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Facilitation of Change

To fulfil our vision “to be recognised for our world ready graduates and leading edge research”, we need to develop an organisation which is change ready. This means that we must be proactive in attracting, developing and managing staff who are able to adapt to change rather than only reacting to the needs of the work force when we progress through change. See ECU Change Framework.

ECU Change Framework

The Change Framework is a tool which can assist managers to develop a change ready workforce. The inner circle (Change Process) of ECU’s Change Framework allows Leaders, Managers, Supervisors and Staff to engage with change, for continuous improvement, in four easy to follow phases namely Pre Engagement, Engagement, Enablement and Embedding. Each phase provides an overview of Activities, Resources, Professional Development and Support that could be used in any change initiative.

As change is seen as a constant, ECU views the way we manage change as a holistic process. To facilitate change effectively, we need to follow an inclusive approach that keeps people engaged and energised.

Together with the alignment of organisational structures, we need to ensure that we have appropriate systems and processes in place in order to build capability of our people. The combination of these essential components are required to manage and sustain the desired change.

It’s important to stay focussed on the desired outcome; most of all, we need to “be the change we want to see” - Mahatma Ghandi: The Great Soul of India.

Pre-engagement phase

This stage occurs before the commencement of the change. Leaders will have assessed the need for change and created a vision for the future. They would have consulted with their HRAM in regards to possible EBA processes. They have approval at the right level and are preparing and planning for the change

ActivitiesResourcesProfessional DevelopmentSupport

Identify and nominate change sponsor/champion and final decision maker at the appropriate level

Communicate

  • The need for change
  • The new vision

Establish project team

Facilitate and develop project plan - include consideration of parallel processes which may be affected

Consultation with key stakeholders

Identify new capability requirements of people,  structures, systems and processes

ECU Excellence Framework

OD Diagnostic Tool

Consultation Techniques

Consultation and Cooperation best practice guide

Guiding change at ECU booklet

Organisation Readiness Tool (Contact ODT)

Lynda change playlists (See Downloads)

Change Maze

Emotional Intelligence

Beat that Stress

Developing Workplace Resilience

Introduction to Mental Health

Leading Change

HR Specialist teams and HR Account Managers

Engagement phase

At this stage, the organisation will be aware that change will take place and work will be undertaken to get ready for implementation of the change.

ActivitiesResourcesProfessional Development Support

Business Case/Project plan signed off with Exec Sponsor/Decision-maker approval.

Reinforce the vision

Consult with stakeholders/staff

Plan new ways of working to create new policies, procedures and guidelines

Stages, states and strategies

Guiding change at ECU booklet

Personal Readiness Tool (contact OD)

Support resources for individuals (contact OD)

Lynda change playlist (See Downloads)

Effective Communication suite

Leading Change

Crucial Conversations

Manager as Coach

Get that Job

HR Account Managers and other HR Specialist teams

Organisation Development Team Coaching. Email OD

Manager and or Supervisors

Colleagues and Peers

Coaches and/or Mentors

Employee Assistance Program (EAP)

Outplacement services

Enablement phase

At this stage, the change is implemented and staff are beginning to engage in the new ways of working. They are building new skills and beginning to understand new processes and systems.

ActivitiesResourcesProfessional DevelopmentSupport

Reinforce the vision

Develop plans ready for implementation of new ways of working

Where needed, review or develop process flows, policies, procedures and guidelines

Develop team Charter – setting objectives, expectations, role clarity

Acquire new resources

Provide capability development as required

Meet regularly as a team to clarify, direct and support

Team Charter

Stages, states and strategies

Guiding change at ECU booklet

Role Based Capability Development (RBDF). Framework and Web based Tool

Personal Readiness Check Tool (contact OD)

Lynda change playlist (see Downloads)

Role Based Capability Development (RBDF) Offerings

Management for Performance System (MPS): Overview, Planning and Setting SMART Objectives

Team performance and development (contact OD)

Inter-team process development (contact OD)

Alignment of strategic and operational planning workshops (contact OD)

Get that Job

Manager and/or Supervisors

Organisation Development Team Coaching (contact ODT).

Employee Assistance Program (EAP)

Outplacement services

Embedding phase

At this stage, the change has been implemented and staff are becoming proficient in the new ways of working.

ActivitiesResourcesProfessional DevelopmentSupport

Reinforce the vision

Develop safe feedback mechanisms

Communicate and implement new policies, procedures and guidelines

Continuous improvement reviews

  • Reviewing performance outputs
  • Initiate improvement actions

Action quick wins and share successes

Utilise reward and recognition systems

Role Based Capability Development (RBDF). Framework and Web based Tool

Management for Performance System (MPS)

Rewards and Recognition

Organisation Success Post Implementation Tool (contact OD)

Individual Satisfaction Evaluation Tool (contact OD)

Lynda change playlist (See Downloads)

Role Based Capability Development (RBDF). Offerings

Management for Performance System (MPS) Review: Constructive Feedback

Crucial Conversations

Team Building (OD)

Manager and/or Supervisors

HR Specialist teams and HR Account Managers

Organisation Development Team Coaching (contact OD).

Employee Assistance Program (EAP)

To lead change well, managers rely on highly developed leadership skills. Further resources and assistance can be found on the Management and Leadership Resources page.

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