hold a review and support
session with the employee. This session is to be used as a feedback and review from both
parties on the probationary period.

 A forward plan for development and training needs is to be developed during this session and
agreed to by the employee.

 If the employee’s performance is not satisfactory,

BSBINN601 Lead and Manage Organisational Change

Supporting documents

 Position description template

 Advertisement templates

 Letter of offer

 Award

 Employment Contract template

 Unsuccessful candidate template

 Induction plan

 Induction checklist

Staff survey comments

A survey of remaining staff has taken place with the following comments made by staff:

- Experience of the change management process

Sometimes it makes you feel unsettled, so I experience a bit of anxiety

While there is an attempt to communicate by management and to be as open as possible, I still have a
fear of the unknown.

If I had to pick on one emotion, it’s probably “disillusionment” because at the end of the day, I don’t
believe the department is being honest with us when it comes to change

I actually love and look forward to the challenges of change. That’s what keeps

me vibrant and keeps me interested. So I embrace change with excitement.

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Change is good ... I don’t think I have any reservations so the way I feel about

change is that I accept it. I am motivated by it.

Personally I get to experience the opportunity to have an impact on an improved way of operating in
the organisation.

I experienced a lot of different things. I am not sure whether it is disappointment or excitement.

I guess it’s more a wait and see approach will lead to a bit of unease and

nervousness.

I think that some people go through varying emotions when they experience

change. For me, I am not sure. I don’t know if it has affected me or not at this stage.

- Resistance to change

I guess I personally haven’t resisted change. There’s no point in resisting change

because it is inevitable. The best thing is to try and understand what it is all about

and put yourself in the best position to achieve whatever needs to be done.

No. I don’t resist change practices because I often do not see the point,

particularly in restructures. Management will do whatever they want to do and

you just go along with whatever it is they want you to do. I often don’t think

there’s necessarily any point in resisting change.

I think they employees resist if they don’t understand why we are doing it,

that is, change and change management. I think if they understand what we want to achieve, then ‘yes’,
they will not resist change and change management. If they don’t understand, then there’s going to be
resistance. Why will they want to change if they don’t understand what we are trying to achieve?
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No, I do not resist change if the change is meaningful and if I understand the purpose for the change. I
have had a lot of change in my life and I always like to see the positive in things and see things as a
challenge. Likewise, I see change in this organisation as a challenge.

Well, no. No, I don’t resist change. I said earlier that change is part of the

workforce. It has to be. Different strategies are needed so change is with us. I

don’t resist it.

- Communication

I have got to say that communication is pretty good. I mean they don’t hide things from

you.

There needs to be more ways of communicating with staff than meetings and newsletters.

I feel that there is good communication within the group

There needs to be an open line of communication from top to bottom. We get more information from
rumours than we do from bosses and that is something that is sad and not healthy. You need to give
employees a general overview of what is happening.

I don’t think that all information is presented in an open manner. Quite often one

gets the feeling that some decisions already made are being sold to you. So I don’t think this
organisation fosters open expression or opinions if your viewpoints happen to differ from those being
presented to you.
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I cannot stress how important communication is and my experience has been that when you are not
communicated to truthfully then you do not trust ... If your communication channels are open and
honest, change is an easy thing.

I believe the company does try to be seen to be providing as much communication as it can. There are
regular staff meetings. I suppose there is a good flow of communication but whether we can expect
what is being told is correct, is true, I am not sure.

Communication needs to be timely. Often people with my experience are very aware of changes that
are going on a long time before it is formally articulated which leads to a lot of rumours, suppositions
and misinformation. So timely communication is a fundamental sort of thing.

I think communication can be improved. I have said earlier that there are board, executive and
leadership meetings but I am not sure to how well the outcomes of these meetings are communicated
throughout the organisation ... So perhaps the only weakness that I see in this organisation in terms of
change management would be overall communication and consultation. There are pockets of people
who do change management very well but I’m not sure that it cascades right down to the bottom levels.
People usually hear about the change after the event.

They give us information so that they are hoping we’ll make the opinions they want us to make based
on the information they provide. They don’t actively seek any feedback from us. I don’t believe they
want feedback.

Termination Policy and Procedure

Policy

Samson Media is committed to provide clear guidelines about the termination of employees.

Scope

This applies to all employees of Samson Media. Termination may be because of:

 Redundancy – the position is no longer needed.

 Retrenchment – there are reduced positions
BSBINN601 Lead and Manage Organisational Change

 Employee resigns
 Serious misconduct investigated according to disciplinary procedure
 Unsatisfactory performance

Procedure

Resignation or Dismissal

Notification of cessation of a staff member’s employment must be provided in writing.

The employee is to provide resignation notice outlining intention to resign and the final date of
employment. Notice must be provided as per the employee’s employment contract or award.

Where Samson Media terminates employment due to redundancy, retrenchment, unsatisfactory

performance or serious misconduct, a notice of termination will be provided, outlining final date of
employment and reasons for termination.

Expectations about performance is included in each staff member’s contract , as well as in the staff
code of conduct.

Exit Interview

All employees will be entitled to an exit interview with their manager.

The purpose of the exit interview is to seek information from the employee as to their experience of
employment with the organisation and to identify areas for improvement.

The exit interview is a confidential discussion.

Information provided during the exit interview is reviewed and incorporated into Samson Media’s
ongoing quality improvement activities as required.
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Written Reference

Employees with more than two (2) months service can be provided with a written reference on
performance and service details, unless dismissed for serious misconduct.

Employees with less than two (2) months service or those who are dismissed due to serious
misconduct may, upon request, be provided with a written statement of service containing the length
and nature of the employment.

Return of Samson Media’s property.

On or before the employee’s final date of employment, the employee is to:

- Return all property of the organisation (including keys, documents, information technology
equipment, intellectual property)
- Return or be reimbursed with outstanding petty cash
- Remove hard copy and electronic personal and confidential files
- Inform supervisor of any passwords/codes that may prevent access to computer files.

Administration

Before the employee’s final date of employment, Samson Media will:

- Calculate remaining leave entitlements and final payments according to law

- Ensure forwarding contact details are provided by the employee
- Inform the employee’s superannuation fund of the employee’s final date of employment.
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On or before the employee’s final date of employment, Samson Media will:

- Restrict computer network access – both office and remote

- Remove as a signatory to financial and other transactions.

Record Keeping

The staff member’s resignation letter or a copy of Samson Media’s employment termination letter is
filed in the employee’s personnel file.

The staff exit interview and checklist will be filed in the employee’s personnel fi
BSBINN601 Lead and Manage Organisational Change