26 Sep You are a business development manager reporting to the vice president (VP) of business development at one of the largest life sciences organizations in the Midwest. The owners are

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Johnathon Blake Davis

2-1 Milestone One: Guiding Coalition Recommendations

MBA 699

Professor Shindell

September 2, 2022

Recommendation

Leadership and management skills are crucial to guide the coalition effectively. Decision-making ability and credibility to participate in teamwork are crucial to leading positive change and getting expected outcomes. Following members of the organization are recommended to participate in guiding the coalition process;

1. Flora Berggren, the vice president of worldwide sales, manages 150 sales representatives under her. She has been with the organization for ten years; thus, she understands organizational values and goals. Berggren influences the sales operations of the organization. She manages two people under her as a sales executive and sales representative. During her presence with the organization, she always achieved her targets regarding worldwide sales. She is a committed person; thus, her participation in guiding the coalition would be helpful. As the sales president, she knows global market trends and can guide the team to make productive decisions.

2. Elaine Hartwick, the acting director, manages 18 senior managers under her. She has been with the organization for ten years and is known because of her visionary and leadership expertise. According to the data, Elanie is the best cooperative manager in adapting to new situations. Throughout her presence with the organization, Elanie always motivates others and helps them to recognize their strengths. Her participation in the guiding coalition team would be helpful for team members to stay motivated and active. Her market management skills would be helpful in placing the product at the right place, at the right time.

3. Omar Mattsson, the manufacturing director at the firm, manages 580 hourly workers in 12 plants. He has proved a strong and effective director who helps the organization to expand towards the Middle East. He manages 12 manufacturing plants and works competently with the organization to achieve goals. He has been working with the organization for three years and is pleased with the integration within the organization. His participation in the guiding coalition team would help us to understand the global perception of the product, and it would be helpful to predict the future of the product launched.

4. Leslie, the sales representative, is an individual contributor to the organization. He has been serving the organization for fourteen years. According to his records in the organization, Leslie always meets her sales targets and exceeds sales quotas every quarter. His contributions to the guiding coalition would help to understand the effective strategy required to sell the new product in the right market. He would utilize his experience to make sales effective and help to achieve expected outcomes.

Team Building Strategies

A well-functioning team is crucial to initiate change in the previous operational performance of the organization. The organization’s board of directors decided to sell the new product, and for this, team building is the first step which would help to make the process successful. Following are some strategies for developing a functioning team;

1. Promote a Respectful Environment

One of the most focused strategies is to promote a respectful environment for team members. A respectful environment in which every team member feels valued and shows respect to each other. Even during stressful times, maintain a cooperative and respectful environment to cope with negative situations.

2. Communicate

Communication is key to establishing a smooth and comfortable relationship with team members. There should be professional and ethical communication standards to improve the interaction between team members. Communicating is also important to exchange ideas and opinions within a team. Communication is also a dedication to transparency and improvement in interpersonal relationships.

3. Trust in Each Member's Efficiency

It is important to show everyone their ideas are worth considering to prevent team conflicts. Saw value in each other and motivated each other to utilize their strengths. To build a functioning team, accepting and respecting each other's opinions is important. Instead of criticizing individual opinions and perspectives, team members should share positive feedback.

4. Acknowledgement and Feedback

A team leader should show a response toward the performance of team members. Regular feedback improves the performance of individuals and motivates them to do more. Acknowledgement of small achievements motivates team members to work hard and achieve expected outcomes. To lead a positive change, it is crucial to interact with team members and understand their concerns properly.

5. Listen to Each other

To build a strong team, it is important to instill the skill that each member has different beliefs, ideas and perspectives. Thus, listening to others could improve our understanding and knowledge of the subject. Listen to others and understand what they think about the problem. Listening to each other also improves team connectivity (VANTAGE, 2022).

Along with these five team-building strategies to build a sense of urgency among team members, we will guide them about the need of the organization to embrace change. Although the organization has been doing good for years, change is still mandatory. And a successful change can only happen when everyone contributes equally and show their commitment to the organizational change. Understanding the need for change is also important to be ready for the change and participate in its process. Understanding and accepting each team member are crucial to embracing a long-term positive change. If any of the team members resisted, it would become difficult to achieve the expected outcomes.

All these strategies and activities would help to build trust because, in this way, each member will feel valued and respected. The organization’s management will try to engage each member in the guiding coalition by satisfying their concerns and preferences. These activities will enhance their trust in the organization. Trust is a binding force while working in a team; thus, building it by different means is crucial. Strategies enlisted to build a functioning team also help to improve interpersonal relationships between team members. Trust in each other would make them respect each other's opinions and perspectives to embrace the required change. These strategies would help achieve expected outcomes by the launch of the new product.

Reference

VANTAGE, C. (2022). The Right Steps to Develop an Effective Team.

https://blog.vantagecircle.com/effective-team/

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Johnathon Davis

3-1 Milestone Two: Employee Attrition Analysis Report

MBA 699

Professor Shindell

September 11, 2022

3-1 Milestone Two: Employee Attrition Analysis Report

The following study will analyze the available workforce for the company. The people that work for a company are its most valuable asset. Potential buyers can learn about the company's human resources capabilities by conducting an assessment of the company's talent. This will allow them to make informed decisions about whether to keep on board key employees for a smooth transition or let go of those who will be superfluous after the acquisition is finalized. Examining the company's HR, looking at turnover rates, and forecasting how many employees will remain after purchase are all necessary steps.

Current Employee Demographics

After looking at the numbers, we find that there are a total of 83 workers, but only 69 are now employed. Age, sex, marital status, education level, and years of experience are only a few of the factors shown in the following tables, which show the current employee demographics. A majority of the existing workforce (60 people) consists of people in their thirties (10 people) and their twenties (40 people). There are now 11 workers in their 40s and just 8 workers in their 50s or older. Ten percent of adults lack a high school diploma, twenty-five percent have an associate degree, and thirty-two percent have a bachelor's degree. Two-thirds need a master's degree or more, while just four percent need a PhD. There are 59% males and 41% females in this sample. Divorce rates are at 28%, while marriage rates are at 39%, and single people make up 33%, from 12 percent for those with no experience to 25 percent for those with more than 15 years in the field.

I have picked a Pareto chart and a pivot chart to illustrate essential demographic information. Below, using a Pareto chart, one can see the age distribution of all workers; for instance, the majority of employees are between the ages of 20 and 38; this is an important consideration since the firm has to make long-term plans to keep these people engaged. The educational system is shown in the pie chart below. This data is crucial since it will show the firm who has the skills and knowledge to help them succeed.

Attrition Analysis

The terms "attrition" and "turnover" are often used interchangeably, although referring to distinct events. The term "attrition" is used to describe positions that are abandoned without being filled, whether freely or involuntarily (Walia & Soodan, 2015). When an employee departs and is replaced, this is referred to as turnover. Attrition is an inevitable aspect of every business, and it may have both positive and negative consequences on the workforce already in place and the recruitment process as a whole. Attrition rates in the workplace may be affected by a wide range of factors, both internal and external. The more you understand the many forms of attrition and how they affect the workplace, the better equipped you will be to deal with it and keep valuable employees from leaving. After receiving training, a new recruit takes on the same duties as their predecessor, who has the same title. Employee churn is a term used to describe the combined review of attrition and turnover. Attribution is summarized in the following graphs:

There are several causes of employee turnover, including salary, lack of progress, terrible working circumstances, and more" (Lim & Misra, 2019). Employee disinterest is among the top five causes of turnover. The R&D division has lost the most employees (71%), and its members also tend to take fewer business trips. Employees with little experience or education are also more inclined to quit for greener pastures. The bulk of those who departed were lab technologists in the research and development department, and they left the firm within the first two years for financial reasons. Fourth, they didn't perceive any opportunities for advancement, and fifth, their work-life balance was average at best.

i) Income: There is a significant disparity in the average incomes of men and females, as shown below:

The monthly average for female employees who left the organization was around $7,819, while the monthly average for male employees was $4,735. It is possible that this is one of the reasons why there is a high male turnover rate at the organization; the male employees may have the impression that there is no compensation equality.

ii) Promotion: It took at least 4 years for women to be promoted, whereas men took a year or less.

From the graphs, we can see how long it has been since past workers were promoted, how often they received training, how old they were on average, and how long they had worked at the firm. When comparing the years of experience and education of male and female employees, you will notice a significant gap.

iii) Training: According to exit interviews, training staff is a problem. Former female employees received training once per year, whereas former male employees received training twice per year.

Male employees, while receiving somewhat more training, departed the organization at a quicker rate than female employees.

iv) Work-Life Balance: Though I include work-life balance as a component of job satisfaction, I think it merits separate attention due to its importance in avoiding burnout and lowering stress levels in general (Kohll, 2018). Those who have just departed the organization are millennials, and this concept has a different meaning for them than it does for their parents or grandparents. Former workers' responses to this question seem to be extremely neutral, suggesting that they are neither happy nor unhappy with their work-life balance.

v) Job satisfaction: There is no universal method for gauging an employee's contentment with his or her present position since it depends on the person's unique set of circumstances and the extent to which his or her job fulfills those requirements (Weir, 2013). Former workers departed the firm for various reasons.

In this table, I've calculated the average pay increase, performance rating, work-life balance, and length of employment based on the spreadsheet data. Indicators of satisfaction or dissatisfaction are more pronounced in females than in men.

For those employees who left the company, the least year(s) of the promotion before leaving was one year, while the employee who took the longest time to be accorded a promotion before leaving was given a promotion after 6 and 15 years. A typical worker quits at the age of 36. Additionally, the usual employee leaves their position sometime between the sixth and seventh year. Looking at the dataset, there seems to be no correlation between the training times and the years an employee spends at the company since we can see a situation where an employee with no training worked for 22 years before leaving while an employee with 6 training (which is the highest number of training so far) left only after one year. It is also important to note that male employees left the company more than female employees.

Retention

A company's success is frequently determined by the employees it chooses to work for it. Skilled workers who will succeed in their positions and provide value to their teams may be recruited with careful planning (Michael & Crispen, 2009). A percentage is a common way to represent the retention rate. That rate has to be quite high. There are a variety of retention tactics that might help organizations keep their employees longer such as renumerating employees fairly, offering a generous benefits package, pproviding a range of scheduling options, and bbuilding an interactive new employee orientation.

It would seem that the trends are comparable or heading in the same way when comparing previous workers with current ones and the reasons why the former employees departed. Current workers have an average age of 36; the vast majority work in research and development as lab technicians; their income is much lower than that of other roles, and the vast majority have not been with the firm for very long. Potential buyers may be concerned about low levels of training since the average training time over the last year has only been 2.7 hours.

Actionable Steps

The corporation may take certain steps to reduce employee turnover, particularly in high-stakes departments like research and development. Reducing turnover by half would just need some minor adjustments to the training program, such as updating the modules and doubling or tripling the present training duration. By including a training program that sends R&D and sales staff on business trips, the organization may help re-engage the teams