Applied Human Resource Management and Change

Objectives
The aim of the individual review report is to act as a HRM change agent and provide an in-depth analysis of a change process in a real-life organisation. To do this, you will need to investigate a change that has taken place in an organisation over the past three years. The change may be in the area of HRM or another areas of the organisation. You will investigate the change that has taken place and the process used to do this through primary data (please see interview conducted and answers to questions on page 3) and secondary data (databases, websites, annual reports). You MUST conduct some form of interview on someone (Manager or Employee) involved in the change. You will then need to critically analyse the data with reference to the recent academic literature. For example, discuss what the organisaiton has done well in accordance to the literature and also what they have not done well. You will make recommendations to the organisation and provide future solutions for effective change management. Finally, you will reflect on what you have learnt about change management.
The Review Report will include two parts: Part 1: 1800 words
The problem, issue, or impetus for change.?An analysis of the change program or process. You will need to identify two to three key themes that came out of the interview data and analyse these points in reference with the recent academic literature. Themes can be identified as points that re-occur in the interview data. For example, look at some of the main things that was done well throughout the change as well as things that need to be improved on.?An evaluation and recommendations for the change or for future change efforts.
Part 1 should be written in third person.
Part 2: 700 words
Part 2 includes a reflective section that demonstrates individual learning about change management.
• The individual learning about change management should be reflected upon in relation to the change that took place in the organisation.
• The reflection should provide personal insight into what you learnt in regards to the change management process/techniques used(ie: did you think this was effective, were you surprised by any of the techniques used, were there things that perhaps you would use in the future).
• The depth of the reflection will be enhanced by also making reference to the concepts, theories, ideas used throughout the course (lectures, seminars, textbook, case studies, and readings). For example, I found it very interesting that one of the key techniques used by the organisation to facilitate their change process was to include employees in the decision making process …… These ideas were discussed at length in the lecture and reinforced by various theorists such as Lewin and Kotter….
• Remember that Part 2 should still be linked to Part 1 of the report. To ensure the report is cohesive you should be reflecting on the points discussed earlier in the report (i.e. the change process/technique used). Another words, avoid bringing in completely new ideas in part 2 that have not been previously discussed or referred to.
Part 2 can be written in first person.
The Individual Review Report will be assessed according to the following criteria:
1.    Clear identification of the your chosen organisation and the problem, issue or impetus for change ?
2.    Accuracy of description of the components and processes of the change ?
3.    Depth of analysis of the organisation using relevant literature ?
4.    Appropriateness of evaluation and recommendations ?
5.    Research that is appropriate and refereed ?
6.    Reflection that demonstrates your learning about change in organisations ?
Suggested format

Content

1.0    Introduction
Does the introduction outline the purpose of the report and provide an overview of what will be discussed?
2.0 Background of the organisation
Does the report provide a brief background of the organisation under investigation? Does the report provide a brief description of the person being interviewed?
3.0 Impetus for the change
Does the report provide information on the problem, issue or impetus for change?
4.0 Analysis and evaluation of the change process/program
Does the report indicate a thorough understanding of the literature relevant to the change process/program used? Does the report critically analyse the change process/program in relation to the literature?
Generate two-three main themes from the data to analyse the change process. Themes (points that re-occur in the interview) will be identified from the data. Each theme should be discussed, comparing points made in the interview and the literature.
4.1 Theme One, 4.2 Theme Two, 4.3 Theme Threee
5.0 Conclusion and Recommendations
Are all points summarised in the conclusion?
Are succinct links made between the analysis of the change process/program and the recommendations made?
6.0 Reflection
Are there clear and comprehensive ideas reflecting your understanding of the influence of change in organisations? Are the ideas and thoughts linked to literature relevant to the course content?
Interview

Rolly Lamb, Supervisor at Riverside Maintenance , contracted by BP at Bulwar Island Refinery. Employed for 15 years.

BP Bulwar Refinery
2:1 Contracted staff to BP staff

What change have you experienced in the workplace?
Bp is closing down its refinery operations in Brisbane, causing a mass redundancy to all employees and contractors based there.

Is it permanent or temporary?
This is a permanent redundancy.

What policies would be affected by this change?
Bp policies will still exist at other refineries, however Brisbane based refinery policies will cease to be.
Workers EBA will need to be terminated at redundancy.

Was it internal or external forces that made this change occur?
Bp made the decision to shut down operations. It stems from Asian refineries that are able to process it cheaper. Australian manufacturing costs are too high as well as labour costs. Outsourced.

Why the timing?
The Australian dollar.
Asia’s ability to produce the resource at a cheaper cost.
The Brisbane refinery was built in 1964, to maintain and upgrade the facility would cost more than to move production elsewhere.

What is the timeline of the change?
Early 2014, everyone was notified that they would be ceasing operations at Bulwar Island Refinery. In-person meeting was arranged and all 1000 employees and contractors were notified of the decision. The date June 2015 was advised as the closure date. It would however take up to another 2 years to complete demolitions of the site.
Some staff would still be kept on to maintain the grounds while the demolition is occurring such as cleaning crews. Staff that dealt with the refinement process would however lose their job as soon as the closure date occurred. Engineers and staff that looked after upgrades were first to finish employment when the choice to close was made.

What is the process for the change?
Voluntary redundancy packages were offered. Forced redundancy packages would be giving out at closure. More favorable to take the Forced. Different packages for contractors and BP staff.

What type of communication will be provided by those affected by the change?
Weekly email updates are sent to senior staff, informing of developments of closure.  This would be communicated to other staff that did not have access to the emails. Updates of staff that leave and that are employed to fill those places while closure is occurring.

What support is offered to those affected? Who will deliver it?
An external group was hired by BP to help counsel staff through redundancy, on call and at work. Financial advisors and skills support has been offered. BP also organized a job fair where other companies have been bought in to promote their jobs. Counseling for emotional support.

What opportunities are now available to those? Deployment?
Directly employed Bp staff were offered other jobs at other refineries.
BP is starting fresh. No higher management staff have been transferred to Asia to assist in the start up of the new refinery. Human capital has been lost.
The Brisbane refinery will no longer refine but will be a terminal, where oil is stored. Some staff have applied for a position at the terminal to help run and maintain it. Only 20 positions available. Of 20, only 3 were externally chosen.

If deployment is not an option, what is the compensation?
After notice was made of closure, bp staff were offered a cash bonus to stay till closure.
Redundancy payment is made available to staff and contractors.
Voluntary redundancy packages were offered. Forced redundancy packages would be giving out at closure. More favorable to take the Forced. Different packages for contractors and BP staff.

Are there subsequent known changes that will occur in the future?
There will be a different skill set required to work in the terminal. Reduced amount of work.  When the change is completed, a new workplace will be made. Dependent on how big the terminal becomes, there is the opportunity that contracted maintenance crews will be needed.

What other bodies or organizations should be consulted about this change?
The state government needs to be notified of the closure of the site as well as local governments because it is a high risk workplace. Possible environmental issues. Port of Brisbane.