MANAGING CHANGE DOCUMENT
SPECIFY SCHOOL OR DEPARTMENT OR LOCATION
Version – Specify Date
Formal Change Process
Background:
This section should include a general overview of the unit/area to provide some detail and context
for the change. For example, it should include details of the current structure/ remit/ focus, it should
include previous structures where relevant and change processes (if any) in the form of a summary
which explains why the change is necessary. Are there any other environmental / cultural factors
which could provide useful background to the change proposal?
It is foreseeable that the impact of this proposal will involve: [select as appropriate]
1.
Disestablishment of positions; and/or
2.
A change to hours of operation; and/or
3.
Introduction of significant technological changes; and/or
4.
A significant change to work practices, and/or
5.
Impact on conditions, including change that would be likely to lead to changed responsibility
levels.
Status:
This document is the (first or revised) version of the process of developing a formal proposal for
workplace change relating to (Specify)
Notification:
The University is drafting this document to set out its specific proposal for your information and it is
being circulated to:
1.
Staff directly affected;
2.
Nominated staff representatives;
3.
Union representatives; and
4.
List other key stakeholders here if relevant eg Director , XYZ
Rationale and Nature of Change
Rationale:
In this section you should provide details on the reasons for the change; explain why the change is
necessary and provide any information (such as previous or current reviews or strategic
documents, student enrolment levels) that provides an evidence/ fact basis for the change.
Please describe the intended benefits of the change; what are the goals / objectives of the
change? Where possible these anticipated benefits should be aligned / linked to a strategic /
operational plan.
For example the change could be driven by:

A need for improved customer service and/or

Implementation of new technologies and/or
Without Prejudice, Commercial & in Confidence
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MANAGING CHANGE DOCUMENT
SPECIFY SCHOOL OR DEPARTMENT OR LOCATION
Version – Specify Date

Changes to legislation or legislative requirement and/or

Implementation of recommendations of an external review and/or

Development of more effective structure to allow for succession planning and career
advancement and/or Significant changes to student numbers or types and/or

Budget / resourcing constraints
Nature of Change:
Detail the specifics of what is being proposed, include information of positions to be reviewed /
established / discontinued and indicating any likelihood of redundancies / negative impacts on
staff.
This section could include a current and revised org chart if relevant and also draft position
descriptions
Specific details should be included where there is a negative impact on the workforce due to the
following:

Workload Implications (commitment that expected workloads match the staffing numbers and
grades)

Potential redundancies

Targeted reductions in staffing numbers

Restructuring of work required by staff members

Significant changes to the composition, structure or size of the workforce

Phasing of change over time
Possible Effects on Staff
Provide some information on any positions affected by the change and details of how the effects
may manifest (ie position to be directly transferred to same position in new structure, position to be
made redundant; position to be up graded/down graded; total number of positions to be reduced).
Include information on the impact of the following (where appropriate):

Transfers, redundancies and redeployments

Outsourcing

Equity impact and any negative impact on staff and/or directly or indirectly affect a particular
group (include a certification that there are no adverse effects on equity groups)

Workplace and resources implications

Training requirements and staff development opportunities
The document may outline the process for filling / advertising positions, for example staff will need
to apply for the new positions / staff will be automatically considered / expressions of interest /
externally advertise.
Without Prejudice, Commercial & in Confidence
2
MANAGING CHANGE DOCUMENT
SPECIFY SCHOOL OR DEPARTMENT OR LOCATION
Version – Specify Date
Financial Information (if relevant)
Include general relevant financial information and provide a cost benefit analysis if the change is
financially driven. Also include details regarding how the proposed change will ensure the financial
viability of the unit/department and the University.
The University’s Commitment
This change proposal is business driven change and the University will seek, wherever possible, to
avoid redundancies.
Set out any likely negative impacts on staff members immediately affected by the workplace
change proposal. If there are no likely negative impacts, make an express statement to that effect.
Staffing Principles:
The purpose of this change is….
The following general principles will apply to [whatever the proposed changes are - for example the
review of positions and the advertising, transfer and appointment of staff to the new positions].
List the general principles that will apply to the change process below – for example:

Where possible, existing staff members will be directly transferred at level in to positions of
the same or similar level where positions are not new or significantly changed;

It is not the intention of the University to reduce staff numbers through this change process
nor to detrimentally affect the classification of existing staff members;

Affected staff will be able to apply for new or significantly changed positions through an
internal expression of interest process;

Etc etc etc
[Where staffing reductions are likely] Any staffing reductions will be managed and achieved
through the following principles:
1.
Redeployment;
2.
Natural attrition;
3.
Negotiated separations;
4.
Fixed term pre-retirement contracts;
5.
Voluntary conversion to part time employment,
6.
7.
Leave Arrangements (Long Service Leave; Leave Without Pay) either short term or as
part of transitional arrangements;
Secondment or internal transfer.
Staff redundancies, where unavoidable, will be subject to the University’s Redundancy provisions.
Without Prejudice, Commercial & in Confidence
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MANAGING CHANGE DOCUMENT
SPECIFY SCHOOL OR DEPARTMENT OR LOCATION
Version – Specify Date
Representation:
Throughout this process staff members may be represented, and seek advice or assistance at any
time from a person of their choice as outlined in the ANU Staff Representation Procedure which
may be accessed at:
http://policies.anu.edu.au/procedures/staff_representation_procedure/procedure
Staff may not request representation by a legal practitioner unless they are directly involved in a
formal disciplinary or termination of employment processes.
Consultation
The University has set out the below timetable to meet and confer with the staff members
concerned (and their chosen representatives).The University endeavours to reach agreement
about the implementation of change and to work consultatively with people affected by change.
It is recommended that a consultation process be outlined. Below is an example of a proposed
consultation process table which can be adapted.
Date
Details of Consultation Process
Date
Example of key steps:
 Draft document released,
 Consultation meeting(s) with staff,
 Deadline for comments and feedback(NB there should be a
minimum consultation period of 2 weeks),
 Change document finalised,
 Implementation of changes commences (details on the proposed
implementation may be outlined in the section below)
Date
Date
Implementation of Change
Provide details of relevant timeframes for the change process and outline the steps and stages of
implementation (in the form of a table / schedule of key steps if appropriate) .
Implementation and Review Process
Outline the nature and timeframes of the implementation, such as:

Regular meetings and email updates to staff during implementation of the change proposed
eg Change Management Newsletter

Review of position descriptions and staff workloads/workflow – 6 months after
implementation and/or identified through the half-yearly/yearly “Supporting our Staff” process

Skills Analysis / Training needs analysis – 3-6 months after implementation and/or
incorporated into half-yearly/yearly “Supporting our Staff” process
Without Prejudice, Commercial & in Confidence
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MANAGING CHANGE DOCUMENT
SPECIFY SCHOOL OR DEPARTMENT OR LOCATION
Version – Specify Date

Staff satisfaction survey – 3-6 months after implementation and/or identified through the halfyearly/yearly “Supporting our Staff” process

Meeting with Staff/Supervisor (individually or collectively) to review change process and
identify specific areas that may need additional attention – 3-6 months after implementation

Overall evaluation of change and implementation process by Senior Executive/ Management
and Supervisors in order to identify the things that worked well and areas of the process that
may be handled differently for future change. Did the change meet its initial objectives?
Note - the nature and type of reviews undertaken will depend on the type of change envisaged.
Contacts:
This change management process will be lead by [name and job title] in consultation with the ANU
HR Division [and any other relevant parties eg College HR practitioners].
Name
Prepared by:
Position
Contact details
__________________________
Specify - Head / Manager
Authorised / Endorsed by:
_________________________
Specify – College Chair, Dean or Director
Attachments:
Attachments may include additional documentation, such as:

Existing and proposed organisational charts

Financial Information

Process Diagrams

Job descriptions
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