Certificate in Learning & Development Practice

Assessed Coursework Cover Sheet

Student Name : Rodzidah bt Mohd Rodzi

IC : 791103-10-5336

Organisation : CIAST, Shah Alam

Unit Title : Supporting change within organisations

Unit Code : 3SCO F208A

Coursework Component : Written Assignment

Date of Submission : July 2012

Activity

Questions

You are required to produce a report describing the impact of change within your own

organisation (or one that you are familiar with). You should include :

1. A short introduction to the organisation

2. An explanation of why your organisation needs to change identifying at least 6

internal and external factors that drive or influence the change

3. Explain at least 3 ways change affects organisations

4. A description that compares at least four approaches to change with the process in

use within the organisation

5. Describe at least three different approaches and 3 behavioural responses seen when

change occurs in an organisation.

6. Explain at least 3 ways that HR can support individuals during change.

REPORT

The Impact of Change in CIAST

(Centre for Instructors and Advanced Skill Training)

Prepared by:

Rodzidah Mohd Rodzi

Programme of Multimedia and Electronics

CIAST

July, 2012

INTRODUCTION

Centre for Instructor and Advanced Skill Training, better known as the Centre for

Instructor and Advanced Skill Training (CIAST) is located in Shah Alam, Selangor.

CIAST began operations in 1983 with financial assistance from the Japanese

Government under the ASEAN Human Resources Development Project and regulated by

the technical experts and management from Japan through JICA until 1991.

CIAST was fully operational under the Manpower Department, Ministry of

Human Resources began in 1991 until May 2007 before being transferred under the

management of the Department of Skill Development (DSD) in the same ministry in June

2007.

Vision

Leading organization in developing and strengthening the teaching for world class instructors.

Mission

Developing world-class instructors who are knowledgeable, competent, disciplined and

responsive to environmental changes and technology.

Objective

- To produce instructors to meet the requirements for the country skills training institutions

- To improve the teaching instructors on an ongoing basis in skills and training methodology

in accordance with technological developments

- To establish and implement the teaching instructor qualification and licensing system

- To enhance the skills training curriculum

- To strengthen the relations and international training

- To strengthen the information, communication technology infrastructure and electronic

learning systems and multimedia

- To provide a conductive environment and relevant training facilities

- To promote positive values, positive attitudes and a healthy culture for teaching instructors

Centre for Instructor and Advanced Skill Training (CIAST) Clients Charter

We at the Centre for Instructor and Advanced Skill Training (CIAST) has been entrusted to

produce and enhance the skills required of instructors trained by the country. Thus:

We promise to mainstream skills training by providing and handling instructors' skill

training programs and quality training that is appropriate to the needs of national training

institutions and current technological development;

We promise to advertise and disseminate information on training opportunities carried

out to the public. Application of the courses is open throughout the year. Courses offered

to those who are successful will be issued no later than one month before the course

begins;

We are committed in developing teaching and learning materials to enhance the delivery

of accredited training center of public and private sector in accordance with the industry

requirements of the country;

We promise to commission competent and qualified skills instructors according to

national standards of occupational skills; and

We promise to provide learning facilities, training equipment, a complete ICT

infrastructure and a conducive environment to meet client’s satisfaction.

In conducting the responsibilities entrusted to the Centre for Instructor and Advanced Skill

Training (CIAST), excellent and friendly service to be our top priority.

LOCATION MAP

Pusat Latihan Pengajar dan Kemahiran Lanjutan (CIAST),

Jalan Petani 19/1, Seksyen 19,

40900 Shah Alam,

Selangor.

WHY CIAST NEED TO CHANGE

External factors

1. Changes in Technology

There is a change in technology in the institution environment and other institutions

adopt the new technology, CIAST under focus become less cost effective and its

competitive position weakens. Therefore, CIAST has to adopt new technology, its

work structure is affected and a new equilibrium has to be established.

2. Changes in Marketing Conditions

Since every organization exports its outputs to the environment, CIAST has to face

competition in the market. There may be two types of forces which may affect the

competitive position of CIAST – other institute supplying the same products and,

customer who are not interested to come to CIAST. Any changes in these forces may

require suitable changes in CIAST. This changes in customers in terms of their needs,

liking –disliking and income disposal for a product. These changes from CIAST to

bring those products which meet customer’s requirement.

3. Social changes

Social changes reflect in terms of people’s aspirations, the needs, and their ways of

working. Social changes have taken place because of the several forces like level of

education, urbanization, feeling of autonomy, and international impact due to new

information sources. These social changes affect the behavior of workers at CIAST.

There, it is required to make adjustment in its working so that it matches with

employees behaviour.

4. Political and legal changes

Political and legal factors broadly define the activities which CIAST can undertake

and the methods which will be followed by it in accomplishing those activities. Any

changes in these political and legal factors may affect CIAST operation.

Internal Factors

1. Changes in the managerial personnel

Besides environmental changes there is a change in CIAST managerial personnel.

Old managers are replaced by new mangers, which necessitated because of

retirement, promotion, transfer or dismissal. Each new manager brings his own ideas

and way of working in CIAST. The relationships, more in CIAST. The relationships,

more particularly informal ones, changes because of changes in managerial personnel.

Moreover, attitude of the personnel change even though there is no changes in them.

The result in that CIAST has to change accordingly.

2. Deficiency in Existing CIAST

Sometimes, changes are necessary because of deficiency in the present CIAST’s

organizational arrangement and process. These deficiencies may be in the form of

unmanageable span of management, large number of managerial levels, lack in co-

ordination between various departments, obstacles in communication, multiplicity of

committees, lack of uniformity in policy decisions, lack of cooperation between the

line and staff, and so on.

3. Nature of the work force

The nature of work force has changed over a passage of time. Different work values

have been expressed by different generations. Workers who are in the age group of 50

plus value loyalty to their employers. Workers in their mid thirties to forties are loyal

to themselves only. The youngest generation of workers is loyal to their career. The

profile of the workforce is also changing fast. The new generation of workers has

better educational; they place greater emphasis on human values and questions

authority of managers. Their behavior has also become very complex and leading

them towards CIAST goals is a challenge for the managers. The employee turnover is

also very high which again put strain on the management.

4. To avoid developing inertia

In many cases, CIAST changes take place just to avoid developing inertia or

inflexibility. CIAST management take into account this view of organization that

CIAST should be dynamic because any single method is not the best tool of

management every time. Thus, changes are incorporated so that the personnel

develop liking for change and there is no unnecessary resistance when major change

in CIAST are brought about.

3 WAYS CHANGES AFFECT CIAST

Staffing

CIAST change create the need for the HR department to focus on staffing issues. CIAST

organizations undergoing rapid growth may need to add more employees, so HR may

have to focus on expanding its recruiting base or structure compensation programs to

attract more talented workers. CIAST require HR to develop severance packages and

carry out employee terminations. HR workers may also have to alter job descriptions for

the remaining workers if the layoffs result in a change in job functions.

Greater Communication

CIAST change is a time of widespread confusion, resulting in the need for the HR

department to open the channels of communication with employees. In addition to

keeping employees informed about what to expect during each step of the change process

through methods such as written communications and possibly group meetings, HR also

encourage input and feedback from the employees. The feedback can let HR know how

well changes are being received and whether adjustments may be necessary.

Developing a Plan

CIAST upper management makes HR aware of a pending change, such as a business

expansion requiring the need to hire more workers, the HR department work with

management to develop a plan to implement the change effectively. For instance, CIAST

recruit and train a large number of workers at one time. Instead, management and HR can

work toward a solution where workers are hired and intervals to ensure a comprehensive

vetting process and thorough training.

MODEL OF CHANGE APPROCHES

LEWIN (1951) NADLER (1998) BEER ET AL (1990) KOTTER (1996)

Unfreeze 1. Recognize the change imperative

1. Commitment to change through joint diagnosis of business problems

1. Establishing a Sense of Urgency

2. Creating a Guiding Coalition

Move

2. Develop a shared direction

2. Develop shared vision 3. Developing a Vision and

Strategy

3. Consensus, competence to enact and cohesion around new vision

4. Communicating the Change Vision

5. Empowering Employees for broad-based action

3. Consolidate change 4. Spread through all departments

without push from the top

6. Generating Short-Term Wins

7. Consolidating Gains and Producing more Change

Refreeze

4. Consolidate change 5. Institutionalize through formal

policies etc 8. Anchoring New Approaches in the Culture

5. Sustain change 6. Monitor & adjust in response to

problems

APPROACHES / BEHAVIOURAL RESPONSES OCCURS IN CIAST

Approaches responses seen when change occurs in CIAST

1. Positive Vision

There are CIAST’s employees who look at the bigger picture and visualize the

possibilities. Their positive attitude toward change is based on a broader awareness of the

marketplace, the specific industry and their competitive position in it; and an absolute

trust in CIAST’s leadership. Because they feel positive about CIAST’s future, these

employees generate a positive vision to their co-workers and encourage them to have

trust during times of change and confusion.

2. Enthusiasm

Some employees naturally approach life and challenges more enthusiastically than others.

Enthusiastic employees embrace change. Instead of trying to pick apart a proposed

change and find all the ways it won’t work, they see it as a natural part of an CIAST’s

evolution. Head of Programme lucky enough to have enthusiastic employees need to

support and nurture them, because their enthusiasm can infect other employees and help

make the implementation of change much more palatable for everyone.

3. “This is a challenge!”

Some of CIAST’s employees view change as a challenge, but are sure they can rise to the

occasion, since they feel they have what it takes to be contributing team players when the

change affects their work world. They remain open to new ideas, ask questions and feel

confident in their ability to acquire the knowledge needed to complete the task. They

exhibit a ―can do‖ attitude in their approach to change. They may admit that the task is

difficult, the procedure a bit cloudy, and the outcome unknown or questionable, but they

are committed to rising to the challenge!

Behavioural responses seen when change occurs in CIAST

1. Anger

Some of CIAST’s employees are so resistant to change that they become frustrated and

angry. Their anger may be repressed, causing an increased stress level; or overt, resulting

in emotional outbursts. Whether repressed or overt, anger is a typical reaction when

employees feel a loss of control over their work environment, or worry that their job

security is being threatened.

2. “Who’s in charge here?”

When CIAST is restructuring, it is natural for employees to question leadership.

Employees who will be working for a new supervisor when the change is implemented

may experience difficulty changing their allegiance from one leader to another. And

when employees have not been kept in the communication loop and thus do not see the

positive results of the changes, they are likely to question the wisdom of the new

leadership.

3. Panic!

Some of CIAST’s employees, finding comfort in a predictable routine, panic at the mere

mention of change. They worry about changes in the way they normally proceed with

their jobs. They may resist, not out of stubbornness, but out of fear about how the

changes will impact them personally. They may be too plagued with panic to deal

rationally with the ―new regime,‖ and some may actually become physically ill.

3 WAYS HR SUPPORT INDIVIDUAL DURING CHANGE

1. Communicate clear goal

The volume of communications deployed during change initiatives are not

lacking, however, the breadth of those messages is underwhelming. Content is almost

always geared more toward informing than inspiring. Most campaigns explain the

CIAST’s rationale for making the change, be it improved operational efficiency or better

economic returns and go on to detail the functional elements involved. And while it is

important to communicate as much as possible about the organization’s new direction,

and how the change will work, most communications components don’t put the change

into personal context. They simply don’t address the emotional triggers that drive

acceptance or fuel resistance. Failure occurs when corporate goals and objectives are not

easily understood by employees.

Most change-related communications are too vague or too high-level to explain

how the change impacts an employee’s everyday work efforts. Additionally, they did

very little to prepare the employee emotionally. However, HR had an opportunity to own

the ―individual message,‖ which should do more than explain the ―why and how‖ of the

new strategy. Messages reiterated that CIAST can’t change unless their employees do

and success is always people dependant. Change planners gave people a reason to care;

they offered specific goals and objectives that illustrate what success looks like from the

employee’s vantage point and they set the stage for and ultimately delivered follow-up

messages that celebrate and reinforce workers’ achievements using the new methods. No

group is better prepared to manage this part of the change process than HR.

2. Assign coach / mentor

Practitioners of performance improvement programs either incentive or recognition based

know that senior-level management sponsorship is a key factor in driving success. The

same is true for change management initiatives. Executives were called upon to be the

project’s spokesperson. They were asked to describe the current state of the business

(including the prevailing issues or opportunities prompting the change), explained why a

change is needed and required now.

How will this change affect me? What do I need to do now? How will my participation

be measured? What’s in it for me when I comply? That missing link in the

communications chain is why resistance begins to percolate near the beginning.

Leveraging the employee recognition program, HR provide CIAST’s organization

(specifically front-line managers) with the capacity to convert high-level change-related,

company ambitions into specific behaviors that employees can understand and act upon.

Managers set goals and reward outcomes connected to the change and use their reward

budgets to promote quicker uptake—acknowledging employees when appropriate. HR

supported local management’s role in socializing change at the front lines of the business

and helped organizations cut off early resistance.

3. Align reward system

CIAST’s HR utilized recognition to create role models who underscore that successes can

indeed be had using the new system or tool. And, CIAST’s HR leverage the reporting and

diagnostic assets within the recognition platform to better identify employees who may

be slow to adjust; individuals who need additional training or motivation to transition

completely. CIAST indeed have a lot riding on their ability to change the way they do

things. In tracking the success of any change initiative, most companies default to high

level measures; aggregate financial gains, operational efficiencies and customer

satisfaction improvements. And while these outcomes are clearly important business

barometers, they are also lagging indicators.

In other words, they did little to chart the pathway toward sustained change and they did

not isolate the relationship between utilization and results on an individual level. They

provided no diagnostic insight into how to expedite acceptance, promote utilization and

counter resistance. The inherent reporting and tracking devices within employee

recognition systems provide much more utility. Using these platforms, CIAST HR

isolated the cause and effect of employee behavior with more certainty and used that

knowledge to drive key behaviors toward desired outcomes. Armed with this data,

CIAST HR pinpoint where and when the change is being embraced (or rejected) and do

so accurately right down to the individual level. That precision provides the added ability

to target audiences for pertinent follow-up communication. And by linking appropriate

awards with expected actions, CIAST HR used the system to provide the impetus needed

to motivate pockets of employees teetering on resistance.