Change Readiness/Needs Assessment Audit

Change Readiness/Needs Assessment Audit

Change Readiness/Needs Assessment Audit

Student’s Name
Professor’s Name
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Course Code and Name
Date

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Change Readiness/Needs Assessment Audit

As a Human Resource Consultant for the U.S branch of Singaporean software solutions
provider, there are a number of issues reported from that needs improvement. For one, 36% of
employees were in agreement that appraisal and progress in role has occurred over last six
months. Only7.5 % of respondents confirmed having received promotion over past two years.
Conversely, an estimated 90% reported that they have not received any form of promotion. As a
result, there is need to improve the pace of employee appraisal or recognition. Also, the rate of
role stagnation for employees should be improved since over 90% of respondents confirmed that
they are not in supervisory role.
Additionally, the attitude or perception should be corrected concerning employees’
perspective on vision, values and mission of the Singaporean software solution company since
only 26% were in agreement with company’s vision and values. Consequently, 74% of
respondents who were disinterested in company’s values and vision should be challenged. Only
36% of employees believe that senior leaders are open, honest and transparent meaning that
senior leaders should reinforce trust with the low cadre employees. Again, the impression of
organization’s attitude to inclusion and diversity should be improved as only 41% agreed that the
company fosters a work environment devoid of discrimination and harassment, Further, only
18% believe that the company is supportive of employees’ expression of different styles, and
perceptions. In addition, the survey reveals that only 34% are satisfied that the company seeks to
change the impression by developing new efforts to support and foster difference in ideas.
Employee confidence in change management practices

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Data from the Employee Engagement Surveys and Leader’s Self-Evaluation, present
different perceptions of employees concerning leadership and a sense of confidence in the nature
of organization leadership. There is low support or confidence in company’s leadership. Only
36% are in agreement that the company have honest, open and transparent senior leaders. Also, a
vast majority does not believe senior managers are honest. Distrust is entrenched within
relationships pointing to lack of confidence in company’s leadership. Furthermore, only 26% of
respondents agreed that senior leaders strive to empower and encourage employees to take
initiative, and possible improvement suggestions. More significantly, only 18% of employees
agree that the company challenge status quo and continuous improvement.
According to data from the Leadership Self-Evaluation feedback, employees also have
low confidence in company’s leadership. According to Vice president remarks, he acknowledges
that as a senior leader, he should give team members a chance to contribute or develop their
ideas. Therefore, in light of shortcomings of employee- employer engagement, it is critical and
urgent to change the perception of employees to have confidence in company’ s leadership. The
VP as a senior leader, also argues that he should try harder to promote organization culture
premised on value system, collaboration and give room for others to take initiative.
On the other hand, at employee level, the company should have an employee-centric
culture where decisions made for implementation are done in a consultative manner. Also,
training should be carried out to enlighten employees on SOP functions in the U.S branch. Thus,
Top leadership should listen and allow lower cadre staff to avail feedback. Similarly, equal
treatment should be the yardstick of undertaking the Software’s company’s operations for all
departments.

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Conversely, middle level manager’s role should serve as linkages in ensuring that lower
level employees are trained adequately. Again, when they understand the organization’s
direction to achieve strategic objectives set by top leadership better processes of work shall be
established. Middle level managers therefore act as bridge between frontline staff and senior
leadership when they empower them to take initiative and suggest possible improvement in a
team oriented setup. Nonetheless from the data, it reveals that 70% of respondents are ready take
ownership of proposed change given the manner in which they cultivate an open, honest and
transparent