Every workplace runs on systems and processes—how work is organised, tracked, and delivered. But over time, those systems can become clunky, outdated, or just not fit for purpose anymore. A good manager looks out for these moments and isn’t afraid to recommend change when it helps the team do better, smoother work.
The first step is to spot where things are going wrong. This might show up as missed deadlines, repeated mistakes, or staff feeling frustrated. Maybe people are copying the same data into multiple systems, or a form takes ten steps when it could take two. Listen to your team—they’re often the first to know when something’s not working. For example, if Sam in admin is spending hours each week chasing people for the same information, that’s a clue the system needs fixing, not just more effort from Sam.
Next, look at what’s causing the problem. Is the process too slow? Confusing? Prone to human error? Be curious rather than critical. Often, people are doing their best with what they’ve got—it’s the system that’s failing them. Once you’ve got a clear view, think about what a better version might look like. It doesn’t have to mean new software or massive change. Sometimes, small tweaks can make a big difference.
Let’s say your team currently shares updates in a long weekly email that no one reads. You might suggest using a shared online board like Trello or Teams, where everyone can post quick updates in real time. This change is simple, but it speeds things up and keeps everyone in the loop.
When recommending changes, explain your reasons clearly. It helps to link your suggestion to outcomes: saving time, reducing mistakes, or improving team morale. For example, you might say, “If we switch to digital forms instead of paper, we could cut down errors by half and get approvals done in hours, not days.”
Be ready for questions and possible resistance. Not everyone likes change straight away. Offer support and involve your team where possible. People are more open to new ways of working when they’ve had a say in shaping them.
Once a change is made, keep an eye on it. Is it actually working? Ask for feedback and make further tweaks if needed. Improvement is a process, not a one-off fix.
In short: notice what’s slowing things down, understand the root of the problem, suggest realistic solutions, and explain how they help. The goal isn’t change for the sake of it—it’s making work better for everyone.
This post will assist completion of the following unit criteria:
301/ML11 2.5 Recommend changes to systems and processes to improve the quality of work