Case Analysis9-1 Project Submission: Change Management Communication Plan and Continuity Strategies

Scenario
You are an HR consultant, contracted by the VP of an LLC in Wilmington, Delaware, to solve their internal challenges. This U.S. office is a branch of a larger Singaporean software solutions organization that has a total of 140 employees and generates $1M in revenue per year. The CEO of this organization, headquartered in Singapore, wants to explore new markets in the United States, gain access to new customers, diversify risk, leverage resources, and increase profits.
Unfortunately, the newly formed U.S. branch has been facing several problems from the beginning.
Employees at the call center and the sales and marketing division are disengaged and emotionally fatigued due to contradictory communication between the branch’s leadership and the leadership at the Singaporean headquarters.
The branch team members feel frustrated and undervalued as a result of conflicting feedback from their VP and management team.
Messages from leadership lack consistency, especially regarding policies and practices related to human resources.
There is no training for team members.
Communication problems between the Singaporean headquarters and U.S. branch are resulting in low employee morale.
Overall, the standard operating procedures (SOP) followed successfully at the headquarters in Singapore could not be replicated at the U.S. branch. As a result, the CEO’s vision of successfully furthering expansion into the U.S. market remains unfulfilled.
Your goal as an HR consultant is to create a change management toolkit that includes the following:
A needs assessment or change readiness audit
An organizational change management plan
A change management communication plan
A letter recommending strategies to ensure that the changes and their benefits are retained
To create the toolkit, you will compile your work from Milestones One and Two. So far, you have completed your change readiness audit and created a change management plan. Now, you will record and share a presentation to demonstrate your change management communication plan. This plan should include your recommendations for workforce development techniques and how you plan to communicate these to employees and leadership of the U.S. branch, as well as leadership at the Singaporean headquarters.
It is not enough to implement change successfully; efforts should also be made to sustain the change. You must also write an executive letter to the VP of the U.S. branch, recommending strategies and best practices to ensure that the changes are implemented and maintained.
Directions
Change Management Toolkit
Part One: Change Readiness/Needs Assessment Audit Report
Submit your change readiness report from Milestone One that was created according to the following criteria. Be sure to revise your report based on feedback you received on your milestone. In this report prepared for the VP, you will discuss the change readiness of the workforce and leadership, willingness and capabilities for change, and any historical barriers to change from past planned or unplanned change management experiences.
Use the Employee Engagement Survey, Leaders’ Self-Evaluations, Exit Interviews, and Forms of Resistance Grid from the Supporting Materials section to assess the change-readiness of employees of the U.S. branch.
Specifically, you must address the following rubric criteria:
Based off the Employee Engagement Survey data, create visuals that illustrate areas in need of change, specifically in the U.S. branch. Your visuals must address the following:
Appraisal, job-role stagnation, and promotion or recognition
Apathy or disinterest regarding the vision, mission, and values of the organization (Singaporean headquarters and U.S. branch)
Lack of trust in managers, especially senior leaders
Impressions about the organization’s (Singaporean headquarters and U.S. branch) attitude to inclusion and diversity
Justify your selection of data points from the Employee Engagement Survey results
Discuss employees’ confidence in change management practices.
Consider the information available through the Employee Engagement Survey and Leaders’ Self-Evaluations.
Do employees have a high degree of confidence in the organization’s leadership? Explain your reasoning.
Explain the urgency for change at the employee and leadership level.
Analyze the middle managers’ (team leads’) role in creating an adoption mindset:
How could they serve as a bridge between the senior leaders and the frontline staff?
Are they ready to take ownership of the proposed change? Explain your reasoning.
How do leadership styles and power distribution impact change readiness?
Identify opportunities to increase change readiness/trust at the U.S. branch:
Why are some employees more accepting of change while others might be more resistant?
How does the Forms of Resistance Grid explain the common reasons for resistance to change?
Use the Exit Interviews and the Forms of Resistance Grid, to discuss any two forms of resistance from this list: ambivalence, peer-focused dissent, upward dissent, sabotage, and refusal/exit.
Use Hofstede’s cultural dimension model and the Exit Interviews, Employee Engagement Survey, and Leaders’ Self-Evaluations to explain cultural considerations that may have created difficulties for the employees of the U.S. branch to adjust to the Singaporean headquarters’ SOPs.
Summarize the importance of cultural considerations using Hofstede’s Cultural Dimensions Model in the context of the U.S. branch and the Singaporean headquarters.
Explain how Hofstede’s model helps analyze cultural differences based on specific evidence and not on pre-conceived notions about different cultures.
Discuss how differences in specific dimensions of Hofstede’s model may result in misunderstanding and change management frustration or failure.
Discuss individualism and one other dimension from the list below that might impact the cross-cultural communication and business practice differences among the U.S. and the Singaporean employees:
Uncertainty avoidance
Power distance
Long-term orientation
Part Two: Change Management Plan
Submit your change management plan from Milestone Two that was created according to the following criteria. Be sure to revise your plan based on feedback that you received on your milestone. In this report prepared for the VP, you will detail the strategy to convince the workforce to implement the changes.
Refer to the Case for Change Guide and other company data, such as the Leaders’ Self-Evaluations, the Vision, Mission, and Strategic Goals document, and the Employee Engagement Survey (all linked below in Supporting Materials). Ensure that the report details the pre-implementation and implementation phases of the change management plan.
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 document; U.S. Branch Overview; and Leaders’ Self-Evaluations.
Ensure there is alignment of the change management plan with 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 behavioral change of employees at the U.S. branch?
Recommend enhancement strategies for team collaboration.
Refer to the Exit Interviews and the Leaders’ Self-Evaluations to identify the problems of team collaboration.
What are the reasons for the 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 the ADKAR Change Management Model
How would you use the model you chose at the U.S. branch?
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 success on your plan?
Part three: Change Management Communication Plan and Continuity Strategies
Change Management Communication Plan Presentation.
Submit a creative and polished PowerPoint presentation with narration to share your change management communication plan. The communication plan should include your recommendations for workforce development techniques and how you plan to communicate these to the U.S. branch employees.
Specifically, you must address the following rubric criteria:
Define the audience by performing a target audience analysis. (slides 1–2)
Determine core and audience-specific communication objectives and messages, including appropriate tone. You may include the following information (slides 3–4):
Discuss goals of the communications campaign. You may consider the following points:
Why is this communication campaign needed?
What are the essential topics to communicate to company leadership?
What do front-line employees need to know as they experience and deal with the impact of change?
How will you convey need and urgency for change? Discuss What’s in It for Me (WIIFM).
Use a story or a graphic to connect with the change vision for success to the communication plan.
Define and communicate new performance expectations and what stakeholders need to do to prepare for change.
Recommend two workforce development techniques to support employees’ adaptation to change and build on existing skills and strengths. Consider the following (slides 5–6):
What do you want the employees of the U.S. branch to do differently?
How should the organization’s leadership support employees during the change, through training and development programs to address the gaps?
Determine and review the best delivery channels for each communication based on the target audience analysis. Select a minimum of three channels as part of a multi-prong communication strategy. You may include the following information (slides 7–8):
What would be the communication timeline for delivery of all messages? Create an outline.
How often will the branch’s change initiators communicate with this audience?
Outline communication responsibilities and assignments. Who is responsible for leading communications with this audience?
Include your plan for a feedback loop to monitor and manage the communication campaign. (slides 9–10)
Determine metrics or key performance indicators (KPIs) to track the success of the communication campaign.
Outline how the metrics will be implemented and tracked through a feedback loop.
Submit a recorded PowerPoint presentation with 10–12 slides. Sources should be cited according to APA style.
Note: Remember to use both on-screen text and narration or speaker notes in your PowerPoint slides to convey your information effectively. For example, you can use brief, bulleted lists on the slide and include detailed explanations in your narration or speaker notes. A resource explaining how to add narration to your presentation can be found under “Supporting Materials” below.
Part three B. Executive Letter: Write an executive letter to the VP of the U.S. branch recommending a strategy and best practices for sustaining the change efforts. Specifically, you must address the following criteria:
Recommend one strategy for evaluating the business impact of change.
How can they sustain change efforts through performance management?
Recommend two best practices for ensuring new skills are applied on the job.
Include at least one reinforcement technique leadership can use to sustain change.
Executive Letter
Submit 2- to 3-page Word document with 12-point Times New Roman font, double spacing, and one-inch margins. Sources should be cited according to APA style.
Please see attached submitted milestones and other supporting documents.
ATTACHED FILE(S)

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 taking 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
sometimes 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 expects 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 transparency 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 wanted 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. Communication 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 left 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. ”
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?

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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

[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?

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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.

[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.]

MBA 687: Employee Engagement Surveys

Response Rate
The survey response rate is the first indication of the level of employee engagement
in any organization. Of the 140 employees invited to take the survey, 40 responded,
which is a response rate of 28.5%. As a rule, rates higher than 50% are best, while
rates lower than 40% may indicate trust problems within the organization, lack of
faith in leadership, and employees’ reluctance to engage in improvement efforts
until leadership demonstrates a clear commitment to change.

Company Data
1. Years of service with this organization
Less than 1: 52.5% of respondents
1–2: 27.5% of respondents
3–5: 15% of respondents
6–10: 2.5% of respondents
11–15: 0
16+: 0
Prefer not to answer: 2.5% of respondents

2. My 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

3. I am currently in a supervisory role
Yes: 7.5% of respondents
No:90% of respondents
Prefer not to answer: 2.5% of respondents

4. I received a merit increase during the past two years
Yes: 7.5% of respondents
No:90% of respondents
Prefer not to answer: 5% of respondents

5. I received a promotion during the past two years
Yes: 7.5% of respondents
No:90% of respondents
Prefer not to answer: 2.5% of respondents

6. I plan to be working for this organization in one year
Yes: 60% of respondents
No:12.5% of respondents
Prefer not to answer: 27.5% of respondents

Employee Engagement Questions
Professional Development:
• In the last six months, my manager has talked to me about my progress, and
we developed goals to help me grow.
o 36% agreement
• I am satisfied with the on-the-job training I have received.
o 27% agreement
• There is adequate cross-training in my department.
o 36% agreement

Company Vision, Values, and Mission:
• I am familiar with the company’s vision and values.
o 26% agreement
• I have a clear understanding of the organization’s direction.
o 36% agreement
• The organization is changing for the better.
o 26% agreement

Teamwork or Workgroup:
• I receive the support I need from employees in my workgroup to do my job
effectively.
o 89% agreement
• My coworkers make me feel that I am part of the team.
o 78% agreement
• I trust my coworkers.
o 83% agreement
• My workgroup cooperates to get the job done.
o 73% agreement
Senior Leader/Middle Manager:
• Senior leaders focus on creating a positive team atmosphere.
o 36% agreement
• Senior leaders are open, honest, and transparent.
o 36% agreement
• Senior leaders encourage and empower me to take initiative and suggest
improvements.
o 26% agreement
• My middle manager is open, honest, and transparent.
o 70% agreement

Culture:
• This company is a team-oriented organization.
o 36% agreement
• This company challenges the status quo and seeks continuous improvement.
o 18% agreement
• Employees have a strong sense of personal responsibility for the
performance of their department and the performance of the company.
o 80% agreement
• Overall, people care about my well-being at work.
o 34% agreement

Work Environment:
• I see the connection between the work I do and the benefits received by
customers.
o 65% agreement
• I have enough authority to make the decisions I need to make.
o 36% agreement

Communications:
• I usually hear about important changes through management communication
rather than rumors.
o 36% agreement
• In my workgroup or team, my opinions count.
o 72% agreement
Diversity:
• The company tries to promote a work environment free from discrimination
and harassment.
o 41% agreement
• The environment at the company is supportive of the expression of different
opinions, styles, and perceptions.
o 18% agreement
• I am satisfied with the company’s efforts to support and encourage
differences.
o 34% agreement

Productivity:
• The technology, tools, and resources I have access to allow me to be as
productive as possible.
o 83% agreement
• Staffing levels have kept up with the increasing customer base, workload, and
infrastructure.
o 26% agreement
• Deadlines set by senior management are realistic.
o 18% agreement
• I am given the opportunity to do my best work.
o 26% agreement

Performance Management:
• I have a clear understanding of work expectations.
o 60% agreement
• My performance has a significant and direct impact on my pay.
o 26% agreement
Forms of Resistance Grid
Organizational culture and change management are interlinked. Overcoming
resistance to change is one of the most challenging parts of change management,
and people often fear change, so they resist it.

This quick reference guide details the forms of resistance described on page 208 of
the textbook Lewis, L. (2019). Organizational Change; Creating Change Through
Strategic Communication, 2nd Edition. Wiley Blackwell.

Ambivalence
People who vocalize a move toward change and also
vocalize a struggle against change. They may
experiencing both positive and negative feelings about
different aspects of the change at the same time.
Peer-focused Dissent
People who do not challenge the change formally
may go underground and fear the label of
“troublemaker.” It may be a more aggressive
form of resistance.
Upward Dissent
People who attempt to use influence on decision-
makers during the change management process. Some
may seek to influence a leader through a third party
hoping the leader hears the concerns, but not directly
from the source.
Sabotage
People who attempt to stop the change or destroy the
change momentum. This resistance may be direct
actions such as threats, work slowdowns, feigning
ignorance, or subtle neglect, such as absenteeism.
Refusal/Exit/Activism
People who cannot adopt or adapt to change.
They may leave the company or become
employee activists who attempt to apply
pressure on the organization to sway the
Alexander Apanyin
MBA 687: 3-1. Milestone One.
Change Readiness or Needs Assessment Audit.
SNHU
April 2022
Areas in need of change at the U.S. branch
Employee promotion
Improved communication
Increased employee autonomy
Engage employees in company goals
Education and training of employees
Diversity
Justification
The employee engagement survey indicates that only 26% of employees are given an opportunity to do their work freely. This implies that a large number of employees in organization lack the freedom to do their work effectively. There is also no diversity in the organization and employees are not given the chance to air their views, not engaged in company goals, mission, and values, and not allowed to provide their ideas in decision making. There is need for change in these areas to ensure employees feel as part of the organization and motivated. On the part of communication, there is no clear communication between employees and the management. This lack of communication is what is affecting the change process. Kotter (1995) asserts that change effectiveness cannot be achieved where there is no communication. Lastly, the organization needs to change in employee promotion. Only 2% of employees have been promoted in the past 2 years. This indicates that no employee promotions take place in the organization, and this kills employee morale.
Employees’ Confidence in Change Management Practices
From the survey, employees in the organization trust each other and work in teams but they do not trust their leadership, nor do they coordinate or partner with the management. Only 36% of the employees feel that senior leaders focus on creating a positive team atmosphere, they are open, trustworthy, and transparent. This indicates that many of the employees do not have the confidence that their leaders can lead change because they do not even encourage and empower employees to take initiatives and suggest improvements. There is need to improve the relationship between the management and employees for the change to be successful.
The employee engagement survey indicates that 70% of middle managers are open, transparent, and honest. According to Riwo et al., (2012), middle managers are the right people to bridge the gap that exists between the employees and the management. Since employees trust them, they can take the role of being agents for the change and employees will give their buy-in and participate in the implementation.
The employees are not ready for the prosed change, and this can be seen through low levels of communication, diversity, culture, and engagement in company vision, mission, and values. Only 36% feel that the management communicates. This indicates that 64% of employees only hear rumors. The employees cite that the company does not promote continuous improvement. A very little percentage of the employees understand the vision, direction, and values of the company. This are all indicators of resistance to change.
Leadership styles and power distribution have a serious impact on change. For instance, in this case the power is with the management and employees do not have the freedom to air their views and give their ideas. The management dictates what to be done. Therefore, employees are not ready for change. However, in environments where employees are engaged in all decisions and participate equally in the achievement of organizational goals, they are always motivated to take on any change that comes along.
Opportunities to Increase Change Readiness/Trust at the U.S. Branch
One main opportunity to increase change readiness at the U.S branch is the high level of teamwork among employees and their trust on middle managers. It will be easy for the middle managers to convince them to support the change and engage them in team work to implement the change effectively.
There is a positive link between organizational culture ad change management. Mostly, those employees whose values align with the values of the company will readily accept change while those whose values do not align with the culture of the company tend to resist change. According to the Resistance Grid, most people fear change and they tend to resist it through strategies such as sabotage, influencing decision makers, ambivalence, and troublemaking.
The two commonly used forms of resistance from the grid are sabotage and peer-focused dissent. Those who sabotage stop the change by slowing down its momentum and other strategies such as absenteeism at work. Those who use peer-focused dissent go underground and mobilize their fellow employees to resist the change.
Hofstede’s Cultural Dimension Model
The model emphasizes the differences in cultures between countries and how businesses are done across different cultures. In the context of the U.S. branch and the Singaporean headquarters, it is important to consider the cultural differences between the two countries because how employees in Singapore work is not the same way employees in the U.S work. For instance, collectivism is evidenced because there are cultures that value the success of their groups while others work on their personal success. Therefore, the model uses evidence to indicate how cultural differences can affect change. In this case, Singapore may value individualism while the U.S values collectivism. Therefore, it is difficult to implement the change in the U.S.
Individualism and Power Distance
Managers in this case are personal and they don’s share their goals and vision with employees. “Individualism indicates that there is a greater importance placed on attaining personal goals” (Corporate Finance Institute, 2021). That is why employees are not motivated to participate in the change. There is also a high-power distance index since the culture of the company encourages inequity and power differences. Clearly, there is bureaucracy and authority is valued. Employees do not have a say and managers have the final say. This explains the poor communication between the U.S and Singaporean employees and business practices that do not encourage collaboration.
References
Corporate Finance Institute (2021). Hofstede’s Cultural Dimensions Theory: A framework used to distinguish between different national cultures and cultural dimensions, and their impact on a business setting
Kotter, J. P. (1995). Leading change: Why transformation efforts fail.
Riwo-Abudho, M., Njanja, L., & Ochieng, I. (2012). The role of strategic leadership during change. KCA Journal of Business Management, 4(1), 48-61.

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.

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:
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 policies 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/team 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
satisfaction 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 script 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 performance. 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 customer 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 technological 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 sensitive 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 employees 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 accountability 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 requests 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 the 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 understand 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 ✔

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

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