Strategic Human Resource Management

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Name: Felicia Jollygoodfellow
Student Number: 220069548
Unit Name: MM439 Strategic Human Resource Management
Strategic Human Resource Management and Work
Due Date: 22 August 2021
Word Count: 2000

Organisational Overview 1
Business Strategy and Objectives 1
Organisational Structure 1
Workforce Demographics 2
Critical Role: Change Manager 3
Role Purpose and Duties 3
Technical Competencies 4
Change Management Principles, Tools and Techniques 4
Project Planning and Project Management 4
Value Chain Analysis and Return on Investment 5
Interpersonal Competencies 5
Collaboration, Teamwork and Networking 5
Creativity, Innovation and Problem-solving 5
Communicating with Impact 5
Managing Stakeholders and Strategic Relationships 6
Negotiating and Influencing Skills 6
Change Management as a Performance Inside Organisations 6
Implications for Baendorf’s Change Managers 8
Critical Analysis and Recommendations 8
Missing Key Performance Indicators 9
Missing Competencies for Future Success 10
Group Facilitation 10
Strategic Planning 10
Missing Formal Education 11
Missing Locations and Flexible Work Arrangements 11
References 13
Appendix 1: Change Manager Position Description 14
Position Description 14
Supervision 14
Roles and Responsibilities 14
Skills and Qualifications 15

Business Strategy and Objectives
Baendorf is a business software company with headquarters in Sydney. The
company creates cloud-based software to assist firms with human resource
management and financial management.
By the end of the financial year, Baendorf’s business strategy is to achieve $20
million in cloud revenue, with 1.8% growth in pre-tax profits year-over-year. To
achieve this, the CEO announced three business objectives:
1. Develop and release version 9 of Baendorf’s financial management cloud
2. Improve customer satisfaction by 1% year-over-year.
3. Maintain operating costs at same level year-over-year.
The objectives align with an ‘Innovation’ strategy (Nankervis, Baird, Coffey, &
Shields, 2020, p. 15) where Baendorf is aiming to develop new software features
that differentiate it from competitors.
Organisational Structure
Baendorf has three divisions (Baendorf, 2021, p. 16): research & development;
sales, marketing and customer service; and finance and administration (see
Figure 1). Principal offices are in Sydney, Melbourne, Brisbane, Canberra,
Adelaide, and Perth.

Figure 1. Baendorf Australia organisational structure
Organisational core values are innovation, integrity, customer service, and
profitability (Baendorf Human Resources, 2019). For this assignment, the Change
Management Office and the role of change manager are part of the Business
Strategy & Transformation (BST) business unit.
Workforce Demographics
Table 1 displays key workforce demographic data for Baendorf.
Table 1. Workforce metrics for Baendorf
Workforce attribute Value

Full-time equivalent workforce
Permanent workers
Casual and temporary workers
Part-time workers
Average age of workforce
Voluntary turnover, trailing twelve months
Voluntary turnover for change managers, trailing twelve months
Promotion rate, trailing twelve months
Promotion rate for change managers, trailing twelve months
44.7 years

Source: Baendorf (2021, p. 5)

Baendorf Finance &
Research &
Sales, Marketing
& Customer
Strategy &

The most important role for Baendorf’s future business success is change
(CM). Competitors are launching innovative products every month; the
pace of change is accelerating; technology is advancing; and customer needs are
evolving rapidly. Baendorf’s executives appreciate that projects with effective
change management are more likely to be successful. Therefore, disciplined
change management – through Baendorf’s Change Management Office – is
essential for business success.
Baendorf’s CMs are critical for the success of organisational change and, more
broadly, for overall business success. CMs prepare the organisation for change
to unlock maximum return on investment and to mitigate negative outcomes for
employees and customers. By implementing robust change strategies, CMs
ensure faster adoption rates and minimise resistance to change.
Role Purpose and Duties
There are three key functional areas that are important for CMs. (See Appendix 1
for the current position description (PD).) First, CMs must analyse the impact of
any proposed change project. Second, CMs must help change participants to
adapt and adopt the change. Finally, CMs must skilfully deal with resistance to
change to maximise project success. Table 2 displays the ten key
accountabilities for CMs.

Table 2. Accountabilities for change managers at Baendorf
Develop change management strategy
Develop change management plans for specific change initiatives
Evaluating change impact for planned organisational change
Identifying risks and developing risk mitigation strategies
Identifying and managing resistance to change
Leading change management teams using a structured change method and procedures
Manage communication plan to all stakeholders
Coach managers and executives
Create change key performance indicators and measurement plan
Provide portfolio reporting to senior leadership team (SLT)
Technical Competencies
Change Management Principles, Tools and Techniques
CMs must have a deep and thorough knowledge of contemporary best practices
for change management, as per the Change Management Body of Knowledge
(Change Management Institute, 2014). They should also have a deep working
knowledge of the essential tools and techniques used in successful change, and
they must be able to apply this at Baendorf.
Project Planning and Project Management
CMs must be able to assess change using the people dimension and the technical
dimension. The aim is to ensure change is accepted and supported and that the
change project is delivered correctly. CMs need to understand task
dependencies, results and outcomes, roles and responsibilities, and the
allocation of resources. They need to develop comprehensive project plans to
support change initiatives in each project.

Value Chain Analysis and Return on Investment
CMs must be experts in value chain analysis (Helmsing & Vellema, 2010), to
identify the levers for competitive advantage, driven by successful change. In
addition, CMs must be able to calculate realised business benefits then
determine return on investment for every change project. CMs therefore will be
able to identify specific policies, processes or activities that will enhance success
at the firm. This links to Baendorf’s value of
Interpersonal Competencies
Collaboration, Teamwork and Networking
CMs must be able to collaborate widely to build a broad network to empower
collaboration. The justification is that CMs must be able to network at all levels.
They must bring together coalitions of multi-disciplinary internal teams to support
and sustain organisational change. Furthermore, because CMs don’t have direct
reports, they need to work with and through others to achieve successful change.
Creativity, Innovation and Problem-solving
CMs must demonstrate skills of creativity and innovation to solve problems. The
rationale for this core competency is change managers must be able to find
solutions that help change participants cope with the pace of change and to
minimise resistance to change. This links to Baendorf’s value of
Communicating with Impact
Communicating with impact is essential for CMs (Byham, Smith, & Paese, 2000,
p. 95). CMs must communicate at all levels of the organisation, adapting to

different needs of different audiences. Then they must be able to contextualise
the information and make it relevant to each individual participating in the
change. This skill requires advanced communication abilities, and the ability to
personalise and contextualise the message according to the needs of the
Managing Stakeholders and Strategic Relationships
CMs must be capable of developing strategic relationships (Spencer & Spencer,
1993, p. 40) with executives (CEO and direct reports). CMs must be credible and
authentic in their relationships, as the strength of these relationships forms the
foundation for success. CMs must be expert coaches to encourage and develop
the capability of executives to be successful change sponsors.
Negotiating and Influencing Skills
CMs need advanced negotiating and influencing skills (Spencer & Spencer, 1993,
p. 44). They should use these skills internally to influence coalitions to build
momentum for change; and they need to use negotiating skills to reach positive
agreements and achieve mutual satisfaction.
Recent research investigated how change consultants (CCs) conduct change
initiatives in organisations (Caldwell & Dyer, 2020). This research is relevant to
Baendorf as we wish to improve our Change Management Office, and we wish to
design the job of
change manager using contemporary models of change
consulting. This research was conducted by interviewing 25 CCs engaged in a
company-wide Lean Six Sigma change project at a telecommunications firm.
Researchers found CCs acted as mediators and intermediaries to enforce
standardised change methods, imposed by their proprietary consulting
processes. Also, CCs frequently took on the role of
translator between formal
change methods and associated prescriptions, and the change method adapted
to the organisation. This led to interesting tensions between following the
prescribed change method exactly, and actual, divergent organisational
experiences of change. Thus, CCs adopted
knowing and doing as a performative
practice during their time on the change project. In essence, CCs used
rather than slave-like adherence to rules and standards. Despite
this flexibility, CCs frequently had to police adherence of employees within the
change program, thus creating a paradox: on one hand, they advocated for
adherence, but on the other hand, they used practical understanding to subvert
controls to get results. At the same time, CCs realised there were real limits to
continuous change – if change was
truly continuous, then the organisation would
never reach the end goal. Long-lasting behavioural change was difficult to
achieve in compressed timelines. CCs had to transfer knowledge to employees
so that learnt routines became learnt behaviours, but this knowledge transfer was
fraught with difficulty. Ultimately, CCs operated within a
change network that
they deliberately designed and curated, to shift the organisation to the desired

Implications for Baendorf’s Change Managers
At Baendorf, we are seeking to improve the Change Management Office by
employing skilled CMs. The research summarised above implies that the
processes of change are not strictly bound by proprietary tools and methods
alone. Instead, CMs need to be flexible and adaptive to bring about change. Part
of this adaptability requires adopting roles of
mediator and translator. Thus, at
Baendorf we should be developing foundational competencies of communicating
with impact, and negotiating & influencing, to ensure CMs are capable mediators
and translators.
Furthermore, the research implies the learnt knowledge and practices held by
change managers are important in sustaining change. CMs need to bring a broad
range of change-related knowledge into the change project, but then be capable
to transfer that knowledge to employees. At Baendorf, first we must ensure our
CMs have the required knowledge. Second, we must ensure CMs have
performative patterns that furnish highly effective transfer of learning and
knowledge to employees.
HR planning and work design are important functions under CHRO accountability
(Nankervis, Baird, Coffey, & Shields, 2020, p. 142). To build a successful Change
Management Office, Baendorf must bolster CM skills and competencies.

Missing Key Performance Indicators
The current PD only contains a list of job accountabilities but there is no
information about key performance indicators (KPIs). Including KPIs brings
opportunities to create direct links to performance review systems and provides
clarity to CMs about expected results (Nankervis, Baird, Coffey, & Shields, 2020,
p. 181).
KPIs should be measurable and quantifiable and should be associated with
achievement of Baendorf’s business objectives (Nankervis, Baird, Coffey, &
Shields, 2020, p. 181). As CHRO, I would interview our top-performing CMs and
consult the SLT to develop a suite of KPIs. Table 3 displays proposed KPIs for the
most important CM accountabilities.
Table 3. Key performance indicators for change managers at Baendorf
Accountabilities Key Performance Indicator
Develop change management strategy Strategy document is updated and published in first
month of each fiscal year.
Develop change management plans for
specific change initiatives
Change plans completed in timely manner, using agreed
method and format.
Evaluating change impact for planned
organisational change
Change impact analysis completed in timely manner,
using agreed method and format.
Identifying risks and developing risk mitigation
Risk register completed in timely manner, using agreed
method and format.
Identifying and managing resistance to change Change readiness analysis completed in timely manner
using agreed method and format.
Change workshops delivered in timely manner with
minimum 86% satisfaction score.
Leading change management teams using a
structured change method and procedures
Achieve minimum 80% manager satisfaction score on
annual employee engagement survey.
Manage communication plan to all
Communication plans completed in timely manner using
agreed method and format.
Communications delivered in timely manner according
to plan, with minimum 86% satisfaction score.
Coach managers and executives Achieve minimum 4 coaching hours with target cohort
per week, with minimum 86% coachee satisfaction
Create change key performance indicators
and measurement plan
Achieve minimum return on investment of 125% for top 3
change projects (by budget) in each fiscal year.

Accountabilities Key Performance Indicator
Provide portfolio reporting to SLT Reports are prepared in a timely manner using agreed
format and method.
Missing Competencies for Future Success
Though the current competency profile for CMs appears robust, there are
elements missing. As CHRO I believe there are two essential competencies that
should be added to the competency profile.
Group Facilitation
Group facilitation is a vital skill for successful CMs, linking to the roles of mediator
and translator noted above (Caldwell & Dyer, 2020, pp. 952-954). Facilitators
guide the process of reaching objectives, for a group of people in workshops
associated with organisational change initiatives (Change Management Institute,
2014, p. 135). Not every CM can facilitate well. I propose we should invest in
master facilitator training. Effective facilitation is valuable for all group-based
events in the change cycle, enabling groups to work together effectively, boosting
collaboration and building shared knowledge (Keating, 2003). Baendorf is moving
to virtual workshops, so this facilitation competency must be demonstrated by
CMs in face-to-face settings and virtual settings.
Strategic Planning
Strategic planning in the context of change initiatives is the other vital skill for
CMs. Often, change is arranged and executed on a short-term basis, but for true
organisational success, business leaders and CMs need to additionally take a
long-term view, through the model of strategic planning (Derr, 2011, p. 7). The

model of strategic planning involves five basic questions: Where are we now?
Where do we want to be? How do we measure our progress? How do we get
there? How do we track our progress? (Derr, 2011, p. 4)
CMs at Baendorf must master this model and the process of crafting strategic
plans through engaging Baendorf’s SLT. With a sophisticated understanding of
the strategic plan, CMs will lead change initiatives in a way that enhances and
maximises Baendorf’s business success, specifically the goals of customer
satisfaction and cost control.
Missing Formal Education
As CHRO, I recommend that formal education requirements be added to the PD.
Given that successful CMs need technical knowledge about change principles,
systems and tools, the minimum education requirement should be a Bachelor’s
degree (or equivalent) in a relevant discipline such as Management, Business, or
Psychology. I also recommend that CMs must have change practitioner
certification, from any of the leading change consultancies or professional
associations worldwide, for example, the Change Management Institute or Prosci.
This would guarantee our CMs have strong knowledge foundations.
Missing Locations and Flexible Work Arrangements
The current job description omits the work location and the opportunity for
flexible work. As CHRO, I recommend the PD should state the work location is
any Australian office, with an expected level of business travel as needed for
change initiatives (excluding travel when prohibited by current pandemic

conditions). I also recommend the job be marked as fully flexible, to attract the
broadest pool of talent for future applicants. CM accountabilities do not require
CMs to be always face-to-face. They could work from home some or all of the
week depending on specific arrangements for specific change projects.
These recommendations will strengthen Baendorf’s Change Management Office,
leading to more successful change and ultimately greater business success.

Baendorf. (2021). Annual report. Sydney, Australia: Baendorf. Retrieved from
Baendorf Human Resources. (2019).
Employee code of conduct. Sydney,
Australia: Baendorf.
Byham, W. C., Smith, A. B., & Paese, M. J. (2000).
Grow your own leaders. Upper
Saddle River, NJ: FT Press.
Caldwell, R., & Dyer, C. (2020). The performative practices of consultants in a
change network: an actor–network practice perspective on organisational
Journal of Organizational Change Management, 33(5), 941-963.
Change Management Institute. (2014).
The effective change manager: The change
management body of knowledge.
Fremantle, Australia: Vivid Publishing.
Derr, R. (2011).
Managing for results handbook: Strategic planning guide for state
Phoenix: Governor’s Office of Strategic Planning and Budgeting,
Helmsing, A. H., & Vellema, S. (2010).
Value chains, social inclusion and
economic development: Contrasting theories and realities.
Keating, C. D. (2003).
Facilitation toolkit: A practical guide for working more
effectively with people and groups.
Perth, Australia: Department of
Environmental Protection, Water and Rivers Commission and Department
of Conservation and Land Management, Western Australia.
Nankervis, A., Baird, M., Coffey, J., & Shields, J. (2020).
Human resource
management: Strategy and practice
(10th ed.). South Melbourne: Cengage.
Spencer, L. M., & Spencer, S. M. (1993).
Competence at work. New York, NY:

Position Description
The change management specialist will play a key role in ensuring projects or
change initiatives meet objectives on time and on budget by increasing employee
adoption and usage. This person will focus on the people side of change –
including changes to business processes, technology, systems, job roles and
organisational structures. The primary responsibility will be creating and
implementing change management strategies and plans that maximise employee
adoption and usage and minimise resistance. The change management specialist
will work to drive faster adoption, higher ultimate utilisation, and greater
proficiency of the changes that impact value creation, return on investment and
the achievement of results and outcomes.
While the change management specialist does not have supervisory
responsibility, this person will have to work through many others in the
organisation to succeed. The change management specialist will act as a coach
for senior leaders and executives in helping them fulfil the role of change sponsor.
The change management specialist may also provide direct support and coaching
to frontline managers and supervisors as they help their direct reports through
transitions. The change management specialist will also support project teams in
integrating change management activities into their project plans.
Roles and Responsibilities
Apply a structured methodology and lead change management activities.
Assess the change impact.
Complete change management assessments.
Create change management strategy.
Identify, analyse, prepare risk mitigation tactics.
Identify and manage anticipated resistance.
Consultant and coach project teams.
Create actionable deliverables for the five change management levers:
communications, sponsors, coaching plan, training plan, resistance management
Support communication efforts.
Support training efforts.

Support and engage senior leaders.
Coach managers and supervisors.
Support organisational design and definition of roles and responsibilities.
Coordinate efforts with other specialists.
Integrate change management activities into project plan.
Evaluate and ensure user readiness.
Manage stakeholders.
Track and report issues.
Define and measure success metrics and monitor change progress.
Support change management at the organisational level across the enterprise.
Manage the change portfolio and the change load.
Skills and Qualifications
A solid understanding of how people go through a change and the change
Experience and knowledge of change management principles, methodologies,
and tools.
Exceptional communication skills – both written and verbal.
Excellent active listening skills.
Ability to clearly articulate messages to a variety of audiences.
Ability to establish and maintain strong relationships.
Ability to influence others and move toward a common vision or goal.
Resilient and tenacious with a propensity to persevere.
Forward-looking with a holistic approach.
Organised with a natural inclination for planning strategy and tactics.
Problem-solving and root cause identification skills.
Able to work effectively at all levels in an organisation.
Must be a team player and able to work collaboratively with and through others.
Acute business acumen and understanding of organisational issues and
Familiarity with project management approaches, tools, and phases of the project
Experience with large-scale organisational change efforts.
Change management certification or designation desirable.