This unit describes the skills and knowledge required to conceptualise and establish new systems that support and encourage innovation in the workplace.
It applies to individuals including managers, senior operational personnel and/or internal/external specialists who are responsible for the development of new systems in small and large organisations in any community or industry context.
In order to increase the productivity, efficiency and overall success of an organisation, continuous change is important. Innovation is the process of recognising a need for this change and bringing ideas to life within the organisation. As well as developing new ideas, the innovation process can involve using old ideas in a different way.
Innovation distinguishes between a leader and a follower
Welcome to Star Training. This is a Learning Partnerships Case Study used in a number of units.
About Star City Training
Star Training Australia provide accredited training online and on campus across Australia in Business, Tourism and Marketing.
Following a Stakeholder Analysis the following Stakeholders are considered critical to Star City. You should consider and brainstorm why these Stakeholders are Important to a Registered Training Organisation and Why they may sit in the Quadrant that they are sitting.
Summary of the team
The CEO has just come on board in the last three months. The new CEO was appointed by the board because the previous CEO was considered to have insufficient experience to enable the business to achieve their strategy and goals.
The previous CEO was a good friend of the CFO , the head of research and the HR manager. They are disgruntled and have been showing a lot of animosity in the work team as they feel the previous CEO’s termination was unreasonable and unfair.
Since the new CEO has come on board she has lost 5 trainers predominantly because they did not cope with the pressure of change and the new CEO’s expectations. Three new trainers have been brought on board but there is capacity to develop further.The
New CEO has been watching performance and the team and has highlighted the following issues:
Hostility from the CFO, HR Manager and the Head of Research
New trainers are not sure of their role or the companys objectives
There are no documented role descriptions or KPI’s at the individual level
The Head of Research doesn’t have a innovative approach or skills in new digital media
Customer Service manager and the compliance manager have a good name in the industry but the CEO is not seeing a quality or interest in their work. she suspects that both are likely looking for jobs. There have been an increase of errors and decline in customer satisfaction.
A review of the organisation Policies and Procedures by the new CEO has identified that the following policies and procedures do not address the organisations needs and business requirements.
The Direction from the CEO is that the current policies are inadequate and will not satisfy their new business model for online training.
The Compliance Manager has been assigned a new project to research legislative requirements and industry benchmarks and engage with relevant stakeholders to draft new policies to submit to the board and the CEO for consideration and review.
Meeting Policy, Code of Conduct and procedure
IT Acceptable Usage Policy
Organisational Code of Conduct
Confidentiality and Non Disclosure
Recruitment, Selection and Induction Policy and Procedures
Work From Home Policy and Procedure
Feedback From Stakeholders
Feedback from the Stakeholder requirements has identified that:
Meetings are a source of great conflict and annoyance in the organisation. Findings include:
It seems that there has developed a culture of inconsideration. People do not turn up on time, interrupt when others are talking and there are factions which often lead to hostility at times and a lack of confidence to contribute by some for fear of what the factions will respond with.
There is a culture of meetings being called with everyone involved regardless of relevance. Meetings typically will go for hours and there is rarely an agenda, minutes or follow up with actions.
There is a need to ensure that meeting records are produced and that they align to the organisations style guides.
Recent COVID 19 has increased the need to work at home online using video conferencing. There are currently no rules and benchmarks in the organisation to determine what is considered acceptable. There have been a few embarrassing situations arise and, distractions from participants.
Recruitment, Selection and Induction
Recruitment processes do not seem to find the right people for the right job. Job and Person descriptions are not typically created.
Recruitment is done predominantly by the HR manager on request for a new resource by a line manager.
There have been complaints from people who have interviewed that they feel like they were not given due consideration
Recruitment policies and procedures do not address current requirements for identifying correct award or consideration on Anti Discrimination and EEO opportunities.
The CEO would like to be able to promote that she has a diversity policy and agenda but this is not evident in the policies and procedures.
There is no reference to the current workplace legislation in the policies
Organisational Code of Conduct
The CEO feels that a weak code of conduct is required and she needs to set the tone from the top in order to build great culture.
The Code of Conduct does not provide adequate reference to ethics, privacy, confidentiality and what is considered professional conduct.
Work From Home
There is no policy at all for working from home. Some people have been allowed to work from home and others not. It is dependant on the line manager and people is disgruntled that there is no consistency.
The HR manager is concerned that there the organisation is at risk for not providing adequate information about work health and safety such as ergonomics and breaks
The Compliance manager is concerned that the organisation is at risk for not considering confidentiality and using private computers for work related activities and accessing organisational systems.
Star Training Australia wish would expand their business operations into ebusiness and deliver courses online through an online learning management system. The objectives required by the organisation are to, grow revenue, increase customers, increase capacity and reduce operational costs.
Their goal is 50% of course deliveries will be delivered through the new portal and the remaining students would also utilise the system.
The system will enable students to:
Enrol in qualifications and courses.
Pay for courses online.
Manage Account Details (change personal details, pay for their courses, print course history)
Compete their learning activities including (access course materials, watch online videos, complete review checkpoint questions, access assessments, submit assessments,
Corporate Strategic Directions
Star Training Australia Mission
Increase revenue through targeted marketing campaigns
Increase revenue via online and onsite sales. Increases expected to be 25% for onsite and 20% online as the online audience/customers grows over the year.
Control direct and indirect costs
Control the process around delivery and completion of training for students by 20% by 2018.
Increase capacity of customer delivery
Introduce an online learning management system that supports an increase of 200% more students to be completed online.
Increase Star Training Australia brand recognition as a leading provider of online and virtual training.
Improve Star City Training Australia website and Facebook to support the new learning management system.
Maintain highly trained and motivated staff
Maintain performance management process to develop staff and trainees and improved processes to support them in their personal and professional development.
Improve systems to support continuous improvement of staff.
Post LMS Project Review
During the project closure process the Project Manager conducted a ‘lessons learned’ reflection session with the project team members. They also surveyed the key stakeholders for their feedback on the success of the project. Not everyone responded but the following people did: Kate Jones (CEO) – Satisfied the project met the key strategic goal of ability to deliver training via the new learning portal, enabling 50% of delivery to occur online. Dissatisfied with the number of students who have elected to take it up, expecting more enrolments and questioning if the marketing has been effective
Ted Clancy (Board of Director member) – Also satisfied the project met the key strategic goal but concerned we aren’t seeing the expected profits considering this was a significant financial investment
Sam Server (Research and Development) – Happy the new portal has been delivered and is compatible with other systems. However, it required more effort from his team to reverse engineer many of the system functions in order to achieve compatibility than they were led to believe during the research and development phase of the project
Danielle Simpson (Compliance) – Happy that the new portal is operational in line with industry regulation and compliance standards. However, Danielle has heard from others in the organisation that student information may have been shared outside the organisation, a breach of company policy if found to be true
Aiden Sailes (Marketing) – Believes his marketing team ran an excellent marketing campaign to launch the new portal
Sonya Choon (Finance) – Concerned that the overall budget was exceeded by 20% due to ‘unseen expenses’ such as the number of work hours the Research and Development team had to spend reverse engineering the product so it would work as required and be compatible with the organisation’s other systems
Mark Kathelopolous (Human Resources) – Believes too many human resources were dedicated to this project which put undue pressure on the rest of the team to meet student/customer needs