1. Two different workplace changes experienced as an employee

The two significant changes that occurred in the organisation are –

Re-organisation
Workforce Reduction

Re-organisation occurred because the overall performance of the business was low, and the market conditions were fluctuating as well. The involvement of the HR professional is necessary because issues that might arise from restricting the organisation can be handled by the HR. The HR would outline expected costs, litigation and timeframe.

Similarly, workforce reduction or downsizing occurred in the organisation because the company was looking forward to cutting costs and increase sales. An HR professional can play a vital role by communicating the message in a sensitive way and by ensuring procedural fairness (Ashman, 2013). It is the essence of change management.

Re-organisation and workforce reduction will affect the organisation both positively and negatively. Re-organisation has an impact on the employment and work. Overall, the insecurity of employees had increased because new IT services have been added, and employees are not effectively trained. Again, due to workforce reduction, the level of psychological trauma increased among employees, and they showed less commitment to work.
While working for CommonWealth Bank, it has been noted that the mission of the organisation is to enhance the financial lives of customers and clients. The vision is to become one of the leading financial service providers of Australia (com.au, 2020). Therefore, reorganising using IT, services can be aligned with its organisation’s mission because improved IT services will enhance the financial outcomes for all. However, workforce reduction or downsizing might not enable the organisation to achieve its mission and vision because the chances of losing efficient employees are high.

2. Impact on the organisation

Re-organisation has directly affected the low-paid employees as they are vulnerable due to the lack of qualification and were unable to keep up with technological changes (ScienceDaily, 2020). Similarly, workforce reduction has directly affected the surviving employees at CommonWealth Bank. Their commitment levels, loyalty as well as attachment levels reduced.
Re-organisation has been accepted positively because it enhanced the overall capabilities of employees. On the negative side, employees were forced to take up tasks that they are not familiar with. Similarly, workforce reduction has been accepted positively by the management because they can now fairly compensate the surviving employees. However, the surviving employees responded to the change negatively because they suffered excessive workload.
The leadership team supported both the changes because it will help the organisation grow and employees are expected to adapt to the changes. The team realised that re-organisation would allow them to concentrate on key products, improve competitive advantage and incorporate advanced technology. Similarly, they supported the implementation of downsizing because reducing the number of employees; the organisation can reduce the labour costs.
One metric for each change to increase the efficiency of change is-

Metric for re-organisation- Mission and vision alignment of work
Metric for workforce reduction- Employee wellness

3. Employment law

The Occupational Health and Safety Act is applicable in case of the changes. The law consists of fifty sections, and the applicable sections have been outlined below-

Re-organisation- Section 8, General duties of employers to their employees, the OHS Act states that employers are obligated to monitor employee health and control workplace conditions (ca., 2020). It is applicable here because re-organisation means a restructuring of workplace conditions.
Workforce Reduction- Section 39, Proof of certain facts, the OHS Act, states that employers are obligated to provide evidence before taking action (Farish, 2018). Hence, before selecting employees for workforce reduction, proof of absenteeism, lack of performance, experience or any such evidences must be given.

4. The force driving the changes

Re-organisation- Digital disruption

Digital disruption is one of the leading forces behind the change. It is constantly challenging the organisation to adapt to new IT services and innovate.

Workforce reduction- Regulations

Regulations are driving this change because the organisation is supposed to pay employees fairly, and handling a huge number of employees can be challenging.

Digital disruption is driving the chosen financial institution, and it is an external force. It also influences the organisation to partner with other hi-tech firms and enhances the capability of their solutions. Regulations are an internal force which is driving change because the financial institution is supposed to ensure the well-being of employees. Fair pay is one such regulation and therefore, by reducing the number of employees, it would be possible to ensure fair payment to the remaining employees. However, it should also be ensured that the laid-off employees are receiving medical benefits.

References

About us – CommBank. (2020). Commbank.com.au. Retrieved 15 May 2020, from https://www.commbank.com.au/about-us.html?ei=CB-footer_about-commbank

Ashman, I. (2013). A new role emerges in downsizing: special envoys. Management Articles of the Year, 20.

Farish, A. (2018). Occupational Health and Safety Act Summary. Absolute Health and Safety. Retrieved 15 May 2020, from https://absolutehealth.co.za/blog/occupational-health-and-safety-act-summary/

OHS Act, Regulation and Code. (2020). Alberta.ca. Retrieved 15 May 2020, from https://www.alberta.ca/ohs-act-regulation-code.aspx

Restructuring affects staff well-being regardless of job cuts. (2020). ScienceDaily. Retrieved 15 May 2020, from https://www.sciencedaily.com/releases/2016/02/160201220120.htm

Individual Research Assignment