| Criteria | Exemplary (100%) | Proficient (85%) | Needs Improvement (55%) | Not Evident (0%) | Value |
| Create Visuals | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Creates visuals that indicate areas that need to change and that justify the selection of data points from the employee engagement survey | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include creating visuals that indicate at least two areas that need to change, based on the data points from the employee engagement survey | Does not attempt criterion | 10 |
| Employees' Confidence | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Discusses employees’ confidence in change management practices, including whether employees have a high degree of willingness and confidence in the company’s change management practices, the urgency for change at the employee and leadership level, the middle manager's role in creating an adoption mindset, and how leadership styles and power distribution impacts change readiness | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussing all factors related to employees’ confidence in change management practices, such as their willingness and confidence in the change management practices, the urgency for change at the employee, team lead, and leadership level; describing the middle manager’s role in creating an adoption mindset, including how would they serve as a bridge between the senior leaders and the frontline staff and whether they are ready to take ownership of the proposed change | Does not attempt criterion | 5 |
| Opportunities to Increase Change Readiness/ Trust | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Discusses opportunities to increase change readiness or trust | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussing at least one opportunity to increase change readiness or trust | Does not attempt criterion | 5 |
| Cultural Considerations | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Discusses two dimensions of Hofstede's cultural dimension model that might impact the cross-cultural communication and business practice differences | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include relating about individualism or any other chosen dimension from Hofstede's cultural dimension model with the company data | Does not attempt criterion | 5 |
| Key Stakeholders | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Identifies key stakeholders or sponsors for the change process | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include identifying at least one key stakeholder | Does not attempt criterion | 2 |
| Stakeholders’ Role Significance | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Discusses how key stakeholders or sponsors can play a role in ensuring the success of the change initiative | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussing at least one instance of a stakeholder playing a role in ensuring the success of the change initiative | Does not attempt criterion | 3 |
| Strategic Goals | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Clearly outlines strategic goals for the change management plan that are aligned to the organization’s strategic goals | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include identifying goals for the change management plan | Does not attempt criterion | 5 |
| Improvements to Organizational Systems | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Explains how improvements made to certain organizational systems or processes can ensure that changes are successfully implemented and sustained | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include explaining how improvements made to certain organizational systems or processes can ensure that changes are successfully implemented and sustained | Does not attempt criterion | 2 |
| Enhancement Strategies for Team Collaboration | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Recommends strategies to improve team collaboration by encouraging individual performers to become team players and building trust in leadership | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include recommending at least one strategy to encourage employees to become team players, or recommending at least one strategy to build trust in leadership | Does not attempt criterion | 3 |
| Change Management Model | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Selects a change management model and explains the reason for selection, its benefits, and how it will be used | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include selecting a change management model and explaining at least one reason for the selection and its benefits, and how the model will be used | Does not attempt criterion | 5 |
| Implementation Steps | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Describes the implementation steps for change management planning, which include removal of roadblocks, contingency planning, and milestones or measures for the success of the plan | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include implementation steps for change management planning, which include removal of roadblocks, contingency planning, and milestones or measures for the success of the plan | Does not attempt criterion | 5 |
| Audience Analysis | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Performs a target audience analysis and rationally defines the audience | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include performing the target audience analysis and defining the audience | Does not attempt criterion | 5 |
| Communication Objectives | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Determines audience-specific communication objectives including the reason for communication, topics for communication, WIIFM, and new performance expectations; also uses a story or graphic in the communication plan | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include determining audience-specific communication objectives, including the reason for communication, topics for communication, WIIFM, and new performance expectations | Does not attempt criterion | 5 |
| Workforce Development Technique | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Recommends workforce development techniques including methods to improve employee engagement and to support employees’ adaptation to change through training | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include recommending two workforce development techniques, including a recommendation to improve employee engagement and for the company's support through training | Does not attempt criterion | 5 |
| Delivery Channel | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Recommends delivery channels and discusses communication timeline, frequency of communication, and the responsibilities of the teams involved in communication | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include recommending three delivery channels and suggesting a communication timeline, frequency of communication, and responsibilities of teams involved in communication | Does not attempt criterion | 10 |
| Feedback Loop | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Determines metrics or KPIs and a feedback loop to track the success of the change communication campaign | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include determining the tracking of at least one KPI through a feedback loop | Does not attempt criterion | 5 |
| Evaluate Business Impact | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Recommends strategy to evaluate the business impact of change and sustain change efforts through performance management | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include recommending at least one strategy to evaluate the business impact of change and at least one technique for sustaining change efforts through performance management | Does not attempt criterion | 5 |
| Recommend Best Practices | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Recommends best practices for ensuring the application of new skills and includes reinforcement techniques for sustaining change | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include recommending at least two best practices of ensuring new skills are applied and one technique of reinforcing sustained change | Does not attempt criterion | 5 |
| Articulation of Response | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner | Clearly conveys meaning with correct grammar, sentence structure, and spelling, demonstrating an understanding of audience and purpose | Shows progress toward proficiency, but with errors in grammar, sentence structure, and spelling, negatively impacting readability | Submission has critical errors in grammar, sentence structure, and spelling, preventing the understanding of ideas | 5 |
| Citations and Attributions | Uses citations for ideas requiring attribution, with few or no minor errors | Uses citations for ideas requiring attribution, with consistent minor errors | Uses citations for ideas requiring attribution, with major errors | Does not use citations for ideas requiring attribution | 5 |
| Total: | | | | | 100% |
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MBA687ProjectRubric.xlsx
