'Change management’ is any change in your workplace that arises from the need to review and change service delivery and models of care. It may also be in response to changes in government policy or variations to the way services are funded.
Change can be big in scale – for example, changes in core business or organisational structure.
Change can also be small in scale – for example, a change to the hours of work for a single ward.
The change itself does not need to impact a large number of employees, cost a lot of money, or be drastically different to existing arrangements to have a significant impact on employees.
For example, something “small”, such as roster changes to shift start and finish times, may have a significant impact on those with caring responsibilities.
The scale of change does not impact the requirement for employers to consult with employees who are directly affected by the change.
What are my employer’s obligations around consultation?
Any proposed change that is likely to have significant effects on employees requires the employer to first provide potentially affected employees with all relevant information regarding the proposed changes in writing. This includes the nature of the changes, the expected effect of the changes on employees, and any other matters likely to affect employees.
Management must also promptly and genuinely consider any feedback received from employees and their union/s regarding the proposed change.
Most importantly, consultation is not an “empty term” and should never be treated as a mere formality.
The feedback you and other members provide to your employer should be genuinely considered and have the opportunity to influence the outcome before any final decision is made.
How long does change management usually take?
It will vary depending on the size and scale of the proposal.
Management will normally provide two weeks for employees and unions to respond to proposals to organisational change, which is considered reasonable. If a change is significant and complex, it would be reasonable to ask for a longer period to provide feedback.
Depending on the nature of the change, sometimes an implementation plan may follow on after a period of consultation. An implementation plan sets out the steps and timeframes involved in the implementation of a decision which has been made.
Providing feedback
You must be sent correspondence directly from your employer about the change. Management should also discuss the proposed change with affected employees through face-to-face discussions.
Information should include details about who within your organisation you need to provide feedback to, as well as a clear timeline regarding the period for feedback and implementation plan.
Getting together with your colleagues and fellow QNMU members who share similar views about the change can, in some cases, help with collating feedback and ideas.
Working collectively during change management will be advantageous and strengthen your position during consultation. For example, writing a group letter and having other members sign it can send a strong message.
Providing feedback is usually done via email and you have the option to copy your QNMU Organiser into the response.
During the change management process, it is important to keep an eye on regular QNMU communications so you can stay informed. Also ensure your personal and workplace details are up-to-date via your QNMU member portal.
What if I am unhappy with the proposed changes?
If a group of members involved with change management have provided written feedback and are dissatisfied with the employer’s response, your QNMU Organiser can help.
Depending on the nature of the concerns, this may include things such as arranging group member meetings with management and advice/discussions with other departments within the QNMU such as Industrial and Professional Services.
Sometimes the proposed change may only effect one person, if you are not happy with the proposed changes on an individual basis, contact your QNMU Organiser or Member Connect, and they will be able to provide further advice on how you can get individual support from the QNMU.
You have an industrial right to have your say about the impacts of change on you and your workplace.
Maintaining or creating a meaningful work environment, being safe, and feeling valued should all be considered important to the Organisational Change Management process and outcome.
Reflective questions
Consider a scenario where your management is proposing a new rostering model.
- Map out the steps management should take to ensure the process is managed properly in accordance with the industrial instruments relevant to your work situation.
- Specific to your workplace, what would you consider ‘proper consultation’ with staff?
- How might you ‘work collectively’ with your colleagues to consider the proposal and provide feedback?
Don’t forget to make note of your reflections for your record of CPD at www.qnmu.org.au/CPD
References
- Nurses and Midwives (Queensland Health) Award – State 2015 - reprint operative 1/3/2023 (MA/2023/12) (qirc.qld.gov.au)
- EB11 - Nurses and Midwives (Queensland Health and Department of Education) Certified Agreement (EB11) 2022 (CB/2022/133) (qirc. qld.gov.au)
- QH Change Management Guidelines 2018
- Nurses Award – Federal 2020