Rodzidah Mohd Rodzi produced a report on the impact of change at CIAST (Centre for Instructors and Advanced Skill Training) in Shah Alam, Selangor. The report identified 6 internal and 4 external factors driving the need for change at CIAST. It explained how changes affect organizations through impacts on staffing, communication, and planning. It compared 4 models of change approaches and described 3 approaches and 3 behavioral responses seen when change occurs. Finally, it explained 3 ways HR can support individuals during change through clear communication of goals, assigning coaches/mentors, and aligning reward systems.

1. Certificate in
Learning & Development Practice
Assessed Coursework Cover Sheet
Student Name : Rodzidah bt Mohd Rodzi
IC : 791103-10-5336
Organisation : CIAST, Shah Alam
Unit Title : Supporting change within organisations
Unit Code : 3SCO F208A
Coursework Component : Written Assignment
Date of Submission : July 2012

2. Activity
Questions
You are required to produce a report describing the impact of change within your own
organisation (or one that you are familiar with). You should include :
1. A short introduction to the organisation
2. An explanation of why your organisation needs to change identifying at least 6
internal and external factors that drive or influence the change
3. Explain at least 3 ways change affects organisations
4. A description that compares at least four approaches to change with the process in
use within the organisation
5. Describe at least three different approaches and 3 behavioural responses seen when
change occurs in an organisation.
6. Explain at least 3 ways that HR can support individuals during change.

3. REPORT
The Impact of Change in CIAST
(Centre for Instructors and Advanced Skill Training)
Prepared by:
Rodzidah Mohd Rodzi
Programme of Multimedia and Electronics
CIAST
July, 2012

4. INTRODUCTION
Centre for Instructor and Advanced Skill Training, better known as the Centre for
Instructor and Advanced Skill Training (CIAST) is located in Shah Alam, Selangor.
CIAST began operations in 1983 with financial assistance from the Japanese
Government under the ASEAN Human Resources Development Project and regulated by
the technical experts and management from Japan through JICA until 1991.
CIAST was fully operational under the Manpower Department, Ministry of
Human Resources began in 1991 until May 2007 before being transferred under the
management of the Department of Skill Development (DSD) in the same ministry in June
2007.

5.  Vision
Leading organization in developing and strengthening the teaching for world class instructors.
 Mission
Developing world-class instructors who are knowledgeable, competent, disciplined and
responsive to environmental changes and technology.
 Objective
- To produce instructors to meet the requirements for the country skills training institutions
- To improve the teaching instructors on an ongoing basis in skills and training methodology
in accordance with technological developments
- To establish and implement the teaching instructor qualification and licensing system
- To enhance the skills training curriculum
- To strengthen the relations and international training
- To strengthen the information, communication technology infrastructure and electronic
learning systems and multimedia
- To provide a conductive environment and relevant training facilities
- To promote positive values, positive attitudes and a healthy culture for teaching instructors

6. Centre for Instructor and Advanced Skill Training (CIAST) Clients Charter
We at the Centre for Instructor and Advanced Skill Training (CIAST) has been entrusted to
produce and enhance the skills required of instructors trained by the country. Thus:
 We promise to mainstream skills training by providing and handling instructors' skill
training programs and quality training that is appropriate to the needs of national training
institutions and current technological development;
 We promise to advertise and disseminate information on training opportunities carried
out to the public. Application of the courses is open throughout the year. Courses offered
to those who are successful will be issued no later than one month before the course
begins;
 We are committed in developing teaching and learning materials to enhance the delivery
of accredited training center of public and private sector in accordance with the industry
requirements of the country;
 We promise to commission competent and qualified skills instructors according to
national standards of occupational skills; and
 We promise to provide learning facilities, training equipment, a complete ICT
infrastructure and a conducive environment to meet client’s satisfaction.
In conducting the responsibilities entrusted to the Centre for Instructor and Advanced Skill
Training (CIAST), excellent and friendly service to be our top priority.

7. LOCATION MAP
Pusat Latihan Pengajar dan Kemahiran Lanjutan (CIAST),
Jalan Petani 19/1, Seksyen 19,
40900 Shah Alam,
Selangor.

8. WHY CIAST NEED TO CHANGE
 External factors
1. Changes in Technology
There is a change in technology in the institution environment and other institutions
adopt the new technology, CIAST under focus become less cost effective and its
competitive position weakens. Therefore, CIAST has to adopt new technology, its
work structure is affected and a new equilibrium has to be established.
2. Changes in Marketing Conditions
Since every organization exports its outputs to the environment, CIAST has to face
competition in the market. There may be two types of forces which may affect the
competitive position of CIAST – other institute supplying the same products and,
customer who are not interested to come to CIAST. Any changes in these forces may
require suitable changes in CIAST. This changes in customers in terms of their needs,
liking –disliking and income disposal for a product. These changes from CIAST to
bring those products which meet customer’s requirement.
3. Social changes
Social changes reflect in terms of people’s aspirations, the needs, and their ways of
working. Social changes have taken place because of the several forces like level of
education, urbanization, feeling of autonomy, and international impact due to new
information sources. These social changes affect the behavior of workers at CIAST.
There, it is required to make adjustment in its working so that it matches with
employees behaviour.

9. 4. Political and legal changes
Political and legal factors broadly define the activities which CIAST can undertake
and the methods which will be followed by it in accomplishing those activities. Any
changes in these political and legal factors may affect CIAST operation.
 Internal Factors
1. Changes in the managerial personnel
Besides environmental changes there is a change in CIAST managerial personnel.
Old managers are replaced by new mangers, which necessitated because of
retirement, promotion, transfer or dismissal. Each new manager brings his own ideas
and way of working in CIAST. The relationships, more in CIAST. The relationships,
more particularly informal ones, changes because of changes in managerial personnel.
Moreover, attitude of the personnel change even though there is no changes in them.
The result in that CIAST has to change accordingly.
2. Deficiency in Existing CIAST
Sometimes, changes are necessary because of deficiency in the present CIAST’s
organizational arrangement and process. These deficiencies may be in the form of
unmanageable span of management, large number of managerial levels, lack in co-
ordination between various departments, obstacles in communication, multiplicity of
committees, lack of uniformity in policy decisions, lack of cooperation between the
line and staff, and so on.

10. 3. Nature of the work force
The nature of work force has changed over a passage of time. Different work values
have been expressed by different generations. Workers who are in the age group of 50
plus value loyalty to their employers. Workers in their mid thirties to forties are loyal
to themselves only. The youngest generation of workers is loyal to their career. The
profile of the workforce is also changing fast. The new generation of workers has
better educational; they place greater emphasis on human values and questions
authority of managers. Their behavior has also become very complex and leading
them towards CIAST goals is a challenge for the managers. The employee turnover is
also very high which again put strain on the management.
4. To avoid developing inertia
In many cases, CIAST changes take place just to avoid developing inertia or
inflexibility. CIAST management take into account this view of organization that
CIAST should be dynamic because any single method is not the best tool of
management every time. Thus, changes are incorporated so that the personnel
develop liking for change and there is no unnecessary resistance when major change
in CIAST are brought about.

11. 3 WAYS CHANGES AFFECT CIAST
 Staffing
CIAST change create the need for the HR department to focus on staffing issues. CIAST
organizations undergoing rapid growth may need to add more employees, so HR may
have to focus on expanding its recruiting base or structure compensation programs to
attract more talented workers. CIAST require HR to develop severance packages and
carry out employee terminations. HR workers may also have to alter job descriptions for
the remaining workers if the layoffs result in a change in job functions.
 Greater Communication
CIAST change is a time of widespread confusion, resulting in the need for the HR
department to open the channels of communication with employees. In addition to
keeping employees informed about what to expect during each step of the change process
through methods such as written communications and possibly group meetings, HR also
encourage input and feedback from the employees. The feedback can let HR know how
well changes are being received and whether adjustments may be necessary.
 Developing a Plan
CIAST upper management makes HR aware of a pending change, such as a business
expansion requiring the need to hire more workers, the HR department work with
management to develop a plan to implement the change effectively. For instance, CIAST
recruit and train a large number of workers at one time. Instead, management and HR can
work toward a solution where workers are hired and intervals to ensure a comprehensive
vetting process and thorough training.

12. MODEL OF CHANGE APPROCHES
LEWIN (1951) NADLER (1998) BEER ET AL (1990) KOTTER (1996)
Unfreeze
1. Recognize the change
imperative
1. Commitment to change through
joint diagnosis of business
problems
1. Establishing a Sense of Urgency
2. Creating a Guiding Coalition
Move
2. Develop a shared
direction
2. Develop shared vision
3. Developing a Vision and
Strategy
3. Consensus, competence to enact
and cohesion around new vision
4. Communicating the Change
Vision
5. Empowering Employees for
broad-based action
3. Consolidate change
4. Spread through all departments
without push from the top
6. Generating Short-Term Wins
7. Consolidating Gains and
Producing more Change
Refreeze
4. Consolidate change
5. Institutionalize through formal
policies etc 8. Anchoring New Approaches in
the Culture
5. Sustain change
6. Monitor & adjust in response to
problems

13. APPROACHES / BEHAVIOURAL RESPONSES OCCURS IN CIAST
 Approaches responses seen when change occurs in CIAST
1. Positive Vision
There are CIAST’s employees who look at the bigger picture and visualize the
possibilities. Their positive attitude toward change is based on a broader awareness of the
marketplace, the specific industry and their competitive position in it; and an absolute
trust in CIAST’s leadership. Because they feel positive about CIAST’s future, these
employees generate a positive vision to their co-workers and encourage them to have
trust during times of change and confusion.
2. Enthusiasm
Some employees naturally approach life and challenges more enthusiastically than others.
Enthusiastic employees embrace change. Instead of trying to pick apart a proposed
change and find all the ways it won’t work, they see it as a natural part of an CIAST’s
evolution. Head of Programme lucky enough to have enthusiastic employees need to
support and nurture them, because their enthusiasm can infect other employees and help
make the implementation of change much more palatable for everyone.
3. “This is a challenge!”
Some of CIAST’s employees view change as a challenge, but are sure they can rise to the
occasion, since they feel they have what it takes to be contributing team players when the
change affects their work world. They remain open to new ideas, ask questions and feel
confident in their ability to acquire the knowledge needed to complete the task. They
exhibit a ―can do‖ attitude in their approach to change. They may admit that the task is
difficult, the procedure a bit cloudy, and the outcome unknown or questionable, but they
are committed to rising to the challenge!

14.  Behavioural responses seen when change occurs in CIAST
1. Anger
Some of CIAST’s employees are so resistant to change that they become frustrated and
angry. Their anger may be repressed, causing an increased stress level; or overt, resulting
in emotional outbursts. Whether repressed or overt, anger is a typical reaction when
employees feel a loss of control over their work environment, or worry that their job
security is being threatened.
2. “Who’s in charge here?”
When CIAST is restructuring, it is natural for employees to question leadership.
Employees who will be working for a new supervisor when the change is implemented
may experience difficulty changing their allegiance from one leader to another. And
when employees have not been kept in the communication loop and thus do not see the
positive results of the changes, they are likely to question the wisdom of the new
leadership.
3. Panic!
Some of CIAST’s employees, finding comfort in a predictable routine, panic at the mere
mention of change. They worry about changes in the way they normally proceed with
their jobs. They may resist, not out of stubbornness, but out of fear about how the
changes will impact them personally. They may be too plagued with panic to deal
rationally with the ―new regime,‖ and some may actually become physically ill.

15. 3 WAYS HR SUPPORT INDIVIDUAL DURING CHANGE
1. Communicate clear goal
The volume of communications deployed during change initiatives are not
lacking, however, the breadth of those messages is underwhelming. Content is almost
always geared more toward informing than inspiring. Most campaigns explain the
CIAST’s rationale for making the change, be it improved operational efficiency or better
economic returns and go on to detail the functional elements involved. And while it is
important to communicate as much as possible about the organization’s new direction,
and how the change will work, most communications components don’t put the change
into personal context. They simply don’t address the emotional triggers that drive
acceptance or fuel resistance. Failure occurs when corporate goals and objectives are not
easily understood by employees.
Most change-related communications are too vague or too high-level to explain
how the change impacts an employee’s everyday work efforts. Additionally, they did
very little to prepare the employee emotionally. However, HR had an opportunity to own
the ―individual message,‖ which should do more than explain the ―why and how‖ of the
new strategy. Messages reiterated that CIAST can’t change unless their employees do
and success is always people dependant. Change planners gave people a reason to care;
they offered specific goals and objectives that illustrate what success looks like from the
employee’s vantage point and they set the stage for and ultimately delivered follow-up
messages that celebrate and reinforce workers’ achievements using the new methods. No
group is better prepared to manage this part of the change process than HR.

16. 2. Assign coach / mentor
Practitioners of performance improvement programs either incentive or recognition based
know that senior-level management sponsorship is a key factor in driving success. The
same is true for change management initiatives. Executives were called upon to be the
project’s spokesperson. They were asked to describe the current state of the business
(including the prevailing issues or opportunities prompting the change), explained why a
change is needed and required now.
How will this change affect me? What do I need to do now? How will my participation
be measured? What’s in it for me when I comply? That missing link in the
communications chain is why resistance begins to percolate near the beginning.
Leveraging the employee recognition program, HR provide CIAST’s organization
(specifically front-line managers) with the capacity to convert high-level change-related,
company ambitions into specific behaviors that employees can understand and act upon.
Managers set goals and reward outcomes connected to the change and use their reward
budgets to promote quicker uptake—acknowledging employees when appropriate. HR
supported local management’s role in socializing change at the front lines of the business
and helped organizations cut off early resistance.
3. Align reward system
CIAST’s HR utilized recognition to create role models who underscore that successes can
indeed be had using the new system or tool. And, CIAST’s HR leverage the reporting and
diagnostic assets within the recognition platform to better identify employees who may
be slow to adjust; individuals who need additional training or motivation to transition
completely. CIAST indeed have a lot riding on their ability to change the way they do
things. In tracking the success of any change initiative, most companies default to high
level measures; aggregate financial gains, operational efficiencies and customer

17. satisfaction improvements. And while these outcomes are clearly important business
barometers, they are also lagging indicators.
In other words, they did little to chart the pathway toward sustained change and they did
not isolate the relationship between utilization and results on an individual level. They
provided no diagnostic insight into how to expedite acceptance, promote utilization and
counter resistance. The inherent reporting and tracking devices within employee
recognition systems provide much more utility. Using these platforms, CIAST HR
isolated the cause and effect of employee behavior with more certainty and used that
knowledge to drive key behaviors toward desired outcomes. Armed with this data,
CIAST HR pinpoint where and when the change is being embraced (or rejected) and do
so accurately right down to the individual level. That precision provides the added ability
to target audiences for pertinent follow-up communication. And by linking appropriate
awards with expected actions, CIAST HR used the system to provide the impetus needed
to motivate pockets of employees teetering on resistance.