Organisational change HR implementation framework
HR Implementation activities and transition process
The HR implementation activities and transition process have been summarised in a flowchart (PDF* 27kb) to assist managers, supervisors and employees in understanding the phases of HR related organisational change implementation.
The Frequently Asked Questions can also be referred to for additional information on HR implementation processes.
*This file is in Portable Document Format (PDF) which require the use of Adobe Acrobat Reader. A free copy of Acrobat Reader may be obtained from Adobe. Users who are unable to access information in PDF format should contact Trudi Davidson, telephone +61 7 4631 2981 to obtain this information in an alternative format.
Phase 1 Developing future state
Developing organisational charts and position descriptions
The change process will more than likely require new organisational charts and positions descriptions to be developed. This process is normally managed by the Project Leader/s and Faculty/Section in conjunction with Human Resources. Generally, there will be discussions with relevant employees to determine what the role/s will cover and their connections with other positions within the team and across the University.
A range of information gathering methods may be used to ensure the information going into the position description is the most up-to-date strategically and practically. Small group meetings with senior members of the area can establish the future strategic needs of the positions. An important part of developing the future state is also understanding the current roles and responsibilities of positions including the associated work allocations in order to identify value adding activities required into the future, and also highlight any areas of efficiency improvement. For professional staff positions, this process may sometimes involve small group meetings with managers and supervisors consulting with their individual employees with support from Human Resources.
Whilst the Project Leader/s and Faculty/Department are responsible for identifying all of the position requirements ie. responsibilities, skills etc, assistance is available from Human Resources upon request. Completed position descriptions must be provided to Human Resources to confirm consistency, appropriateness of content and integration with the broader USQ environment.
Evaluation of position descriptions
Whether or not an area has targeted a specific level for a position, professional staff position descriptions are assessed utilising formal evaluation methods to determine appropriate position classifications. The evaluation is completed by employees who are trained evaluators and submitted to the Executive Director, Human Resources.
Approval of structure and position descriptions
The final step in this stage is the approval for the proposed structure, associated position descriptions and importantly, costings of the new structure, by the appropriate delegate, in consultation with the Executive Director, Human Resources.
Phase 2 Transition identification
Once position descriptions have been developed (and evaluated for professional staff roles) there are a number of transition processes that can be utilised to identify and support employees working within a new/revised structure without significant change to their position.
Change processes at USQ can draw from a range of processes for identifying how employees move into positions in the new/reviewed structure. These processes are options only, and more than one process may apply depending on the area and the circumstances. The University has a number of options available in relation to transitioning employees into positions in the new/revised structure, however not all these options may be applicable for all employees. All processes will reflect the USQ change management principles in particular 'respect for individuals'. It is important that affected employees be consulted about the transition process and that the rationale for the particular process be clearly communicated.
During this phase, an analysis of current position requirements compared with future position requirements identified in Phase 1 will be undertaken by Human Resources. The purpose of this analysis is to identify positions that remain substantially unchanged as a result of the change process, and identify those positions which are new.
Phase 3 Transition process options
In the context of a new/revised structure, positions are identified as:
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Substantially unchanged (ie the majority of the responsibilities of an existing position are reflected in a position within the new structure, the position in the new structure is functionally of the same nature and requires equivalent/comparable skills to an existing position/s), or
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New (ie the majority of the responsibilities of a position in the new structure are not reflected in a position/s in the old structure)
As outlined above, once a decision has been made in relation to affected positions, the University has a number of options available to transition employees into positions in the new/revised structure. However, it is important to understand that not all these options may be applicable for all employees.
The processes for transitioning employees into the new structure will therefore vary depending upon the nature of the positions in the old and new structures. These options are guides only and no decision can be made until detailed analysis of affected positions occurs and an appropriate consideration of the operational requirements of the University and consultation with the affected employee(s) and the relevant Unions, through the Staff Consultative Committee, takes place. Transitioning employees to a new/revised structure may be managed on a case by case basis with the affected employee. Individual meetings may occur with employees during the implementation consultation process, and during the transition process. During the transition process an employee will be able to bring a nominated representative with them to meetings.
Assistance and support
There are a range of services available to employees during any change process. These include but are not limited to: within the Faculty/Section, Human Resources, relevant union or nominated representative, the Employee Assistance Program and the use of a specialist outplacement agency.
As well as identifying needs related to the finite transition period, development and support initiatives that strengthen the ongoing operations of the University should also be considered. These may include:
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individual training
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individual counselling
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new skills development, eg for supervisors
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team building workshop
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development of an ongoing communication strategy and team meetings, employee/supervisor catch ups
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business planning- identification of links between USQ/Department or Faculty /team goals and priorities
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use of BUILD for employees and supervisors
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leave and absence planning - includes management of workload allocations, TOIL, planned and unplanned leave
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While USQ encourages Faculties/Sections to support employees as much as possible, particularly through change processes, there is also a responsibility on the individual to seek any additional supports and opportunities as required.
Post implementation review
Once the changes are in place the University will look to manage and embed the changes as well as rebuild the team. Consideration should be given to:
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welcoming the new structure and respectfully saying farewell to the past eg
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an employees' meeting, charting the course for the coming period and formally initiating the new team/team members.
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recognising the contributions of all previous team members and arranging suitable farewells, depending on their wishes.
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explicitly checking with employees that they understand their roles, particularly if these are new or changed.
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identify skill gaps and appropriate development opportunities for employees in their new roles including mentoring, coaching, information sessions or workshops.
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monitoring employees' workloads. Some functions may have to be reviewed and/or prioritised differently.
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providing opportunities for employees to debrief from the change process. This may include them attending a workshop on coping with change.
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acknowledging and celebrating achievements within the team.
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conducting a post implementation review and set a date/period when this will occur in order to identify and implement any readjustments.