6-1 Milestone Two: Change Management Plan 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

6-1 Milestone Two: Change Management Plan 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
Running head: Change Plan 0 [Title Here, up to 12 Words, on One to Two Lines] [Author Name(s), First M. Last, Omit Titles and Degrees] MBA687 SNHU Professor Brent Duncan [Title Here, up to 12 Words, on One to Two Lines] [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.] Stakeholders [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.] Stakeholder role [Discuss the significance of each stakeholder’s role in gaining buy-in, acceptance, and support for change across departments. Stakeholder impact [How can each stakeholder improve the change initiatives’ likelihood of success (for example, by acting as opinion leaders, connectors, counselors, and journalists)?] TABLE 1: Stakeholder analysis Stakeholder Role Impact Strategic alignment [Identify strategic goals that align with the change management plan and provide rationale. Consider the following in your response:] Organizational strategy [Refer to the Vision, Mission, and Strategic Goals] Branch operations [U.S. Branch Overview; and Leaders’ Self-Evaluations.] Aligning branch operations with organizational strategy [Ensure there is alignment with the change management plan and the strategic goals of the organization (Singaporean headquarters and U.S. branch).] Trends [Research emerging trends that could influence employees of the U.S. branch.] Improvements to organizational systems [Explain how improvements to organizational systems can ensure successful and sustained behavioral change.] Areas of change [Refer to the Exit Interviews to identify the areas of change.] [What are the processes, procedures, or policies that need improvement?] Impact of change [How will these improvements impact the behavioral change of employees at the U.S. branch?] Recommended enhancement strategies [Recommend at least two enhancement strategies for team collaboration.] Team collaboration issues [Refer to the Exit Interviews and Leaders’ Self Evaluations to identify the problems of team collaboration.] Causes of collaboration problems [What are the reasons for lack of collaboration between team members across both locations of the organization?] Building teams [How can an individual performer become a team player to improve team collaboration?] Building trust in leadership [How should leadership behavior change to build trust?] Change management model [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.] [TIP: Pick Kotter or ADKAR or synthesize them for your purposes. Lewin isn’t a change model, it’s a theoretical construct upon which the other change management models are based.] Applying change model to US branch [How would you use this model at the U.S. branch?] [TIP: Show the steps in the process you selected, then explain what you will do for each step.] Change steps [Describe the steps needed to implement the change management model at the U.S. branch. Support your response with research.] Mitigating resistance [How would you mitigate and remove any roadblocks in the change management process?] Dealing with contingencies [What are your plans to deal with the impact of planned and/or unplanned changes and any contingencies?] Milestones [What milestones need to be accomplished for change implementation to succeed?] Metrics [How would you measure the success of your change management plan?] Conclusion [Summarize key ideas and recommendations. Explain why your recommendations ae important to the organization. Challenge the audience; let them know what they need to do.] References Lewis, L., Kouzes, J., & Posner, B. (2021). Leading organizational change. Wiley Global Education US.
6-1 Milestone Two: Change Management Plan 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
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? [Insert text.] 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? [Insert text.] 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 [Insert text.] 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? [Insert text.] 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? [Insert text.] 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? [Insert text.] 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? [Insert text.] 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? [Insert text.] 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. [Insert text.] Timelines How urgently is the implementation of various changes required? Ensure that your plan has information on timelines. [Insert text.] 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? [Insert text.]
6-1 Milestone Two: Change Management Plan 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
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 stra tegies 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 cust omers’ 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 requireme nts. 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, resi gnation, 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 comp any 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 de gree 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.
6-1 Milestone Two: Change Management Plan 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
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 an d 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 manageme nt 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 n ew 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 contrib ute 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 focu s 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 t hrough 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 m ore 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 proc esses. 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 a ccounting 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 pas t 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 spe arheaded 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 unders tand 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 suppor t overall business success. 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: Customer Success Manager Job Summary Manages the customer success function and provides input on strategic customer plans to help identify areas where the company can improve overall service delivery, quality, and excellence. Develops customer relationships that promote retention and loyalty. Creates department p olicies and procedures that optimize the customer experience. This person has the highest accountability level for call center supervision and performs basic human resource tasks such as hiring and training staff. Coaches the customer success coordinator/t eam leader in improving service efforts, scoring performance, and developing support strategies based on customer feedback. Customer Success Manager Self -Assessment: In the past year as a call center manager for the company, I’ve increased the customer s atisfaction rate by 37% through overseeing day -to -day contact center operations and business planning, employee development, operational efficiency, and service excellence. I worked with the customer success coordinator to revise the existing cold call scr ipt and added a stronger value proposition, resulting in an increased call time average. We started interfacing closely with the sales department to ensure alignment and spent a great deal of time “QC -ing” or monitoring queues and tracking inbound call per formance. I coached our customer success coordinator on performance metrics, including inbound calls, call waiting, and abandonment rates. We started working on creating a new customer service training manual and quality assurance form. I empowered the cus tomer success coordinator to work with the accounting team on the new timekeeping implementation. After reflecting on my performance, I noticed that while my ability to build rapport with employees and customers helps me as a manager, I will need to delegate more to the customer success coordinator as the business grows. I began serving as the backup trainer and assisted in onboarding nine new representatives, all of whom finished their first quarter meeting performance standards. Given this experience and my commitment to continued growth, I think there is room for improvement. I want to shift the call center culture to a more employee -centric workplace where our employees are happy, comfortable, and valued. I am aware of the possibility that the various t echnological advancements in AI voice processing, customer analysis, and chatbots may improve customer satisfaction; however, it could also make some employees redundant. I am unsure if our employees see leadership as approachable and observant or sensitiv e to what the agent is trying to tell us, even indirectly. If we can fix this, we can improve business performance and reduce turnover. 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: Customer Success Coordinator/Team Leader Job Summary Provides industry -leading customer care, order assistance, technical customer service, and customer success team leadership while engaging in real -time troubleshooting of inbound Tier II and Tier III customer requests by email and telephone. Coaches employ ees in all customer service and contract sales facets, manages the customer care escalation chain, and works with the customer success manager to improve overall service delivery improvement, quality, and excellence. This person has a high level of account ability for call monitoring to improve service efforts and scoring performance and develops support strategies based on customer feedback. Works with a knowledge-sharing mindset, works with a sense of urgency, works cross -functionally, is a problem solver, and thinks outside the box while troubleshooting the root cause of all customer success center problems to identify the action(s) required to resolve the customer’s issue immediately. Serves as customer success trainer. Customer Success Coordinator/Team Leader Commentary: In the past year as lead agent in the call center for the company, I’ve worked with my manager to increase customer satisfaction rate by 37% through revising the existing cold call script, adding stronger value propositions, and focusing on quality control QC -ing and agent dashboards. I spent time with agents, communicating performance expectations on inbound calls, call waiting, and abandonment rates. I monitored calls using our new quality assurance form. I handled 15 –20 customer reque sts to speak with a supervisor per day and positively resolved the issues. I assisted my manager in 36 employee evaluations, detailing observations of positive performance, opportunities for improvement, and specific details of supervisor calls taken for t he week. I demonstrated the ability to handle 50 or more calls a day as the lead customer success agent, too. By decreasing my talk time by 15 seconds per call, I believe I can increase my call-per -hour rate by at least 10% next quarter without negatively impacting customer satisfaction. I also worked with the accounting manager and her team to implement the new digital timekeeping system and train all agents. After reflecting on my performance, I noticed that while my ability to work with employees at all company levels is one of my best skills, I understand our customers. I am ready to take on more HR -related responsibilities. I began serving as the lead customer success trainer and helped my manager onboard nine new representatives. I would like to under stand the call center’s company goals and work with my manager to shift the call center culture to a more employee -centric workplace. Many call center workers have been here less than two years (27.5 %), and most call centers run an average 30 –45% turnover. Let’s focus on retention. I believe that additional sales training and education about our products would help me increase my up -selling performance in line with company expectations. I want to discuss a potential promotion to assistant customer success manager. 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 ✔
6-1 Milestone Two: Change Management Plan 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
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. Demogra phics 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 2 5–34: 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 2 5–34: 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
6-1 Milestone Two: Change Management Plan 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
EXIT INTERVIEWS Voluntary employee exits: One question answered with qualitative feedback Job -Related Reason for Leaving % of respondents Retirement 1% Better pay 10% Better benefits 4% Lack of training 22% Working conditions Not Applicable Relationship with management 31% Relationship with peers Not Applicable Lack of career opportunities 29% Changing careers 3% Do you have any additional comments you would like to make? Positive comments left by voluntary leavers: “Enjoyed time here, progressed and developed skills; nice culture and lots of focus on the ‘we.’” “Fantastic team leader, can’t fault . . . has been the best I have ever had but accepted another job with better pay and more career opportunities. I really liked working with my Singaporean colleagues who definitely are interested in the bigger picture.” “Happy with my manager, given all the support needed. Accounting always able to accommodate my needs. I am leaving for more training, career, and benefits for my family.” “I am t aking a break to care for our newborn baby and plan to be a stay -at -home dad for the rest of this year. I had a great time working in a multicultural organization. So much respect for the very hardworking teams, especially the Singapore team, which sometim es works without breaks. A lot to learn from them!” “Good time spent with my sales manager learning more about tele sales; however, I am leaving for a better sales incentive plan and less hierarchical style of management.” “My colleagues here in the USA told me that having a common agenda before meetings will be very helpful. They appreciated knowing what to expect before going in the meetings. I ensured that I always shared the agenda well ahead of meetings, and I received positive feedback for it.” Less positive comments from voluntary leavers, which primarily reflected themes and comments reported earlier in the survey, were quite specific to individual situations: “This company seemed to have a very top -down management style in which high – level managers make strategic decisions, and the lower staff implements it, especially in Singapore.” “They expect us to understand the Singaporean SOP, but we were not trained. I doubt if a final copy of the SOP even exists.” “I think this company ex pects employees to work and doesn’t expect us to push back or provide feedback. I wanted my viewpoint considered by the executive team, and it left me frustrated.” “Issues took too long to get addressed—mentioned to management but not taken on board. No tr ansparency in the department. Difference between how people are treated in the department.” “Vagueness, and it seemed like it took forever for top leadership to give support to solve complaints. This made me feel unheard, and it seemed like they just wante d to avoid disagreements.” “I love our Singapore colleagues. However, both units could not figure out a common action tracker. We always insist on synchronous meetings. Why can’t we manage a tracker asynchronously?” “When I suggested ideas for improvement, it took the task force forever to get new ideas implemented, and it was difficult to speed up this process. I don’t see why we have to go through the Singapore team’s management when we can collaborate at a team level?” “Inconsistent ways of working. Comm unication needs improvement from top leadership.” “Some people feel they will never be promoted . . . need more comms between management and team members.” “I just got the feeling that only older people were going to have a chance at this company and lef t for more career and professional development opportunities.” “Things can definitely move faster when it comes to processes. However, the company has a very top -down management style. All the strategic decisions are made in Singapore while we just implement. ”
6-1 Milestone Two: Change Management Plan 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
Running head: Change Readiness Audit 0 Change Readiness and Needs Assessment Audit for US, LLC Name MBA 687 Professor University Date Change Readiness and Needs Assessment Audit for US, LLC Executive Summary This report aims to carry out an improvement readiness or needs audit for a Singaporean software solutions vendor’s American branch. The United States branch experienced several issues, such as exhaustion and disengagement among workers, contradictory leadership signals, poor communication, and no training. The report will address concerns over the labor force’s and leadership’s preparedness for transformation, staff members’ trust in change management techniques, ways to improve change trust or readiness at the United States branch, and cultural factors that might have made it challenging for staff members to adapt to the standard operating procedures (SOP) of the Singaporean the primary office. Visual analysis of areas in need of change Appraisal, job-role stagnation, and promotion or recognition Apathy or disinterest regarding the vision, mission, and values of the organization [V Lack of trust in managers, especially senior leaders Impressions about the organization’s attitude to inclusion and diversity Justification of data points The selection of data Is due to the issues recognized in the scenario. Employee Confidence in change management practices Employee Confidence in company leadership Some information about workers’ confidence in strategies for managing change may be found in the Leaders’ Self-Evaluations and the Employee Engagement Survey. According to the survey results, workers have little confidence in the leadership team, which may indicate less faith in change management methods. The Leaders’ Self-Evaluations may reveal further details on the management team’s self-assurance in their capacity to manage the transition successfully. The urgency for change at employee and leadership levels The case’s challenges highlight how urgent change is at the management and staff levels. As an outcome of these problems, low morale among staff members may make it more difficult for the United States branch to effectively execute the CEO’s plan to continue expanding the market there. Middle managers must foster an adoption mindset to close the communication gap between senior executives and frontline employees. They can assist in conveying the vision, offering training, and ensuring uniform policies and procedures. However, the middle managers’ readiness to own the suggested adjustment is not yet apparent. Team leads role in creating a change mindset The middle managers can create an adoption mindset by creating a positive team atmosphere and being open, honest, and transparent. Managers as a bridge Managers could serve as a bridge between the senior leaders and the frontline staff by effectively communicating information from the above. Readiness to take ownership These leaders are ready to take ownership of the proposed change because they have surveyed to understand their employees. Leadership Impact on change readiness Rigid leadership styles and unequal power distribution may affect employee readiness for change because they cannot voice or contribute. Opportunities to increase change readiness Effective communication of the suggested modifications, transparency regarding the intended results and consequences for work roles, and employee involvement in the change process are all necessary to combat various forms of resistance. A climate of transparency and inclusiveness must be established where workers can voice their feelings and worries without fear of rejection or retaliation and resolve peer-focused dissent (International Labour Organization, 2022). Differences in change acceptance Due to variations in values, attitudes, and personality, certain staff members might be more adaptable to transitions than others. Reasons for resistance to change The Forms of Resistance Grid can be used to explain the typical causes of resistance to change. According to the Exit Interviews, peer-focused dissent and ambivalence are two types of opposition that can exist at the American branch. Staff might exhibit conflicted emotions or attitudes toward the suggested adjustments. This is known as ambivalence (Lewis, 2019). This might result from unclear communication or comprehension of the change, a fear of the unforeseen, or an absence of clarity regarding how the change would influence their job functions. The opposition workers might display peer-focused dissent because they think their coworkers or peers do not favor shift (Lewis, 2019). As a result, there might be an impression of social influence or peer pressure that makes workers resent the idea of changing to fit in with their coworkers. Cultural barriers to change Considering cultural dimensions and the Cultural analysis model Hofstede’s model of cultural dimensions draws attention to cultural factors that might have made it challenging for the staff of the United States branch to adapt to the Singaporean headquarters’ SOPs. The approach emphasizes the value of considering cultural factors in the circumstances of the American branch and the Singaporean office. How cultural difference impact change initiatives Change management discontent or failure might originate from inconsistencies, in particular, Hofstede’s model dimensions. How cultural differences impact communication and business practice The two aspects of power distance and individualism impact the discrepancies in commercial practices and cross-cultural communication between Singaporean and American workers. Singaporean society is collectivistic, whereas American culture is quite individualistic. According to the power distance dimension, the Singaporean headquarters’ staff might be more hierarchical, resulting in a leadership style distinct from the American culture. Conclusion The difficulties that can develop when using change management techniques in a cross-cultural setting are highlighted by this scenario. It can be challenging to implement change when employees mistrust the leadership team’s capacity to manage it, together with opposition to change and power struggles. The US branch needs to improve employee involvement in the change process and communication to promote staff readiness for change and trustworthiness. When implementing change management practices, it’s also critical to consider cultural aspects like power distance and individualism. Leaders must foster an open, welcoming workplace where employees feel free to express their thoughts and concerns. References International Labour Organization. (2022). Greater progress on diversity and inclusion essential to rebuild productive and resilient workplaces. International Labour Organization. Lewis, L. (2019). Organizational Change; Creating Change Through Strategic Communication, 2nd Edition. Wiley Blackwell.