Briefly, outline when this took place and over what timescale.

The initiative was launched in 2020 and implemented over a few months. The suggestion was

first put to the department head, and then further presentations were made to the top management

for ratification. Workshops were held to inform key individuals and their teams of the assessment

criteria, suggesting a gradual implementation process. The process was completed, and its effects

on employee commitment and engagement were highlighted to top management in the form of

results.

How did this change contribute to the organisation’s strategy?

The chief officers’ assessment program implementation has added significantly to the

organization’s approach in several aspects. To begin with, it created some degree of congruence

between individual performance and organizational objectives, thus holding the key leaders

responsible for their administrative duties. This promoted a feeling of responsibility and

achievement within the company. Secondly, the discussion of the exemption of chief officers

from the performance management system showed a dedication to fairness and equality, which in

return increased employee morale and trust in the organization’s leadership. Lastly, the improved

involvement and commitment of chief officers in achieving organizational needs directly

supported strategic objectives, ensuring easier implementation of strategic initiatives and overall

organizational effectiveness. Hence, the change not only solved a critical problem in

performance management but also supported the strategic objectives of the organization by

improving accountability, fairness, and alignment with organizational goals.

What did you do to achieve and sustain the change? What levers for change did you use?
For the change to happen and remain, I used several main approaches. Primarily, I did extensive

research to know the legal limitations and organizational dynamics related to the matter. Building

on this comprehension, I suggested an assessment scheme focused on the administrative roles of

chief officers. I achieved buy-in from top management by delivering convincing presentations

that emphasized the benefits and the alignment with the organizational goals. Training sessions

were organized to enlighten the key individuals and their teams, creating awareness and approval

of the change. Uninterrupted communication, tracking of achievement and seeking feedback

maintained the long-term success of the initiative.

How did you involve and give a voice to those people impacted by the change?

Participation and voice of those affected by the change were critical for its success. To do this, I

arranged workshops targeted at both key chief officers and their subordinates. The workshops

allowed for an open forum for discussions, where individuals could voice their concerns, give

their inputs, and ask questions regarding the assessment program. Further, I fostered the

feedback through surveys and face-to-face meetings, ensuring all opinions were taken into

account and responded to. The sense of ownership and commitment that I established through

active involvement and listening to the people affected by the change made the implementation

successful and sustained engagement.

What people skills did you apply to enable the change (coaching, mentoring, consulting or

facilitating)?

To achieve the change appropriately, I utilised several people skills in line with the CIPD Map.

To begin with, I applied consulting skills by evaluating the situation and coming up with a

customized solution that was grounded on expertise and an understanding of organizational

dynamics (CIPD, 2023). Also, I used facilitation skills in the workshops, moderating discussions

and encouraging active involvement of all stakeholders. Thirdly, I performed as a coach and

mentor by offering assistance and direction to certain people and their teams, enabling them to

comprehend the change and develop appropriate capabilities. This set of skills together enabled

cooperation, communication and comprehension, thus resulting in the successful implementation

and adoption of the change initiative.

What has been the impact of this change? What qualitative and quantitative evidence do

you have to support this?

The change initiative had a qualitative as well as a quantitative impact on the organization. In

terms of quality, top officers showed significant improvement in employee engagement and

commitment, improving morale and teamwork. Numerically, metrics such as performance

ratings, employee feedback scores, and achievement of organizational goals indicated positive

trends after implementation. Moreover, stakeholders’ feedback revealed higher transparency and

responsibility in administration roles. These composite qualitative and quantitative indicators

show the successful influence of the change initiative on organizational culture, performance and

overall effectiveness.
 References

CIPD. (2023). The Profession Map. In CIPD.

https://www.cipd.org/globalassets/media/comms/the-people-profession/profession-map-

pdfs/profession-map-full-standards-november-2023.pdf