Unit of competency Outline
Date retreived
23/07/2026 9:10 PM AWST
23/07/2026 9:10 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.
Manage organisational change
Manage organisational change
Unit of competency
National Code
BSBINN601B
BSBINN601B
State Code
D4866
D4866
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
06/11/2014
Field of Education
080307 - Organisation Management
Original Release Date
06/11/2014
Nominal Hours
30
Description
This unit describes the performance outcomes, skills and knowledge required to determine strategic change requirements and opportunities; and to develop, implement and evaluate change management strategies.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Notes
Elements and Performance Criteria
1. Identify change requirements and opportunities
- 1.1. Identify strategic change needs through an analysis of organisational objectives
- 1.2. Review existing policies and practices against strategic objectives to identify change requirements
- 1.3. Monitor trends in the external environment to identify events or trends that impact on the achievement of organisation's objectives
- 1.4. Identify major operational change requirements due to performance gaps, business opportunities or threats, or management decisions
- 1.5. Review and prioritise change requirements or opportunities with relevant managers
- 1.6. Consult specialists and experts to assist in the identification of major change requirements and opportunities
2. Develop change management strategy
- 2.1. Undertake cost-benefit analysis for high priority change requirements and opportunities
- 2.2. Undertake risk analysis, identify barriers to change, and agree and record mitigation strategies
- 2.3. Develop change management project plan
- 2.4. Obtain approvals from relevant authorities to confirm the change management process
- 2.5. Assign resources to the project and agree reporting protocols with relevant managers
3. Implement change management strategy
- 3.1. In consultation with relevant groups and individuals, develop communication or education plan to promote the benefits of the change to the organisation and to minimise loss
- 3.2. Arrange and manage activities to deliver the communication or education plans to relevant groups and individuals
- 3.3. Consult with relevant groups and individuals for input into the change process
- 3.4. Identify and respond to barriers to the change according to risk management plans
- 3.5. Action interventions and activities set out in project plan according to project timetable
- 3.6. Activate strategies for embedding the change
- 3.7. Conduct regular evaluation and review, and modify project plan where appropriate to achieve change program objectives
RANGE STATEMENT
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.
Strategic change needs may include:
actions arising from strategic planning activities to bring about major change in the organisation, which may relate to:
people
processes
technology
structure.
External environment may refer to factors that are:
consumer-driven
ecological
economic
ethical
global
legal
political
social
technological
the drive to corporate sustainability
the move to a knowledge economy
workforce-driven.
Relevant managers may include those:
affected by the change
holding a leadership position in the organisation
participating in the change project.
Barriers to change may include:
challenges to group norms or established roles
existing organisational culture
existing reward systems
fear of loss of status, security, power or friends
interdepartmental rivalry or conflict
lack of involvement in the change
low morale
vested interests.
Resources may include:
contractors
employees and managers
external and internal consultants
financial and budget allocation
hardware and software
physical assets.
Interventions and activities may include:
action research
career planning
job redesign
sensitivity training
succession planning
surveys (with feedback)
team building
termination or redeployment
training
transition analysis.
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.
Strategic change needs may include:
actions arising from strategic planning activities to bring about major change in the organisation, which may relate to:
people
processes
technology
structure.
External environment may refer to factors that are:
consumer-driven
ecological
economic
ethical
global
legal
political
social
technological
the drive to corporate sustainability
the move to a knowledge economy
workforce-driven.
Relevant managers may include those:
affected by the change
holding a leadership position in the organisation
participating in the change project.
Barriers to change may include:
challenges to group norms or established roles
existing organisational culture
existing reward systems
fear of loss of status, security, power or friends
interdepartmental rivalry or conflict
lack of involvement in the change
low morale
vested interests.
Resources may include:
contractors
employees and managers
external and internal consultants
financial and budget allocation
hardware and software
physical assets.
Interventions and activities may include:
action research
career planning
job redesign
sensitivity training
succession planning
surveys (with feedback)
team building
termination or redeployment
training
transition analysis.
EVIDENCE GUIDE
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.
Overview of assessment
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
development of a change process that detailsrationale for the change and its objectives
implementation of a change process
critical evaluation of how the change process was managed
demonstration of techniques for responding to resistance to change.
Context of and specific resources for assessment
Assessment must ensure access to appropriate documentation and resources normally used in the workplace.
Method of assessment
The following assessment methods are appropriate for this unit:
analysis of responses to case studies and scenarios around change management
assessment of reports on change management
direct questioning combined with review of portfolios of evidence and third-party workplace reports of on-the-job performance by the candidate
review of change management project plan and communication or education plans
review of records outlining consultation with relevant groups and individuals for input to the change process
oral or written questioning to assess knowledge of change management strategies.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
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.
Overview of assessment
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
development of a change process that detailsrationale for the change and its objectives
implementation of a change process
critical evaluation of how the change process was managed
demonstration of techniques for responding to resistance to change.
Context of and specific resources for assessment
Assessment must ensure access to appropriate documentation and resources normally used in the workplace.
Method of assessment
The following assessment methods are appropriate for this unit:
analysis of responses to case studies and scenarios around change management
assessment of reports on change management
direct questioning combined with review of portfolios of evidence and third-party workplace reports of on-the-job performance by the candidate
review of change management project plan and communication or education plans
review of records outlining consultation with relevant groups and individuals for input to the change process
oral or written questioning to assess knowledge of change management strategies.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| D0761 | BSBINN601A | Manage organisational change | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AUI47 | BSBINN601 | Lead and manage organisational change | Unit of competency |