Proposal Presentation

Name: Tolulope Lawal

Course Title: HRM 562

Professor’s Name: Dr. Allan Beck.

Date: May 31, 2021

Project Information

Insight Power company intends to change over from individual learning to organizational learning. The company stakeholders have realized that ineffective decision-making outcomes emanate from the workers' insufficient knowledge and skills sharing system. This changeover is needed by Insight Power organization to eliminate all learning barriers and recommend precise frameworks of development (Boone, 2014). The present culture has limitations; for instance, the management lack appropriate link with its employees. The productivity of the company has also reduced due to a lack of employee training.

Project Title: Changeover from Individual Learning to Organizational Learning

Project Summary: Insight Power organizational learning objective can be attained by selecting the most appropriate training mechanism of changeover in learning. The project will focus on the identification of two talent management insights to prepare the company for sharing and keeping learning environment, identification of one training method for the company to introduce organizational learning, identification of risks and risks mitigation mechanisms, and generation of a high-quality AAR to monitor the efficiency and effectiveness of the changeover.

Prepared by: Tolulope Lawal

Attached documentation: Appendix 1.0 shows Insight Power organizational structure

Project Contacts:

Name	Title	Role	Phone number	Email address
	Human resource manager	Gives direction on procedures and regulations of the company
	Project change manager	The leader of the changeover process
	Change agent	Converse change with the workers
	Financial advisor	Offers insight on the financial needs of the process
	Trainer	Make sure that the workers understands the process properly

Project Summary

This project will try to enable skills and knowledge sharing among employees. Insight Power organization will encourage and motivate employees to interact and learn from each other. An online and internal OLM learning mechanisms will be adopted to replace the initial OLM. These mechanisms have an elaborate program for recruits (Mehmood, & Qadeer, 2012). Insight Power company should create a positive culture that commences a learning program for the workers to learn how to enhance operational developments. The managers will be held responsible for their conveyance of information, and all workers will be held responsible for their comprehension of information being delivered.

To start the changeover, four offices will be pinpointed to pilot the changes. Coaching and open forums will be used during the pilot to support the changes being promoted. Besides, a mentorship program will be developed to aid in assimilating recruits with more seasoned workers and start bridging the gap between individual workers. Insight Power organization must achieve organizational learning to enhance productivity and effectiveness throughout the facility. The workers will be given an online platform to share skills and knowledge, hence, eradicating the problems related to individual learning. The online and OLM training mechanism will ensure that there is a probability of implementing views from employees to enhance the operational developments of the company, such as poor decision making. The OLM training program will also ensure that there is knowledge sharing between workers and the management; it also promotes collaboration and strengthens trusts in the organization's culture. The collaboration will result in high productivity and performance levels of the Insight Power organization.

Project Background

The insight Power company is an electronic manufacturing company, and the U.S. is its operating market. Besides its success linked to possession of a significant workforce from different cultural and social backgrounds, the company also has limitations. Insight Power organization encounters minimal efficiency because of lack of a knowledge-sharing system between employees. Furthermore, the organization's top management doesn't have a good connection with the workers. This issue has made the management the sole decision making organ in the company. This has made employees fear to reverse negative change caused by the decisions made by the management.

In addition, there is persistent resistance to change among the workers due to the reservations they have about change. The company also has no training initiatives for the recruits and hires. This problem has led to a massive reduction in the company's productivity. The employees also lack morale due to repeated techniques of performing duties. This project was established to solve problems by changing organizational learning, developing training programs, and changing the organizational culture.

Project Goals and Methodology

This main project goal is to successfully changeover individual learning to organizational learning. For a successful changeover, the company should adopt an Online and internal OLM framework. This framework will also encourage and motivate employees to interact and learn from each other (Li, & Kozhikode, 2011). Online and internal OLM learning framework will assist the employees in staying shoulder to shoulder with new information and remain compliant with any current laws. The workers will be able to work collaboratively to evaluate new working methods to ensure that they remain effective in their duties. However, online and internal OLM makes the management feel that they have lost their authority.

The insight Power company can prevent resistance to change and make sure that the company is ready to share knowledge and keep a learning environment. They should outline the benefits of change to their employees. The management must illustrate the opportunities for improvement within the company and explain how understanding the new culture may result in upward mobility. Learning now becomes an individual objective for the worker, improving their buy-in into the new culture. The management should also firmly move forward with the changes to show the employees that changes must be adhered to. By using four offices to pilot with, the new company standard can be established and be an example of the achievements that will gleam from the new learning culture.

Project Risk Management

Every organization makes changes because of the challenges they face and to increase their productivity. Executing changes in an organization is inescapable, just like resistance to change. Insight Power company should understand that it is important for them to comprehend the risk of resistance when adopting any change in their organization. We have been told that the company employees have reservations about change, which has led to persistent resistance to change among workers. This is common in several organizations.

The insight Power company can prevent resistance to change and ensure that the company is ready to share knowledge and keep a learning environment. They should outline the benefits of change to their employees. The company should also develop an opportunity to make workers feel like they own the organization and work hard to increase productivity and development; it is essential in ensuring that workers embrace change (Hussain, 2018). The After-Action Review plan is to monitor the efficiency and effectiveness of the changeover by working closely with the company members to oversee the progress of change.

Conclusion

In conclusion, each objective listed is feasible and important in promoting an organizational learning environment. The culture of open communication between the workers and the management to make proper decisions. Besides, an effective learning program among the managers and the workers should be used. The most effective training mechanism that was selected for this project is online and internal OLM. This will enable employees to learn from each other and increase the productivity of the company. It is my hope that changes will be accepted and welcomed in the company with open arms.

References

Boone, S. (2014). Using Organizational Learning to Increase Operational and Conceptual Mental Models Within Professional Learning Communities. Journal of Psychological Issues in Organizational Culture, 5(3), 85-99. DOI: 10.1002/jpoc.21152

Hussain, S. (2018). Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127.

Li, J., & Kozhikode, R. (2011). Organizational learning of emerging economy firms. Organizational Dynamics, 40(3), 214-221. DOI: 10.1016/j.orgdyn.2011.04.009

Mehmood, S., & Qadeer, D. (2012). Organization Learning as a Mediating Mechanism between TQM and Organizational Performance: A Review and Directions. SSRN Electronic Journal. DOI: 10.2139/ssrn.2283319

Mendonça, P. (2020). Trade union responses to precarious employment: the role of power resources in defending precarious flight attendants at Ryanair. Transfer: European Review of Labour and Research, 26(4), p.431-445.

Pan, G., & Seow, P. (2016). Preparing accounting graduates for digital revolution: A critical review of information technology competencies and skills development. Journal of Education for business, 91(3), 166-175.

Appendix

Diagram 1.0