• Please use the simulated work environment described in the Case Study to complette this task
• For the purpose of the assessment, you are at liberty to make any assumptions you feel necessary concerning the Case Study (Practical as long as those assumptions do not alter the material elements detailed in the Case Study).

Task 1.3 Review strategic outcomes

This Task requires you to:

• Collect feedback about your leadership during the change process
• Apply reflective practices
• Develop a personal development plan

Task 1.3.1 Collect feedback on leadership skills

Collect feedback about your leadership skills:

• Ask the trainer and assessor to provide feedback about the work observed in the simulated work conditions. The trainer and assessor will record that feedback on the marking sheet.
• Ask your group to provide feedback about your leadership skills when consulting and to collaborate on tasks as instructed, which simulated the planning and implementation of the change process.

1. Ask at least one of the classmates in your group will have to fill out the feedback form (Template 7) below.

Template 7 - Feedback form

Feedback Form
Full Name and signature of the student completing the feedback form.	Full Name: Signature:
Date
The ODM collaborated effectively with the group.	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
The ODM demonstrated the ability to use effective communication techniques when leading the group.	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
The ODM provided guidance and advice related to the change management process.	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
The ODM demonstrated good use of emotional intelligence skills when performing change management tasks.	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
The ODM inspired resilience and a growth mindset in the group.	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
The ODM demonstrated the ability to use coaching and/or mentoring skills.	Strongly Agree	Agree	Neutral	Disagree	Strongly Disagree
The ODM change management planning skills are...	Exceptional	Excellent	Very Good	Good	Fair	Poor	Very Poor
Overall, the leadership skills demonstrated in change implementation are ...	Exceptional	Excellent	Very Good	Good	Fair	Poor	Very Poor
Opportunities for improvement. List 2-3.

• Provide evidence of the completion of the feedback form/s.

Provide a screenshot copied and pasted in the space below or a file uploaded with your assessment. Name the file appropriately: Your Full Name _ Task 1.3.1_Feedback form.

• Perform reflection learning

Reflection learning is about stepping back from the learning experience and critically thinking about what skills and knowledge you acquired, how you acquired them, what you would like to improve personally and professionally, and how to apply your learning in the workplace or to further your career.

Assume that the change implementation for the first six months is now complette, set or updated objectives were achieved,and the scenarios addressed in Task 1.2 occurred.

Reflection learning follows these steps:

Reflect on the feedback received from stakeholders in the simulated work environment, and reflect on the impacts of leadership on the change management process using Gibbs' reflective cycle:

.

Consider the following suggested reflection points:

• What leadership skills did you demonstrate? What skills could be improved or developed?
• What style/s of leadership did you use? Would you use a different style/s in the future? Why?
• What was the impact of leadership on the change management process?
• Did you manage resistance to change effectively? Were you a persuasive communicator? How did you encourage collaboration and consultation? What about your negotiation skills?

Summarise your reflection in the space provided below.

(100-200 wordds)

Describe how you will apply your reflection's feedback and outcome to your leadership style.

(50-100 wordds)

CASE STUDY-

About the organisation and your role

ABC Hotel is an Australian luxury boutique hotel based in Sydney, offering accommodation and events management services.

The hotel has been recently bought by XYZ Pty Ltd (XYZ), wanting to re-launch the hotel as an iconic destination for corporate clients. The CEO at XYZ intends to use the hotel as a conference and training facility offering boutique accommodations to guests. Additionally, the CEO plans to make the hotel a preferred destination for corporate events.

The hotel is centrally located and has 20 bedrooms, two medium conference rooms (40pp capacity each), one large conference room (150pp capacity), four breakout rooms for workshops and meetings (20pp capacity each), a caf, one function room (200 seats), a business centre, a gym and an indoor pool.

The catering (food and beverage) services are outsourced to a local company nearby.

Services offered by the hotel include the organisation of the following:

• Conferences
• Workshops and seminars
• Corporate Meetings
• Team building events
• Corporate events
• Accommodation

The current organisational structure is provided below:

Executive management positions (in blue) are currently covered by XYZ executive management; a Managing Director reporting to XYZ's CEO will be recruited and appointed in year 2 of the strategic transformation process.

The departmental teams, excluding managers, are composed as follows:

• Finance Department: 3 x Financial Officers (full-time)

Summary of duties: accounts receivable; accounts payable; invoicing; payroll; financial record keeping and reporting; taxes/fees

• Marketing Team: 1 x Marketing Officer (part-time), 1 x Social Media Officer (part-time), 1 x Content Writter Officer (contractor)

Summary of duties: hotel promotion; design of marketing collateral for events; social media; market research; public relations

• Event Management: 2 x Event Planners (full time); 1 x Event Coordinator (full time)

Summary of duties: prepare quotes; negotiate and liaise with clients; organise event support staff (using a hospitality agency - outsourced service); plan and coordinate events

• HR Team: 2 x Admin Managers (part-time):

Summary of duties: Recruitment; induction and training; performance management support; employee relations; safety; compensation and benefits

• Customer Service: 2 x Team leaders (full time), four customer service officers (full time)

Summary of duties: front office and back-office customer service activities (including reception, valet and concierge)

• Hotel operations: 1 x Maintenance Officer; 4 x Security Staff; 5 x Room Attendants.

Summary of duties: maintenance, security, and housekeeping. Laundry services are outsourced.

• IT services: outsourced to a company overseas

Summary of duties: network service; database administration (inventory and staff files); maintenance and update of communication systems, including CRM (Customer Relationship Management system); data management and security.

Note: The Maintenance Officer who has some IT knowledge, performs in loco computer maintenance.

• Food and beverage: services are outsourced. The company providing catering services (food and beverage for the hotel functions) also manages the caf in the hotel.
• Additional staff, such as the catering staff, is employed through a temp agency as needed

All departmental managers work full-time.

Change intervention

This is an excerpt from the 3-year strategic plan for the hotel as dictated by XYZ:

• Vision statement: To become the number one hotel destination for corporate events in Sydney
• Mission statement: To creatte and deliver corporate events that support businesses in achieving their goals.
• Values: Integrity, personal accountability, results and service orientation, quality, sustainability

Key strategic goals overview:

1. Increase revenue by 50% in the next three years

This will be achieved by launching a new corporate membership program, improving the promotional campaign with a significant presence on social media, offering bundled products and increasing the customer base by targeting medium and small businesses in New South Wales, Victoria and Queensland.

Overseas businesses in the Asia-Pacific area will also be targeted.

1. Strengthen strategic partnership

This will be achieved by working closely with the City of Sydney, industry associations and chambers of commerce from other countries

1. Increase customer satisfaction by 60% in the next year of operation

This will be achieved through the training and development of existing staff.

1. Reduce costs by 30% in the next three years

This will be achieved by streamlining processes and reviewing operational costs.

XYZ has decided to employ an external Organisational Development Manager (ODM) with change and project management expertise (you) to:

• Develop a three-year high-level change strategy to achieve the key strategic objectives and the desired future state
• Lead the strategic transformation according to plans
• Develop and implement a change plan to address two or more of identified priority problems in the first six months
• Update the three-year change plan based on the outcomes of the priority change intervention plan

Change intervention - Priority

Employees:

A recent survey highlighted the following problems:

• Lack of communication between departments
• Lack of clarity of roles and responsibility
• The Events team feels overworked and believes that the Marketing team could support them better
• Lack of clear direction from management
• High turnover and poor performance of caf staff that the caterer does not properly manage
• Negative feedback by 80% of customers due mainly to:
  • Poor customer service
  • Conflicting information
  • Cleanliness
  • Outdated decor

Operations:

A recent review of operational activities identified the following issues:

• 35% errors in bookings
• Duplication of tasks between departments (for example, Marketing and Events teams both respond to potential client enquiries)
• Quality of food has decreased in the past year: client surveys rate the quality of food as poor (70% of responses to the survey)
• There has been an increase in Japanese companies booking conferences at the hotel. However, there are currently no staff who can speak Japanese
• Wage cost is too high and should be reduced by 20% in the first year since the takeover
• Minimal recycling practices
• High energy costs
• Employees have shown resistance to change due to the following reasons:
• Fear of the unknown
• Lack of trust in the organisation
• They are already overwhelmed and stressed

Organisation:

The board is committed to the change process and is concerned with the following priorities:

• Lack of sustainability processes
• Operational costs
• Downsizing to control HR costs and improve practices
• Improve the organisational culture to reflect the values of the company
• Negative feedback/reviews from clients
• Refurbishing

Change management budget:

• Year 1 - $ 3,000,000.00 (includes the budget to address priority problems in the first six months); additionally, $800,000 have been budgeted to pay for redundancy packages.
• Redundancy pay & entitlements -https://www.fairwork.gov.au/ending-employment/redundancy/redundancy-pay-and-entitlements
• For the purpose of this assessment, assume that all employees have been in the business for at least three years but less than four years, and review the information about redundancy entitlements for 'accommodation, hotels and gaming'.
• Assumptions on the remuneration of current roles can be made based on award:https://www.fairwork.gov.au/taxonomy/term/230 and market trends (refer, for example, to remunerations as reported on seek.com.au )
• Year 2 - $ 1,500,000.00
• Year 3 - $ 500,000.00

ODM Position Description

YourPosition Descriptionis the one provided below.

Role Title	Organisational Development Manager (ODM)
Department	Management Group
Working Hours	Monday - Friday 9am - 5pm (Flexible work options available)
Remuneration	$ 110,000 + 12% Superannuation contribution
Employment type	Three-year contract - Full Time
Reports to	Chief Executive Officer (CEO)
Direct Report	NA
Location	ABC Hotel, Sydney, 2000, VIC

Purpose of the Role

The Organisational Development Manager is responsible for leading the strategic transformation of the ABC Hotel.

Key Accountabilities

• Support identification and execution of value creation and operational improvement initiatives
• Plan and lead the implementation of strategic transformation initiatives as instructed by the Board of Directors
• Apply a structured methodology and lead change management activities

The ODM will leverage a change management methodology, process and tools to creatte a strategy to support the adoption of the changes required by the interventions approved by the Board of Directors.

• Support communication efforts

Enable the design, development, delivery and management of key communications.

• Assess the change impact

Conduct impact analyses, assess change readiness, and identify key stakeholders.

• Support training efforts

Provide input, document requirements, and support the design and delivery of training programs.

• Identify and incorporate best practices and lessons learned into project and program plans
• Consult with executive management on performance, organisational and leadership matters
• Ensure legal compliance by monitoring and implementing applicable federal and state requirements, conducting audits, and maintaining records
• Prepare, update, and recommend improvements to organisational policies and procedures in own area of expertise
• Maintain professional and technical knowledge required by the role
• Collaborate with departmental managers to champion cross-functional initiatives to advance organisational change

Skills and personal attributes
Exceptional process and organisational skills Excellent interpersonal and communication skills, both verbal and written Strong presentation skills and ability to clearly articulate messages to a variety of audiences Advanced negotiation skills Evidence of strong leadership ability to lead strategic transformation Strong business acumen and analytical skills Energy contributor, inspiring, ambitious but collegial Flexible and adaptable; able to work in ambiguous situations Resilient and tenacious with a propensity to persevere Forward-looking with a holistic approach Problem-solving and root-cause identification skills Excellent stakeholder engagement skills Ability to meet deadlines and high volume of work Ability to adhere to policy and procedure and relevant legislation Commitment to ethical and honest professional and personal conduct Ability to integrate change management activities into project or program plans A solid understanding of how people go through a change and the change process Ability to manage resistance to change Experience with large-scale organisational change efforts Ability to move between the big picture and detail
Professional experience and knowledge
At least five years of experience in a similar role Sound business planning, change and project management knowledge Proven experience of: Ensuring compliance with legislation in own job role Developing and implementing successful large-scale change initiatives Attention to detail, organisational excellence, and the ability to prioritise Rapport building with internal and external stakeholders
Desirable	Proven track record of delivering successful OD interventions
Technical/Software expertise
Highly skilled in Microsoft Office, particularly Excel Proficient in the use of project management tools such as Microsoft Project Competent in the use of communication apps
Desirable	Knowledge of behavioural science approach to managing change
Professional and Trade qualifications and memberships
Relevant Master's degree, preferably in strategic and commercial management or a Bachelor's degree with significant experience in strategic change management Qualification in Project Management
Desirable	Program Management Certification Qualification in coaching and/or leadership

Roles in the change intervention

Change practitioner	Organisational Development Manager (ODM)
Sponsor	CEO
Managers	Departmental managers will be involved in planning, executing and evaluating the strategic transformation. They will provide expert advice and resources as required by the ODM.
People impacted /employee	The employees will work on implementing the change initiative as directed by the ODM and with the support of the departmental managers.
External advisors	Hospitality management advisor Hotel refurbishment advisor Sustainability management advisor
Learning and development personnel	Expert advice provided by the HR Manager.
Human Resource managers	HR Manager
Change advisory board (CAB)	The Change Advisory Board comprises XYZ Pty Ltd's Board of Directors (BoD).