You are an HR consultant, hired to resolve issues stemming from communication and coordination challenges between employees
Overview
You are an HR consultant, hired to resolve issues stemming from communication and coordination challenges between employees of the U.S. branch and the Singaporean headquarters of a software solutions provider. You decide to recommend organization-wide changes to resolve the issues related to communication and coordination. You evaluate the organizational change readiness and send a report on change management models, justifying your selection of a particular model.
Your efforts are appreciated and well received by the VP and the leadership team of the software solutions organization. However, they now want to understand how the training development needs of the workforce can be strategically aligned with the organization’s business needs.
You decide to prepare a presentation, detailing the training requirements for the employees and leadership of the U.S. branch, as well as leadership at the Singaporean headquarters. The strategy will target the identification of training that will improve communication and understanding between employees at the U.S. branch and leadership at both locations. Such a training strategy will facilitate interaction between both locations and align with the business strategy of expanding to the U.S. market.
Prompt
Create a PowerPoint presentation with narration to explain the methods of strategically aligning skill development with business strategy in the course scenario.
Note: Remember to use both on-screen text and narration or speaker notes in your PowerPoint slides to convey your information effectively. If due to technical challenges, narration is not possible, precise and extensive speaker notes should be used, while addressing all the rubric elements in the presentation. For example, you can use brief, bulleted lists on the slide and include detailed explanations in your narration or speaker notes.
Specifically, you must address the following criteria in your presentation:
- Describe the skills required for managers to enable change in the organization (Singaporean headquarters and U.S. branch). (2–3 slides)
- Use the company data provided in the form of Leaders’ Self Evaluations to complete this step.
- Why could there be resistance to change implementation within the organization?
- Which skills do managers need to help address such resistance?
- Explain the methods of aligning training strategy with business strategy. (2–3 slides)
- How can training support the strategic goals of the organization (Singaporean headquarters and the U.S. branch)?
- What customization is required to align the training at the U.S. branch to the business strategy defined at the Singapore headquarters?
- How can training enable the U.S. branch employees to adapt to the work culture of the Singaporean head office?
- What are the learning objectives that will enable the American employees to meet the business goals defined for the U.S. branch?
- Describe two strategic workforce development goals for the U.S. branch. (2–3 slides)
- Use the Employee Engagement Surveys to identify the strategic workforce development goals.
- Which data points identify the development goals of the U.S. branch employees?
- How can training help meet the development goals of the U.S. branch employees?
Guidelines for Submission
Submit a PowerPoint presentation with 6–7 slides. If references are included, they should be cited in APA format. Consult the Shapiro Library APA Style Guide for more information on citations.
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
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