course material

1. Scenario You are an HR consultant, contracted by the VP
ScenarioYou 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 auditAn organizational change management planA change management
communication planA letter recommending strategies to ensure that the changes and their
benefits are retainedTo 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.DirectionsChange Management ToolkitPart One: Change
Readiness/Needs Assessment Audit ReportSubmit 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

2. 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 recognitionApathy or disinterest regarding the vision, mission, and values
of the organization (Singaporean headquarters and U.S. branch)Lack of trust in managers,
especially senior leadersImpressions about the organization’s (Singaporean headquarters
and U.S. branch) attitude to inclusion and diversityJustify your selection of data points from
the Employee Engagement Survey resultsDiscuss 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 avoidancePower distanceLong-term orientationPart Two: Change
Management PlanSubmit 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

3. 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 ModelHow 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 StrategiesChange Management Communication Plan PresentationSubmit 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

4. 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.Executive LetterWrite 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.What to SubmitTo complete this project, you
must submit the following:Part One: Change Readiness/Needs Assessment Audit
ReportSubmit 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. Consult the
Shapiro Library APA Style Guide for more information on citations.Part Two: Change
Management PlanSubmit a 7- to 9-page Word document with 12-point Times New Roman
font, double spacing, and one-inch margins. Sources should be cited according to APA style.
Consult the Shapiro Library APA Style Guide for more information on citations.Part Three:
Change Management Communication Plan and Change Continuity RecommendationsChange
Management Communication Plan (Presentation)Submit a recorded PowerPoint
presentation with 10–12 slides. Sources should be cited according to APA style. Consult the
Shapiro Library APA Style Guide for more information on citations.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.Executive LetterSubmit 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. Consult the Shapiro Library APA Style Guide for more information on
citations.Supporting MaterialsThe following resources support your work on the milestone

5. submissions and the project:Case for Change Guide: This document will provide you with
instructions on what to include in the change readiness report.Employee Engagement
Surveys: This document presents the results of the most recent employee engagement
survey.Exit Interviews: This document presents the views of employees who voluntarily left
the company.Forms of Resistance Grid: The infographic presents the forms of resistance
that learners can use as a reference to identify forms of resistance in the change readiness
report.Leaders’ Self-Evaluations: This document includes self-evaluations drafted by
managers, which is part of the performance management process.U.S. Branch Overview:
This document provides data regarding the U.S. branch’s financial position and
structure.Vision, Mission, and Strategic Goals: This will include the CEO’s compelling vision
as translated by the VP.