Unit of competency Outline
Date retreived
22/07/2026 10:11 PM AWST
22/07/2026 10:11 PM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Lead the organisation through change
Lead the organisation through change
Unit of competency
National Code
SIRXSRM801
SIRXSRM801
State Code
WD989
WD989
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
20/06/2014
Field of Education
080301 - Business Management
Original Release Date
20/06/2014
Nominal Hours
70
Description
This unit describes the performance outcomes, skills and knowledge required to develop, implement and evaluate a change strategy and process. This requires analysing the environment, considering risks and opportunities, and developing a structured process to respond to the environment change. The ability to lead and motivate staff through the change process is also essential to success.
Notes
Elements and Performance Criteria
1. Analyse the environment and change drivers.
- 1.1.Conduct research to identify drivers of change within the business environment.
- 1.2.Review the organisation’s strategic and business plans to ensure their capacity to respond to the environment change.
- 1.3.Take steps to ensure change processes support the principles of sustainability.
- 1.4.Identify and prioritise potential change processes for further action.
2. Analyse barriers to change.
- 2.1.Review internal and external data to identify trends in customer and stakeholder behaviour that will indicate future preferences.
- 2.2.Identify, size and assess the risks associated with implementation of the change process.
- 2.3.Identify and analyse the resources required to support the implementation of a change process.
- 2.4.Review and quantify the impact of change on existing organisational structures, customer behaviour, resourcing and profitability.
- 2.5.Assess the capacity of the organisation to respond to the change requirements.
- 2.6.Assess the impact of legislative or regulatory requirements on the change processes that are developed.
3. Prepare a strategy for change.
- 3.1.Identify and cost the human and other resources required to implement change.
- 3.2.Consult with key decision makers to refine and finalise a strategy to support change.
- 3.3.Develop a timeframe for the change process.
- 3.4.Identify criteria to measure the outcomes and performance of the change process.
- 3.5.Develop, test, prioritise and document strategies to drive change.
4. Implement and lead change.
- 4.1.Identify and brief team members who will drive implementation of the change.
- 4.2.Build a shared understanding and staff commitment to change through the communication of the objectives, processes and timelines to be achieved.
- 4.3.Put in place processes to implement and monitor the change strategy.
- 4.4.Communicate benefits and processes of change to customers and stakeholders.
- 4.5.Seek feedback on impact of change during implementation and make adjustments to strategies as required to ensure positive outcomes.
- 4.6.Manage conflict between individuals according to organisational procedures.
- 4.7.Provide ongoing feedback to staff, customers and stakeholders of progress and outcomes achieved.
5. Evaluate outcomes of change process.
- 5.1.Quantify and analyse outcomes achieved from the implementation of the change measured against established criteria.
- 5.2.Quantify and analyse the sustainability of the change and the capacity to add value to the business.
- 5.3.Analyse and recommend opportunities 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 individual, accessibility of the item, and local industry and regional contexts) may also be included.
Research may include:
primary research accessed or commissioned from external sources
primary research conducted in-house, including:
qualitative research
quantitative research
search of publicly available annual reports for listed companies
search of publicly available business records
secondary research, including publicly available data accessed through desk-based research.
Drivers of changemay include:
competitor pressure
customer behaviour
demographic changes
economic conditions and cycles
ownership or shareholder changes
product or service developments
profitability increase or decrease
supplier pressure
technological developments.
Sustainability principles include:
economic sustainability, over time
environmental sustainability, over time
social sustainability, over time.
Trends in customer and stakeholder behaviourmay result in changes to:
brand alignments
buying patterns
loyalty or shifts in loyalty
participation in events, offers and programs
service level expectations and requirements.
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.
Legislative or regulatory requirementsmay include:
alcohol and liquor laws
emergency management
employment laws
environmental standards and protection
food safety and handling
intellectual property and licensing
local government authority planning and permit requirements
merchandising licensing
public safety, including fire safety
responsible serving of alcohol
Australian consumer law
traffic management
work health and safety (WHS).
Strategies to drive change may 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.
Research may include:
primary research accessed or commissioned from external sources
primary research conducted in-house, including:
qualitative research
quantitative research
search of publicly available annual reports for listed companies
search of publicly available business records
secondary research, including publicly available data accessed through desk-based research.
Drivers of changemay include:
competitor pressure
customer behaviour
demographic changes
economic conditions and cycles
ownership or shareholder changes
product or service developments
profitability increase or decrease
supplier pressure
technological developments.
Sustainability principles include:
economic sustainability, over time
environmental sustainability, over time
social sustainability, over time.
Trends in customer and stakeholder behaviourmay result in changes to:
brand alignments
buying patterns
loyalty or shifts in loyalty
participation in events, offers and programs
service level expectations and requirements.
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.
Legislative or regulatory requirementsmay include:
alcohol and liquor laws
emergency management
employment laws
environmental standards and protection
food safety and handling
intellectual property and licensing
local government authority planning and permit requirements
merchandising licensing
public safety, including fire safety
responsible serving of alcohol
Australian consumer law
traffic management
work health and safety (WHS).
Strategies to drive change may 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.
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
prepares a strategy to foster change
demonstrates personal skills and strategies to lead change within a team or organisation
evaluates change outcomes.
Context of and specific resources for assessment
Assessment must ensure access to:
a retail work environment
current and varied range of text and online information sources
changes to legislative or regulatory requirements that may impact on business operation
external market data
relevant organisational performance data indicators
staff in a variety of job roles
strategic and business plans.
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:
observation of performance in the workplace
a role play
customer feedback
answers to questions about specific skills and knowledge
review of portfolios of evidence and third-party workplace reports of on-the-job performance.
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
prepares a strategy to foster change
demonstrates personal skills and strategies to lead change within a team or organisation
evaluates change outcomes.
Context of and specific resources for assessment
Assessment must ensure access to:
a retail work environment
current and varied range of text and online information sources
changes to legislative or regulatory requirements that may impact on business operation
external market data
relevant organisational performance data indicators
staff in a variety of job roles
strategic and business plans.
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:
observation of performance in the workplace
a role play
customer feedback
answers to questions about specific skills and knowledge
review of portfolios of evidence and third-party workplace reports of on-the-job performance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AWX26 | SIRXCHA002 | Lead the change process | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| J153 | SIR80112 | Graduate Certificate In Retail Leadership | Qualification |