26 Sep Scenario Congratulations! As an HR consultant hired to resolve issues of communication and employee disengagement at the U.S. branch of the Singaporean software solutions organizat
Scenario
Congratulations! As an HR consultant hired to resolve issues of communication and employee disengagement at the U.S. branch of the Singaporean software solutions organization, you impressed the leadership team.
You submitted a change readiness report as Milestone One and highlighted the importance of stakeholders and change implementers. The VP and the management team also appreciated your proactive presentation on employee engagement. Next, you submitted a report on the various change management models and justified your recommendation of one of those models.
With each of these submissions, you prepared the VP and the leadership team for your recommended change management plan. It is now time for you to deliver the change management plan to the VP. This document is a significant component of the change management kit you are creating because it outlines individual and organizational activities that require change implementation. Through the change management plan, you will identify stakeholders of significance, outline strategic goals, and recommend steps and strategies to implement the organizational changes required.
Prompt
Create a report to cover the pre-implementation and implementation phases of the change management plan in the course scenario. Refer to the Case for Change Guide to ensure relevant organizational data is considered.
Specifically, you must address the following rubric criteria:
- Identify two key stakeholders or sponsor roles for the change process from the Singapore headquarters and the U.S. branch.
- Refer to the Leaders’ Self-Evaluations document for additional context.
- Discuss the significance of each stakeholder’s role in gaining buy-in, acceptance, and support for change across departments.
- How can each stakeholder improve the change initiatives’ likelihood of success (for example, by acting as opinion leaders, connectors, counselors, and journalists)?
- Identify strategic goals that align with the change management plan and provide rationale. Consider the following in your response:
- Refer to the Vision, Mission, and Strategic Goals; U.S. Branch Overview; and Leaders’ Self-Evaluations.
- Ensure there is alignment with the change management plan and the strategic goals of the organization (Singaporean headquarters and U.S. branch).
- Research emerging trends that could influence employees of the U.S. branch.
- Explain how improvements to organizational systems can ensure successful and sustained behavioral change.
- Refer to the Exit Interviews to identify the areas of change.
- What are the processes, procedures, or policies that need improvement?
- How will these improvements impact the behavioral change of employees at the U.S. branch?
- Recommend at least two enhancement strategies for team collaboration.
- Refer to the Exit Interviews and Leaders’ Self Evaluations to identify the problems of team collaboration.
- What are the reasons for lack of collaboration between team members across both locations of the organization?
- How can an individual performer become a team player to improve team collaboration?
- How should leadership behavior change to build trust?
- Determine a change management model that can be used at the U.S. branch and provide justification.
- Based on your evaluation of the challenges that the U.S. branch is currently facing, choose from the following change management models:
- Kotter’s change management model, Lewin’s change management model, or ADKAR change management model
- How would you use this model at the U.S. branch?
- Based on your evaluation of the challenges that the U.S. branch is currently facing, choose from the following change management models:
- Describe the steps needed to implement the change management model at the U.S. branch. Support your response with research.
- How would you mitigate and remove any roadblocks in the change management process?
- What are your plans to deal with the impact of planned and/or unplanned changes and any contingencies?
- What milestones need to be accomplished for change implementation to succeed?
- How would you measure the success of your change management plan?
Guidelines for Submission
Submit your report as a 7- to 9-page Word document with 12-point Times New Roman font, double spacing, and one-inch margins. Sources should be cited according to APA style. Consult the Shapiro Library APA Style Guide for more information on citations.
MBA 687 Milestone Two Case for Change Guide
The Case for Change Guide helps you as the HR consultant to lay out various factors that make the Change Management Plan an essential component of the Change Management Kit. This guide enables you to emphasize the sense of urgency for the Change Management Plan to be finalized.
The Case for Change Guide also acts as a checklist for the learners to ensure that they capture details regarding the level of organizational readiness for change, a review of leaders committed to change, an analysis of the workforce's willingness and capability for change, including cross-cultural awareness factors, and any historical barriers to change from past planned or unplanned change management experiences .
Background
Ensure that you include answers to the questions: How did we get here? Where are we now?
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Urgency Factors and Risks With Not Taking Action
If you take action, what future problems can occur? Put yourself in your stakeholders’ and customer’s shoes: What will the consequences be if the desired goals are not reached?
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Stakeholders Analysis and Impact
Sort each of your stakeholders into their appropriate types:
· List your opinion leaders
· List your connectors
· List your counselors
· List your journalists
· List your adversaries
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Inside the Company
· What are the leaders committed to change?
· How would middle managers serve as a bridge between the senior leaders and the frontline staff?
· Are middle managers ready to take ownership of the proposed change?
· Is there a workforce willingness and capability for change?
· What are the cultural considerations in change readiness?
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Outside the Company
Consider the inclusion of change implementation steps that will inspire customer confidence. Put yourself in the shoes of the customer—what will they like to see in terms of change events?
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Assumptions
What are the conditions or resources that employees believe are needed for your program’s success and that you think already exist and will not be problematic?
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Scope
Assess the scope of the change, including how significant is this change? How many people are affected? Is it a gradual or radical change?
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Outcomes
What state or condition must exist for your initiative to work and does not currently exist (observable)? How would you mitigate and remove any roadblocks in the change management process?
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Goals and Benefits of Taking Action
What do we hope to achieve? What are the benefits of making the change? What are the impacts of the changes, including both positive and negative possible unintended results of the change? Consider the organizational data available through the Exit Interviews; Leaders’ Self-Evaluations; U.S. Branch Overview; and Vision, Mission, and Strategic Goals.
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Timelines
How urgently is the implementation of various changes required? Ensure that your plan has information on timelines.
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Change Model
· Which change management model, from the course list, would you use for this company?
· How would you use the model for this company?
· Why did you select the identified model for change?
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MBA 687: VISION, MISSION, AND STRATEGIC GOALS
VISION:
Leveraging technology, people, and resources, we aim to help our customers
transform all facets of their business operations and drive innovation. We achieve
our goals through our most valuable resource—our PEOPLE.
MISSION:
Create unprecedented value, service, and opportunity for our customers,
employees, and partners. We are innovators, dedicated professionals, and are proud
to uphold the traditions of commitment, excellence, and teamwork.
• Giving our customers the best customer experience, building customer
confidence, conquering all challenges, and demanding the best of ourselves.
• Pursuing excellence in everything we do and being a leader in innovative
information technology strategies and services.
• Empowering all employees to provide services that exceed our customers’
expectations and make our community the best.
VALUES:
Unity
• We value the contribution of every member.
• We inspire and encourage high levels of employee engagement through
recognition, effective communication, and constant feedback.
• We train together, work together, and look out for one another.
Excellence
• When the training, preparation, and teamwork all come together, we are at
our best.
• We give our customers the best customer experience, build customer
confidence, conquer all challenges, and demand the best of ourselves.
• We choose to perform at the highest level of excellence.
Service
• We empower all employees to provide services that exceed our customers’
expectations and make our community the best.
• We pursue excellence in everything we do and are leaders in innovative
information technology strategies and services.
• We strive to serve best-in-class offerings that meet cutting-edge business
requirements.
Strategic Goals:
The company will achieve our vision and mission in the next five years by
focusing on the following strategic objectives:
1. Growth
The company will advance the mission by:
• Supporting and promoting U.S. businesses’ efforts to develop, sustain and
expand operations.
o Deliver service-oriented solutions and foster more customer
loyalty across the organization.
o Increase the company’s U. S market, allowing us to operate on a
larger scale and increase profitability.
▪ Create a balance between revenue and expenses.
• Decrease expenses by 5%.
• Increase revenue by 10% annually.
o Increase the value of the company for our shareholders,
stakeholders, or owners.
o Secure a good reputation, Net Promotor Score (NPS) to boost
sales, and broaden our customer base.
o Ensure the organizational system is aligned, integrated, and
equitable.
2. Talent and Learning
• Supporting Bringing on the best employees, retaining high-performing
talent, training, and enabling managers to devote more resources to
employee core competencies.
o Employee salary and benefits packages will be competitive within
the Willington, DE area.
o Design a succession plan to identify and prepare candidates for
high-level management positions that become vacant due to
retirement, resignation, death, or new business opportunities.
o Address the company’s leadership needs to ensure a selection of
qualified leaders that are diverse, a good fit for the organization’s
culture, and who have the necessary skills for the organization as
the company scales.
o Create a training, learning, and working environment that is
caring, safe, and healthy, and values human diversity.
o Recruiting and promoting highly qualified management personnel.
• Provide effective work systems that meet the needs of leaders and
frontline employees.
• Provide a regular flow of information to employees and stakeholders.
o Gather and analyze employee and stakeholder concerns to define
and deploy appropriate solutions.
o Increase the percentage of employees who have a high degree of
satisfaction with the quality of recruitment, training, recognition
and reward opportunities, and the company's benefits.
o Ensure that 75% of exiting employees indicate satisfaction with
their work experience in an exit survey or interview.
o Evaluate the quality of recruitment, training, recognition and
reward opportunities, and work systems through a regular annual
employees’ survey, with an 80% satisfaction rate or an increase of
five percentage points.
3. Customers
• Acquire new customers from innovative offerings.
• Expand sales in the U.S. national market and attract new customers from
innovative offerings.
• Conduct market research during the first half of the year and develop
appropriate customer messaging strategies.
4. Marketing
• Acquire Enhancing marketing and visibility efforts.
o Grow a percentage of sales from new client contracts.
o Foster lifetime customer loyalty with marketing campaigns scaled
to meet the company's needs.
o Increase social media impressions among the new target audience
by 30%.
o Ensure that adequate leadership, personnel, and resources exist
to achieve our marketing goals.
o Add two full-time community managers to better manage
comments and questions received on social media.
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MBA 687: US Branch Overview
• U.S. annual profit in 2020: $459,680 • Jump in U.S. annual sales in 2020 7.8% • Labor cost 30% of total revenue ($1M) • Benefits accounted for 29.9% of total employer costs for an employee's
compensation o Benefits include paid leave, supplemental pay, insurance, retirement, and
savings plans and legally required payments like FICA. o As mandated by the Affordable Care Act (ACA), companies with more
than 50 full-time employees must offer a company health plan or pay a tax penalty.
o Medical and HRA cost $41,160 annually. Delaware Small Business Data
# of small businesses in DE 82,212 # of small business employees in DE 187,556 % of employees working in small business 46.9% % of small business profitability in the United States 40% % of small business CEOs concerned about growing revenues 23% Average turnover small business (voluntary) 45% Average call center turnover (voluntary) 30-40% Average tenure of an employee in the United States 4.2 years % of small business owners concerned about recruiting and retaining talent
16%
Engagement Employee Net Promoter Score (eNPS): -10
• An eNPS score can range anywhere from -100 to 100 New Hire 90-Day Failure Rate: 46% of newly hired employees fail within 12 months
• Total turnover rate: 28.8% • Of all employee turnover, 70% is voluntary • Retirements account for 1% • Older individuals tend to stay at the same job for longer periods than
younger employees o High-Tech Industry Turnover: 20.9% o Services Industry Turnover: 20.9% o Average call center turnover (voluntary): 30–40% o Average small business turnover (voluntary): 45%
Potential Causes of Turnover • Low company morale • Lack of opportunities for training and career growth • Work-life imbalance • Poor management or leadership practices • Poor communications
Employee turnover costs a company 21% of the employee's salary. The replacement cost per employee is $4,100 per employee. Demographics 1. Years of service with the job role
• Executive Leadership (VP): 7 years • Manager (Director/Manager, Accounting, Sales, CS): 3.33 years average • Lead Specialist/Key Expert (Coordinators/Team Leaders-Payroll, CS, Shipping
and Receiving): 1.76 years average • Senior Level Specialist (Business Development Executive, Executive Office
Administrator, Senior CS Specialist, Senior Sales Account Specialist): 1.26 years average
• Mid-Level Specialist (CS Specialist II, Business Development Specialist), 1.0 years
• Entry Level Specialist (CS Specialist I, Accounting Specialist, AR and AP, Office Specialist I, Sales Account Specialist I): 0.75 years average
2. Years of service with this branch
Less than 1: 52.5% of respondents 1–2: 27.5% of respondents 3–5: 15% of respondents 6–10: 2.5% 11–15: 0 16+: 0 Prefer not to answer: 2.5%
3. Years of service by age group
Ages 20–24: 1.2 years Ages 25–34: 1.4 years Ages 35–44: 3.9 years Ages 45–54: 4.1 years Ages 55–64: 4.7 years Ages 65+ 0.0 years
4. Percentage of employees by age group
Ages 20–24: 45% Ages 25–34: 35% Ages 35–44: 10% Ages 45–54: 5% Ages 55–64: 5% Ages 65+ 0%
5. Percentage of employees by gender identity
Male 30% Female 55% Non-binary 10% Other 5%
6. Race/ethnic identification
African American or Black: 60% of respondents Hispanic or Latino/a/x: 12.5% of respondents Anglo American or White: 12.5% of respondents Asian: 5% of respondents American Indian or Pacific Islander: 0 Multiracial or Other: 7.5% of respondents Prefer not to answer: 2.5% of respondents
Organization Chart
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MBA 687 LEADERS SELF EVALUATIONS
Note: Individuals rate their skill levels on the following scale: Not Skilled | Minimally Skilled | Somewhat Skilled | Skilled | Very Skilled Title: Vice President Job Summary Leads departments and operations for an entire organization and creates its overall vision, mission, values, beliefs, and strategic goals. Directs and evaluates other executive leaders' work and the success of the organization. Maintains awareness of external and internal competitive landscapes, opportunities for expansion, customers, markets, and new industry developments and standards. Manages the strategic plan that guides the direction of a team's business and collaboratively works with the executive management team to identify, prioritize, and act upon company needs, focusing on integration strategies to ensure optimal efficiency. This position requires competencies such as analytic and strategic thought, vision, orientation to detail, customer focus, talent management, resource management, and leadership skills. Vice President Self-Assessment: As I reflect on this past year, I have driven business expansion from startup and evaluated the organization’s success. This past year, we identified ways to increase revenue and decrease costs by 10%. I analyzed financial reports with the accounting manager, prepared new operating budgets, and greenlit pilot projects using AI and chatbots to compete in an increasingly digital economy. My understanding of the external factors affecting the organization will help us think ahead and be ready for changes in the market. My most tremendous success was bridging the gap between the company’s day-to-day running and the board of directors' sweeping visions. Since taking on the new role, I realize my leadership skills come from years of experience and knowledge throughout life. This wisdom has impacted my judgments, decisions, and actions. I have learned to focus on a clear purpose and mission. I have consistently shown commitment and motivation since joining the company, and I want us to succeed. I am a leader who focuses on meeting set deadlines and objectives on time. I realize that I can be too controlling in a project, and I don't give other team members enough room to contribute or develop their ideas. I must learn to give others more space and let them take the initiative, too. Maybe I should try harder to promote the company's culture and values within my team. While I regularly hold meetings with this in mind, I should focus on boosting team spirit and collaboration. I am often frustrated, and I find it hard to communicate when faced with other leaders' behaviors. Despite the challenges we faced this past year, I am incredibly proud of what my team and I have accomplished during the past year.
Skill Level: Not Skilled:
Minimally Skilled:
Somewhat Skilled:
Skilled: Very Skilled:
Your level of experience demonstrating each competency
I have not learned this skill
I have little experience demonstrating this competency and need substantial direction to perform it effectively
I have some experience demonstrating this competency but still need guidance
I have a good amount of experience demonstrating this competency independently
I always demonstrate this competency and could provide guidance/ training to others
Leadership Skills ✔ Strategic Thinking Skills
✔
People Management Skills
✔
Change Management Skills
✔
Communication Skills
✔
Ethical Practice ✔ Tech Savvy /Computer Skills
✔
Fostering Teamwork
✔
Visioning ✔
Self-Awareness and Emotional Intelligence (EQ)
✔
Cross-Cultural Awareness
✔
Learning Agility ✔
Title: Sales Manager Job Summary Leads the sales and marketing functions, including strategic planning, budgeting, forecasting, and maintaining scalable processes that differentiate and highlight the value proposition from concept to execution for all business areas. Drives profitable revenue and market share growth through domestic and international marketing programs to email, print/digital, CMS, and social media platforms. This person is highly collaborative and works cross-functionally to devise campaigns that engage, inform, and motivate to raise brand awareness. Manages and coaches inside sales and outside sales teams. Sales Manager Self-Assessment: After taking the time to evaluate my performance, I would like to highlight a few of my best achievements from the past year. At the beginning of the period, I spearheaded the launch of our organization's first sales industry research report. My promotional efforts helped secure a speaking engagement at two national sales conferences, which will help the company meet its annual objective of increasing industry exposure and promoting our customer value proposition. Additionally, I assisted in overhauling our website content with IT and helped procure a new data partner. As a result, our paid search efforts’ ROI has increased by 120% year over year and influenced $6 million in our latest service line sales. Because of this year's marketing strategy's ambitious nature, there were times when I pushed my team hard to perform at their best, put in extra hours, and deliver on highly demanding projects. While I would never compromise on my drive for results, I must take the time to give more thoughtful and considerate feedback to members of my team. This quarter, I noticed that I could have delegated and communicated strategic goals to our team better. Passing more projects to the outside sales team will help me become more efficient while also providing them more opportunities for skill-building and career development. Additionally, I believe meeting with the VP, call center, and sales team bi- weekly instead of monthly will help improve cross-department communication and ensure marketing campaigns are better aligned with overall company goals. By the end of next quarter, my goal is to improve my cross-cultural practices by taking an online training session. I've been working more closely with the call center team in the past few months and want to collaborate more effectively to understand and achieve our team goals.
Skill Level: Not Skilled:
Minimally Skilled:
Somewhat Skilled:
Skilled: Very Skilled:
Your level of experience demonstrating each competency
I have not learned this skill
I have little experience demonstrating this competency and need substantial direction to perform it effectively
I have some experience demonstrating this competency but still need guidance
I have a good amount of experience demonstrating this competency independently
I always demonstrate this competency and could provide guidance/ training to others
Leadership Skills ✔
Strategic Thinking Skills
✔
People Management Skills
✔
Change Management Skills
✔
Communication Skills
✔
Ethical Practice ✔
Tech Savvy /Computer Skills
✔
Fostering Teamwork
✔
Visioning ✔
Self-Awareness and Emotional Intelligence (EQ)
✔
Cross-Cultural Awareness
✔
Learning Agility ✔
Title: Accounting Manager Job Summary Manages accounting functions, including analyzing various accounting functions (A/R, A/P, cost, and accounting) to understand what makes clients profitable, ensures accurate transaction records, evaluates financial processing, and controls transaction processes. Manages sub-ledger agreements (inventory, AR, sales, COGS) to the general ledger and investigates and corrects any variances. This person sets the example of integrity, ensuring monies and assets are protected against unauthorized use or removal and loss due to a criminal act or breach of trust. Works cross-functionally, multitasks, problem solves, thinks of the big picture, and focuses on process improvements to improve efficiency and follow generally accepted accounting principles (GAAP). Coaches accounting associates and works with operating managers to ascertain their need for accounting data. Accounting Manager Self-Assessment: After taking the time to evaluate my performance, I would like to highlight a few of my best achievements from the past year. At the beginning of the period, I Initiated corrective actions for maintaining accounting records, improving record accuracy by 75%. The accounting team implemented an accounting records maintenance system, replacing the old, inefficient one. I spearheaded our organization's new digital timekeeping system, replacing the outdated process and eliminating "paper" timekeeping. We continuously met audit standards this year, and this is for two years in a row, owing to exceptional account management skills. This quarter, I noticed that I have not been delegating enough work to other team members and have challenges communicating strategic goals to our team. Passing more projects to the accounting team will help me become more efficient while also providing them more opportunities for skill building and career development. By the end of next quarter, my goal is to streamline the accounting systems by implementing standard operating procedures for each subsystem. It is important not to build silos and understand the big picture and our team goals. I am working on transactional accounting improvement, but I also think a strategic approach is necessary. I have worked closely with the customer success coordinator/team leader, but I would like to address with top leadership the communication breakdown, the top-down approach, and ways to collaborate more frequently. I can offer my professional opinion on where best to align finance and accounting programs to the strategic plan and on building action plans to support overall business success.
Skill Level: Not Skilled:
Minimally Skilled:
Somewhat Skilled:
Skill
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