You have been contracted as an HR consult
Scenario
You have been contracted as an HR consultant by a U.S. LLC in Wilmington, Delaware, to solve their internal issues. This U.S. LLC is a branch of a Singaporean software solutions provider with 140 employees and $1M revenue per year. The CEO of the Singaporean headquarters wants to open new markets in the United States, gain access to new customers, diversify risk, leverage resources, and increase profits. To meet these goals, she tasked a VP to establish and take charge of the U.S. branch.
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 as a result of 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 the U.S. branch are resulting in low employee morale.
Overall, the standard operating procedures (SOP) followed successfully at the headquarter office 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.
Prompt
Perform the change readiness/needs assessment audit for the U.S. branch and submit a report of your findings to the VP in the course scenario. As the HR consultant, this would help you identify the readiness of the U.S. branch employees to adopt change plans. 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.
Specifically, you must address the following rubric criteria:
- Based on the Employee Engagement Surveys data, create visuals that illustrate areas in need of change at the U.S. branch. Your visuals should address the following:
- Appraisal, job-role stagnation, and promotion or recognition
- Apathy or disinterest regarding the vision, mission, and values of the organization
- Lack of trust in managers, especially senior leaders
- Impressions about the organization’s attitude to inclusion and diversity
- A justification of 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 Surveys and Leaders’ Self-Evaluations.
- Do employees have a high degree of confidence in the company’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 would 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 reluctant?
- How does the Forms of Resistance Grid explain the common reasons for resistance to change?
- Refer to the Exit Interviews and explore the Forms of Resistance Grid to discuss any two forms of resistance from this list: ambivalence, peer-focused dissent, upward dissent, sabotage, refusal/exit.
- Use Hofstede's cultural dimension model and the Exit Interviews, Employee Engagement Surveys, 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 culture 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 American and the Singaporean employees:
- Uncertainty avoidance
- Power distance
- Long-term orientation
- Summarize the importance of culture considerations using Hofstede’s cultural dimensions model in the context of the U.S. branch and the Singaporean headquarters.
Guidelines for Submission
Submit a 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.
OL 620 Milestone One Rubric Activity: 3-2 Final Project Milestone One: Benefits and Compensation Analysis (Section I, Parts A–C)
Course: OL-620-X3159 Total Rewards 22TW3
Name: Amber Keegan
Criteria Proficient Needs Improvement Not Evident Criterion Score
Benefits and Compensation Analysis: Issues or
Concerns
24 / 30 30 points
Analyzes the issues or
concerns of employees,
reviewed through the
qualitative data, for their
validity and importance for
organizational review,
considering the needs of
different employee
demographics within the
organization
0 points
Does not analyze the issues
or concerns of employees,
reviewed through the
qualitative data, for their
validity and importance for
organizational review
Criterion Feedback
You did not identify and analyze the issues or concerns that were expressed by the employees using the data provided on pages 3 and 4. For the most part the
content you placed under this head was so general that it would be best suited as the introduction as you merely restated the overarching reasons for
conducting the analysis.
WHAT issues and concerns did the employees express during the focus group? What percentage of employees indicated that said issue was important to them?
This information was provided in aggregated form on page 3 and quotes (qualitative data) were provided on page 4.
You asserted that "as Emerging Pharmaceuticals (E.P) expands, the corporate vice president has become cognizant that changes were needed via an Employee
Value Proposition study. Such matters regarding selections, health costs, working hours, advancement prospects, career paths, and pension plans were clear in
24 points
Analyzes the issues or
concerns of employees,
reviewed through the
qualitative data, for their
validity and importance for
organizational review,
considering the needs of
different employee
demographics within the
organization, but analysis is
cursory
Criteria Proficient Needs Improvement Not Evident Criterion Score
Benefits and Compensation Analysis: Targeted and
Addressed
24 / 30
more than thirty-seven percent of the personnel between thirty-one and fifty years of age who had kids…" (pp. 2-3). Just to clarify, the focus group would have
been a representation of the entire workforce, not just this 37%. The focus group would have been a representation of the entire workforce All of your
attributions of the results of the focus group to this demographic are incorrect.
According to SNHU (2018), "in response to the increasing exodus of employees to Medtronic, the vice president of human resources hired an external
consultant to conduct employee focus groups. She is concerned with the results, especially in employees aged 31-50 with at least 2 children, which make up
37% of the workforce" (p. 3).
Essentially, the vice president was concerned because she felt that the issues and concerns, such as selections and costs of the health plans, disenchantment
with the 401(k) plan, and work hours, that were brought to fore during the focus group learned of employee concerns about would be likely be exacerbated
within the demographic comprised of the "employees aged 31-50 with at least 2 children, which make up 37% of the workforce" (SNHU, 2018, p. 3). With that
being said, she did not state that the results were based on this group.
****The observations here are not all-inclusive but should serve as a guide as to the types of considerations that you would need to take to meet the
requirements of this assignment. Please refer to the assignment guidelines and rubric as to the requirements for the individual milestone assignments as well as
the final paper.
30 points
Determines key issues or
concerns of employees that
should be targeted and
addressed, based on the
provided qualitative data,
justifying response
0 points
Does not determine key
issues or concerns of
employees that should be
targeted and addressed
24 points
Determines key issues or
concerns of employees that
should be targeted and
addressed, based on the
provided qualitative data,
justifying response, but
determination is cursory,
illogical, or there are gaps
in the justification
Criteria Proficient Needs Improvement Not Evident Criterion Score
Benefits and Compensation Analysis: External
Benchmarking Data
30 / 30
Criterion Feedback
You DID NOT make determinations regarding the key issues/concerns and related reward components that you intended to target and address, using the
provided the quantitative data on EP's current benefits and compensation system and the external benchmarking data provided on Medtronic.
****The observations here are not all-inclusive but should serve as a guide as to the types of considerations that you would need to take in order to meet the
requirements of this assignment. Please refer to the assignment guidelines and rubric as to the requirements for the individual milestone assignments as well as
the final paper.
24 points
Compares and contrasts
provided quantitative data
regarding the current
benefits and compensation
system with external
benchmarking data using
the provided tables,
justifying response, but
analysis is cursory, illogical,
contains inaccuracies, or
there are gaps in the
justification
0 points
Does not compare and
contrast provided
quantitative data regarding
the current benefits and
compensation system with
external benchmarking data
30 points
Compares and contrasts
provided quantitative data
regarding the current
benefits and compensation
system with external
benchmarking using the
provided tables and
justifying response
Criteria Proficient Needs Improvement Not Evident Criterion Score
Criterion Feedback
You compared and contrasted the quantitative data provided regarding EP's current benefits and compensation system with external benchmarking data
provided on Medtronic. You justified your interpretation, but your analysis was cursory in some respects.
You stated that "at first look, Medtronic Inc.'s powerful worker's health benefit schemes are outstanding against Emerging Pharmaceuticals via the analysis of a
range of benefit options outlined below" (p. 4_
The table is a great summarization of the benefits and should be used to supplement your discussion of these individual reward components. The table in no
way should replace the comparative analysis narrative for these reward components.
What you have so far is good, you just need to discuss the content in the table in narrative form. Also, you should only benchmark the reward components that
you determined should be addressed. In part B, you did not clearly articulate which issues would be addressed. If you play to address the issues associated with
each reward component that is listed in the table, then you must explicit state that in part B, then justify that determination using evidence from the case
document.
****The observations here are not all-inclusive but should serve as a guide as to the types of considerations that you would need to take in order to meet the
requirements of this assignment. Please refer to the assignment guidelines and rubric as to the requirements for the individual milestone assignments as well as
the final paper.
Total 88 / 100
Overall Score
Criteria Proficient Needs Improvement Not Evident Criterion Score
Articulation of Response 10 / 10 8 points
Submission has major
errors related to citations,
grammar, spelling, syntax,
or organization that
negatively impact
readability and articulation
of main ideas
0 points
Submission has critical
errors related to citations,
grammar, spelling, syntax,
or organization that prevent
understanding of ideas
Criterion Feedback
• Per my "tips" announcement, SNHU should be credited as the author of the EP and Medtronic Comparison document. Medtronic is the author of the
Medtronic Benefits Information document. These authors should be cited as the authors of their respective documents in both the in-text citations and the
reference listings.
***Due to the differences in the rubrics for the milestone assignments and final paper, you may lose more points for Article of Response on that final paper
assignment, even though you may not have lost points here, if these errors are not addressed.
Points earned out of 100 The overall submission earned 71 points or more.
Final calculation of grades can be found in the
gradebook.
Points earned out of 100 The overall submission earned 1 points or more.
Final calculation of grades can be found in the
gradebook.
Points earned out of 100 The overall submission earned 0 points or more.
Final calculation of grades can be found in the
gradebook.
10 points
Submission has no major
errors related to citations,
grammar, spelling, syntax,
or organization
,
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. ”
,
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
,
OL 620 Milestone One Rubric Activity: 3-2 Final Project Milestone One: Benefits and Compensation Analysis (Section I, Parts A–C)
Course: OL-620-X3159 Total Rewards 22TW3
Name: Amber Keegan
Criteria Proficient Needs Improvement Not Evident Criterion Score
Benefits and Compensation Analysis: Issues or
Concerns
24 / 30 30 points
Analyzes the issues or
concerns of employees,
reviewed through the
qualitative data, for their
validity and importance for
organizational review,
considering the needs of
different employee
demographics within the
organization
0 points
Does not analyze the issues
or concerns of employees,
reviewed through the
qualitative data, for their
validity and importance for
organizational review
Criterion Feedback
You did not identify and analyze the issues or concerns that were expressed by the employees using the data provided on pages 3 and 4. For the most part the
content you placed under this head was so general that it would be best suited as the introduction as you merely restated the overarching reasons for
conducting the analysis.
WHAT issues and concerns did the employees express during the focus group? What percentage of employees indicated that said issue was important to them?
This information was provided in aggregated form on page 3 and quotes (qualitative data) were provided on page 4.
You asserted that "as Emerging Pharmaceuticals (E.P) expands, the corporate vice president has become cognizant that changes were needed via an Employee
Value Proposition study. Such matters regarding selections, health costs, working hours, advancement prospects, career paths, and pension plans were clear in
24 points
Analyzes the issues or
concerns of employees,
reviewed through the
qualitative data, for their
validity and importance for
organizational review,
considering the needs of
different employee
demographics within the
organization, but analysis is
cursory
Criteria Proficient Needs Improvement Not Evident Criterion Score
Benefits and Compensation Analysis: Targeted and
Addressed
24 / 30
more than thirty-seven percent of the personnel between thirty-one and fifty years of age who had kids…" (pp. 2-3). Just to clarify, the focus group would have
been a representation of the entire workforce, not just this 37%. The focus group would have been a representation of the entire workforce All of your
attributions of the results of the focus group to this demographic are incorrect.
According to SNHU (2018), "in response to the increasing exodus of employees to Medtronic, the vice president of human resources hired an external
consultant to conduct employee focus groups. She is concerned with the results, especially in employees aged 31-50 with at least 2 children, which make up
37% of the workforce" (p. 3).
Essentially, the vice president was concerned because she felt that the issues and concerns, such as selections and costs of the health plans, disenchantment
with the 401(k) plan, and work hours, that were brought to fore during the focus group learned of employee concerns about would be likely be exacerbated
within the demographic comprised of the "employees aged 31-50 with at least 2 children, which make up 37% of the workforce" (SNHU, 2018, p. 3). With that
being said, she did not state that the results were based on this group.
****The observations here are not all-inclusive but should serve as a guide as to the types of considerations that you would need to take to meet the
requirements of this assignment. Please refer to the assignment guidelines and rubric as to the requirements for the individual milestone assignments as well as
the final paper.
30 points
Determines key issues or
concerns of employees that
should be targeted and
addressed, based on the
provided qualitative data,
justifying response
0 points
Does not determine key
issues or concerns of
employees that should be
targeted and addressed
24 points
Determines key issues or
concerns of employees that
should be targeted and
addressed, based on the
provided qualitative data,
justifying response, but
determination is cursory,
illogical, or there are gaps
in the justification
Criteria Proficient Needs Improvement Not Evident Criterion Score
Benefits and Compensation Analysis: External
Benchmarking Data
30 / 30
Criterion Feedback
You DID NOT make determinations regarding the key issues/concerns and related reward components that you intended to target and address, using the
provided the quantitative data on EP's current benefits and compensation system and the external benchmarking data provided on Medtronic.
****The observations here are not all-inclusive but should serve as a guide as to the types of considerations that you would need to take in order to meet the
requirements of this assignment. Please refer to the assignment guidelines and rubric as to the requirements for the individual milestone assignments as well as
the final paper.
24 points
Compares and contrasts
provided quantitative data
regarding the current
benefits and compensation
system with external
benchmarking data using
the provided tables,
justifying response, but
analysis is cursory, illogical,
contains inaccuracies, or
there are gaps in the
justification
0 points
Does not compare and
contrast provided
quantitative data regarding
the current benefits and
compensation system with
external benchmarking data
30 points
Compares and contrasts
provided quantitative data
regarding the current
benefits and compensation
system with external
benchmarking using the
provided tables and
justifying response
Criteria Proficient Needs Improvement Not Evident Criterion Score
Criterion Feedback
You compared and contrasted the quantitative data provided regarding EP's current benefits and compensation system with external benchmarking data
provided on Medtronic. You justified your interpretation, but your analysis was cursory in some respects.
You stated that "at first look, Medtronic Inc.'s powerful worker's health benefit schemes are outstanding against Emerging Pharmaceuticals via the analysis of a
range of benefit options outlined below" (p. 4_
The table is a great summarization of the benefits and should be used to supplement your discussion of these individual reward components. The table in no
way should replace the comparative analysis narrative for these reward components.
What you have so far is good, you just need to discuss the content in the table in narrative form. Also, you should only benchmark the reward components that
you determined should be addressed. In part B, you did not clearly articulate which issues would be addressed. If you play to address the issues associated with
each reward component that is listed in the table, then you must explicit state that in part B, then justify that determination using evidence from the case
document.
****The observations here are not all-inclusive but should serve as a guide as to the types of considerations that you would need to take in order to meet the
requirements of this assignment. Please refer to the assignment guidelines and rubric as to the requirements for the individual milestone assignments as well as
the final paper.
Total 88 / 100
Overall Score
Criteria Proficient Needs Improvement Not Evident Criterion Score
Articulation of Response 10 / 10 8 points
Submission has major
errors related to citations,
grammar, spelling, syntax,
or organization that
negatively impact
readability and articulation
of main ideas
0 points
Submission has critical
errors related to citations,
grammar, spelling, syntax,
or organization that prevent
understanding of ideas
Criterion Feedback
• Per my "tips" announcement, SNHU should be credited as the author of the EP and Medtronic Comparison document. Medtronic is the author of the
Medtronic Benefits Information document. These authors should be cited as the authors of their respective documents in both the in-text citations and the
reference listings.
***Due to the differences in the rubrics for the milestone assignments and final paper, you may lose more points for Article of Response on that final paper
assignment, even though you may not have lost points here, if these errors are not addressed.
Points earned out of 100 The overall submission earned 71 points or more.
Final calculation of grades can be found in the
gradebook.
Points earned out of 100 The overall submission earned 1 points or more.
Final calculation of grades can be found in the
gradebook.
Points earned out of 100 The overall submission earned 0 points or more.
Final calculation of grades can be found in the
gradebook.
10 points
Submission has no major
errors related to citations,
grammar, spelling, syntax,
or organization
,
MBA 687: Employee Enga
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