Unit of competency Outline
Date retreived
22/07/2026 2:55 PM AWST
22/07/2026 2:55 PM AWST
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Manage staff through change
Manage staff through change
Unit of competency
National Code
SIRXMGT507
SIRXMGT507
State Code
WD976
WD976
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
13/11/2012
Field of Education
080303 - Human Resource Management
Original Release Date
13/11/2012
Nominal Hours
60
Description
This unit describes the performance outcomes, skills and knowledge required to build a resilient organisational culture and implement processes that support and develop staff to flourish in an environment of change.This requires the analysis of the environment, consideration of risks and opportunities, the development of a structured process to respond to the changed environment, and leadership of staff through the change.
Notes
Elements and Performance Criteria
1. Analyse change requirements.
- 1.1.Review the organisation’s strategic and business plans to identify organisational directions that will require change to work practices.
- 1.2.Assess options to drive required changes in line with delegated authority and standard organisational policies and procedures.
- 1.3.Identify and analyse potential risks associated with implementing the change.
- 1.4.Identify and prioritise changes for further action.
2. Introduce change.
- 2.1.Evaluate the organisational culture and identify barriers to change.
- 2.2.Develop strategies to overcome barriers to change and promote a culture of innovation.
- 2.3.Plan for the implementation of the change, ensuring risks are mitigated and processes and timelines are achievable.
- 2.4.Negotiate and secure access to the resources required to introduce the change.
- 2.5.Communicate the purpose and benefits of the change to staff.
- 2.6.Provide clear instructions to staff regarding their work responsibilities and roles to facilitate a smooth implementation.
3. Foster commitment to change.
- 3.1.Provide and promote opportunities for staff input to the change implementation and seek feedback to refine processes.
- 3.2.Share and discuss models and methods for innovation and changed work practices with staff.
- 3.3.Provide clear and actionable feedback to staff on the progress they are making in implementing change.
- 3.4.Mentor and coach staff to build and reinforce the skills, knowledge and attitude required for successful implementation of change.
- 3.5.Reward and recognise positive contributions made by staff to the implementation of change.
4. Evaluate outcomes of change.
- 4.1.Report outcomes to staff of the changes and benefits achieved.
- 4.2.Promote opportunities for staff to reflect on the change and identify opportunities for further improvements and change.
- 4.3.Seek staff input to the development of recommendations for future organisational change and improvement in line with organisational policies and procedures.
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Changesmay include:
changed decision-making and delegation processes
changed organisational structure
changed role responsibilities of staff
identification of new markets
identification of new products and services
reviewed or new planning processes
reviewed or new work processes.
Risks may include:
change to government policy and programs
changing client requirements
cost over-runs
cyclical changes within the industry or region
difficulty in accessing funds
emergence of new technologies
inability to access necessary skills within the workforce
legal proceedings
potential for disruption to existing services and products
staff dissatisfaction
strength of existing or new competitors
tightened economic environment
time delays due to the planning and decision making process.
Barriers to change may include:
aiming for total consensus before progressing
fear of individual loss of power or influence
ineffective teams
inertia driven by desire to maintain personal comfort
lack of cooperation across team members
lack of leadership
lack of resources and time
not prioritising actions
over-analysis of the problem without acting.
Changesmay include:
changed decision-making and delegation processes
changed organisational structure
changed role responsibilities of staff
identification of new markets
identification of new products and services
reviewed or new planning processes
reviewed or new work processes.
Risks may include:
change to government policy and programs
changing client requirements
cost over-runs
cyclical changes within the industry or region
difficulty in accessing funds
emergence of new technologies
inability to access necessary skills within the workforce
legal proceedings
potential for disruption to existing services and products
staff dissatisfaction
strength of existing or new competitors
tightened economic environment
time delays due to the planning and decision making process.
Barriers to change may include:
aiming for total consensus before progressing
fear of individual loss of power or influence
ineffective teams
inertia driven by desire to maintain personal comfort
lack of cooperation across team members
lack of leadership
lack of resources and time
not prioritising actions
over-analysis of the problem without acting.
The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
identifies the drivers and barriers to change
uses techniques to introduce and support the implementation of change, including:
communicating with and supporting staff to overcome barriers to change
providing clear work instructions to staff
putting in place mechanisms to mitigate risks associated with change
putting in place mechanisms to recognise and reward staff contributions to change processes
securing resources to support the change process
promotes and communicates the outcomes of change processes to staff
evaluates change outcomes.
Context of and specific resources for assessment
Assessment must ensure access to:
a retail work environment
relevant documentation, such as:
manufacturer instructions and operation manuals
store policy and procedures manuals
a range of retail equipment.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
role play
answers to questions about specific skills and knowledge
customer feedback
observation of performance in the workplace
review of portfolios of evidence and thirdparty workplace reports of onthejob performance
thirdparty reports from a supervisor.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
identifies the drivers and barriers to change
uses techniques to introduce and support the implementation of change, including:
communicating with and supporting staff to overcome barriers to change
providing clear work instructions to staff
putting in place mechanisms to mitigate risks associated with change
putting in place mechanisms to recognise and reward staff contributions to change processes
securing resources to support the change process
promotes and communicates the outcomes of change processes to staff
evaluates change outcomes.
Context of and specific resources for assessment
Assessment must ensure access to:
a retail work environment
relevant documentation, such as:
manufacturer instructions and operation manuals
store policy and procedures manuals
a range of retail equipment.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
role play
answers to questions about specific skills and knowledge
customer feedback
observation of performance in the workplace
review of portfolios of evidence and thirdparty workplace reports of onthejob performance
thirdparty reports from a supervisor.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
No information
| State Code | National Code | Title | Type |
|---|---|---|---|
| J151 | SIR50112 | Diploma of Retail Management | Qualification |