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Management of Change

Management of Change (MoC) is the process the University of Otago follows when experiencing organisational change. The MoC process is agreed between the University and unions and the provisions are outlined within employment agreements.

As noted in the provisions, it is agreed by the University and the unions that:

  • Change is necessary and that they have a mutual interest in ensuring an efficient and effective workplace
  • All parties to the agreement have an important contribution to make to achieving any necessary changes
  • The employer has the right to manage, organise, and make final decisions about the operation and policies of the University.

The parties also recognise the serious consequences that the loss of employment can have on individual employees and seek to minimise the consequences by means outlined in the provisions, including voluntary severance and redeployment.

Impact of Change on Roles

As with any other MoC process, there are a number of scenarios that depend on the amount of change to current positions. Some positions will not change at all, some may change in a minor way while others may be significantly affected.

If you would like more information about the MoC scenarios for this transition please speak with your Divisional HR Manager or HR Advisor.

Timeline

Changes to structure and roles will be achieved through the Management of Change (MoC) process.
This will be done in two tranches.

  • We anticipate that the Tranche One MoC process will be completed before the end of 2017, and will result in appointments at director and manager level. This will ensure that newly appointed leaders have the opportunity to support implementation and be involved in the selection of their staff where they have vacancies to fill. As some roles will not change, incumbents will be confirmed into these positions. We expect to confirm staff into all unchanged roles before the end of 2017.
  • Tranche Two will commence by April 2018, and will result in appointments made for the remaining positions. Taking the two-tranche approach will allow staff considering new opportunities to know who their new manager will be. It would also provide time for staff to better understand what shared services is and carefully consider whether this is an environment that they want to work in.