Week 7 Video Check-In

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MBA 687 Project Guidelines and Rubric

Competencies

In this project, you will demonstrate mastery of the following competencies:

Develop a workforce

Propose an opera�ng plan

Jus�fy organiza�onal change

Scenario

You 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 so�ware solu�ons organiza�on that has a total of 140 employees and generates $1M in

revenue per year. The CEO of this organiza�on, 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 marke�ng division are disengaged and emo�onally fa�gued due to

contradictory communica�on between the branch’s leadership and the leadership at the Singaporean headquarters.

The branch team members feel frustrated and undervalued as a result of conflic�ng feedback from their VP and

management team.

Messages from leadership lack consistency, especially regarding policies and prac�ces related to human resources.

There is no training for team members.

Communica�on problems between the Singaporean headquarters and U.S. branch are resul�ng in low employee morale.

Overall, the standard opera�ng 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 audit

An organiza�onal change management plan

A change management communica�on plan

A le�er recommending strategies to ensure that the changes and their benefits are retained

To 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 presenta�on to demonstrate your change

management communica�on plan. This plan should include your recommenda�ons 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

execu�ve le�er to the VP of the U.S. branch, recommending strategies and best prac�ces to ensure that the changes are

implemented and maintained.

Direc�ons

Change Management Toolkit



MBA-687-Q1962 Leading Organizational Change 22… TM

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Part One: Change Readiness/Needs Assessment Audit Report

Submit 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 VP, you will discuss the change readiness

of the workforce and leadership, willingness and capabili�es for change, and any historical barriers to change from past planned or

unplanned change management experiences.

Use the Employee Engagement Survey, Leaders’ Self-Evalua�ons, Exit Interviews, and Forms of Resistance Grid from the Suppor�ng

Materials sec�on to assess the change-readiness of employees of the U.S. branch.

Specifically, you must address the following rubric criteria:

1. 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:

a. Appraisal, job-role stagna�on, and promo�on or recogni�on

b. Apathy or disinterest regarding the vision, mission, and values of the organiza�on (Singaporean headquarters and

U.S. branch)

c. Lack of trust in managers, especially senior leaders

d. Impressions about the organiza�on’s (Singaporean headquarters and U.S. branch) a�tude to inclusion and diversity

e. Jus�fy your selec�on of data points from the Employee Engagement Survey results

2. Discuss employees’ confidence in change management prac�ces.

a. Consider the informa�on available through the Employee Engagement Survey and Leaders’ Self-Evalua�ons.

b. Do employees have a high degree of confidence in the organiza�on’s leadership? Explain your reasoning.

c. Explain the urgency for change at the employee and leadership level.

d. Analyze the middle managers’ (team leads’) role in crea�ng an adop�on 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.

e. How do leadership styles and power distribu�on impact change readiness?

3. Iden�fy opportuni�es to increase change readiness/trust at the U.S. branch:

a. Why are some employees more accep�ng of change while others might be more resistant?

b. 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.

4. Use Hofstede's cultural dimension model and the Exit Interviews, Employee Engagement Survey, and Leaders’ Self-

Evalua�ons to explain cultural considera�ons that may have created difficul�es for the employees of the U.S. branch to

adjust to the Singaporean headquarters’ SOPs.

a. Summarize the importance of cultural considera�ons 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 no�ons about different cultures.

Discuss how differences in specific dimensions of Hofstede's model may result in misunderstanding and

change management frustra�on or failure.

b. Discuss individualism and one other dimension from the list below that might impact the cross-cultural

communica�on and business prac�ce differences among the U.S. and the Singaporean employees:

Uncertainty avoidance

Power distance

Long-term orienta�on

Part Two: Change Management Plan

Submit 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-Evalua�ons, the Vision, Mission, and

Strategic Goals document, and the Employee Engagement Survey (all linked below in Suppor�ng Materials). Ensure that the report

details the pre-implementa�on and implementa�on phases of the change management plan.

Specifically, you must address the following rubric criteria:

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1. Iden�fy two key stakeholders or sponsor roles for the change process from the Singapore headquarters and the U.S. branch.

a. Refer to the Leaders’ Self-Evalua�ons document for addi�onal context.

2. Discuss the significance of each stakeholder’s role in gaining buy-in, acceptance, and support for change across

departments.

a. How can each stakeholder improve the change ini�a�ves’ likelihood of success (for example, by ac�ng as opinion

leaders, connectors, counselors, and journalists)?

3. Iden�fy strategic goals that align with the change management plan and provide ra�onale. Consider the following in your

response:

a. Refer to the Vision, Mission, and Strategic Goals document; U.S. Branch Overview; and Leaders’ Self-Evalua�ons.

b. Ensure there is alignment of the change management plan with the strategic goals of the organiza�on (Singaporean

headquarters and U.S. branch).

c. Research emerging trends that could influence employees of the U.S. branch.

4. Explain how improvements to organiza�onal systems can ensure successful and sustained behavioral change.

a. Refer to the Exit Interviews to iden�fy the areas of change.

b. What are the processes, procedures, or policies that need improvement?

c. How will these improvements impact behavioral change of employees at the U.S. branch?

5. Recommend enhancement strategies for team collabora�on.

a. Refer to the Exit Interviews and the Leaders’ Self-Evalua�ons to iden�fy the problems of team collabora�on.

b. What are the reasons for the lack of collabora�on between team members across both loca�ons of the organiza�on?

c. How can an individual performer become a team player to improve team collabora�on?

d. How should leadership behavior change to build trust?

6. Determine a change management model that can be used at the U.S. branch and provide jus�fica�on.

a. Based on your evalua�on of the challenges that the U.S. branch is currently facing, choose from the following change

management models:

Ko�er's Change Management Model, Lewin’s Change Management Model, or the ADKAR Change

Management Model

b. How would you use the model you chose at the U.S. branch?

7. Describe the steps needed to implement the change management model at the U.S. branch. Support your response with

research.

a. How would you mi�gate and remove any roadblocks in the change management process?

b. What are your plans to deal with the impact of planned and/or unplanned changes and any con�ngencies?

c. What milestones need to be accomplished for change implementa�on to succeed?

d. How would you measure success on your plan?

Part Three: Change Management Communica�on Plan and Con�nuity Strategies

A. Change Management Communica�on Plan Presenta�on

Submit a crea�ve and polished PowerPoint presenta�on with narra�on to share your change management communica�on

plan. The communica�on plan should include your recommenda�ons 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:

1. Define the audience by performing a target audience analysis. (slides 1–2)

2. Determine core and audience-specific communica�on objec�ves and messages, including appropriate tone. You

may include the following informa�on (slides 3–4):

a. Discuss goals of the communica�ons campaign. You may consider the following points:

Why is this communica�on campaign needed?

What are the essen�al topics to communicate to company leadership?

What do front-line employees need to know as they experience and 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 communica�on plan.

b. Define and communicate new performance expecta�ons and what stakeholders need to do to prepare for

change.

3 Recommend two workforce development techniques to support employees' adapta�on to change and build on

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3. Recommend two workforce development techniques to support employees adapta�on to change and build on

exis�ng skills and strengths. Consider the following (slides 5–6):

a. What do you want the employees of the U.S. branch to do differently?

b. How should the organiza�on’s leadership support employees during the change, through training and

development programs to address the gaps?

4. Determine and review the best delivery channels for each communica�on based on the target audience analysis.

Select a minimum of three channels as part of a mul�-prong communica�on strategy. You may include the following

informa�on (slides 7–8):

a. What would be the communica�on �meline for delivery of all messages? Create an outline.

b. How o�en will the branch’s change ini�ators communicate with this audience?

c. Outline communica�on responsibili�es and assignments. Who is responsible for leading communica�ons

with this audience?

5. Include your plan for a feedback loop to monitor and manage the communica�on campaign. (slides 9–10)

a. Determine metrics or key performance indicators (KPIs) to track the success of the communica�on campaign.

b. Outline how the metrics will be implemented and tracked through a feedback loop.

B. Execu�ve Le�er

Write an execu�ve le�er to the VP of the U.S. branch recommending a strategy and best prac�ces for sustaining the change

efforts. Specifically, you must address the following criteria:

1. Recommend one strategy for evalua�ng the business impact of change.

a. How can they sustain change efforts through performance management?

2. Recommend two best prac�ces for ensuring new skills are applied on the job.

a. Include at least one reinforcement technique leadership can use to sustain change.

What to Submit

To complete this project, you must submit the following:

Part One: Change Readiness/Needs Assessment Audit Report

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. Consult the Shapiro Library APA Style Guide for more informa�on on cita�ons.

Part Two: Change Management Plan

Submit 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 informa�on on cita�ons.

Part Three: Change Management Communica�on Plan and Change Con�nuity Recommenda�ons

Change Management Communica�on Plan (Presenta�on)

Submit a recorded PowerPoint presenta�on with 10–12 slides. Sources should be cited according to APA style. Consult the Shapiro

Library APA Style Guide for more informa�on on cita�ons.

Note: Remember to use both on-screen text and narra�on or speaker notes in your PowerPoint slides to convey your

informa�on effec�vely. For example, you can use brief, bulleted lists on the slide and include detailed explana�ons in

your narra�on or speaker notes. A resource explaining how to add narra�on to your presenta�on can be found under

“Suppor�ng Materials” below.

Execu�ve Le�er

Submit 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 informa�on on cita�ons.

Suppor�ng Materials

The following resources support your work on the milestone submissions and the project:

1. Case for Change Guide: This document will provide you with instruc�ons on what to include in the change readiness report.

2. Employee Engagement Surveys: This document presents the results of the most recent employee engagement survey.

3. Exit Interviews: This document presents the views of employees who voluntarily le� the company.

4. Forms of Resistance Grid: The infographic presents the forms of resistance that learners can use as a reference to iden�fy

forms of resistance in the change readiness report

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forms of resistance in the change readiness report.

5. Leaders’ Self-Evalua�ons: This document includes self-evalua�ons dra�ed by managers, which is part of the performance

management process.

6. U.S. Branch Overview: This document provides data regarding the U.S. branch’s financial posi�on and structure.

7. Vision, Mission, and Strategic Goals: This will include the CEO’s compelling vision as translated by the VP.

Reading: Record a Presenta�on

Use this resource to learn how to record your PowerPoint presenta�on with narra�on and video.

Resource : MBA Research Guide

This Shapiro Library resource will help you find any addi�onal informa�on you may need to complete the project.

Website: Hofstede's Cultural Dimension Model allows the single reproduc�on of limited parts for use in a thesis or academical

ar�cles

Criteria Exemplary (100%) Proficient (85%) Needs Improvement

(55%) Not Evident (0%) Value

Create Visuals Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Creates visuals that

indicate areas that

need to change and

that jus�fy the

selec�on of data

points from the

employee

engagement survey

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include crea�ng

visuals that indicate

at least two areas

that need to change,

based on the data

points from the

employee

engagement survey

Does not a�empt

criterion

10

Employees'

Confidence

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Discusses

employees’

confidence in change

management

prac�ces, including

whether employees

have a high degree

of willingness and

confidence in the

company’s change

management

prac�ces, the

urgency for change

at the employee and

leadership level, the

middle manager's

role in crea�ng an

adop�on mindset,

and how leadership

styles and power

distribu�on 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

prac�ces, such as

their willingness and

confidence in the

change management

prac�ces, the

urgency for change

at the employee,

team lead, and

leadership level;

describing the

middle manager’s

role in crea�ng an

adop�on mindset,

including how would

Does not a�empt

criterion

5

Project Rubric

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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

Opportuni�es to

Increase Change

Readiness/ Trust

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Discusses

opportuni�es 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 a�empt

criterion

5

Cultural

Considera�ons

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Discusses two

dimensions of

Hofstede's cultural

dimension model

that might impact

the cross-cultural

communica�on and

business prac�ce

differences

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include rela�ng

about individualism

or any other chosen

dimension from

Hofstede's cultural

dimension model

with the company

data

Does not a�empt

criterion

5

Key Stakeholders Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Iden�fies key

stakeholders or

sponsors for the

change process

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include iden�fying at

least one key

stakeholder

Does not a�empt

criterion

2

Stakeholders’ Role

Significance

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Discusses how key

stakeholders or

sponsors can play a

role in ensuring the

success of the

change ini�a�ve

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 ini�a�ve

Does not a�empt

criterion

3

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change ini�a�ve

Strategic Goals Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Clearly outlines

strategic goals for

the change

management plan

that are aligned to

the organiza�on’s

strategic goals

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include iden�fying

goals for the change

management plan

Does not a�empt

criterion

5

Improvements to

Organiza�onal

Systems

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Explains how

improvements made

to certain

organiza�onal

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

organiza�onal

systems or processes

can ensure that

changes are

successfully

implemented and

sustained

Does not a�empt

criterion

2

Enhancement

Strategies for

Team

Collabora�on

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Recommends

strategies to improve

team collabora�on

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 a�empt

criterion

3

Change

Management

Model

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Selects a change

management model

and explains the

reason for selec�on,

its benefits, and how

it will be used

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include selec�ng a

change management

model and explaining

at least one reason

for the selec�on and

its benefits and how

Does not a�empt

criterion

5

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its benefits, and how

the model will be

used

Implementa�on

Steps

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Describes the

implementa�on

steps for change

management

planning, which

include removal of

roadblocks,

con�ngency

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

implementa�on

steps for change

management

planning, which

include removal of

roadblocks,

con�ngency

planning, and

milestones or

measures for the

success of the plan

Does not a�empt

criterion

5

Audience Analysis Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Performs a target

audience analysis

and ra�onally

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 a�empt

criterion

5

Communica�on

Objec�ves

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Determines

audience-specific

communica�on

objec�ves including

the reason for

communica�on,

topics for

communica�on,

WIIFM, and new

performance

expecta�ons; also

uses a story or

graphic in the

communica�on plan

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include determining

audience-specific

communica�on

objec�ves, including

the reason for

communica�on,

topics for

communica�on,

WIIFM, and new

performance

expecta�ons

Does not a�empt

criterion

5

Workforce

Development

Technique

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Recommends

workforce

development

techniques including

methods to improve

employee

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include

Does not a�empt

criterion

5

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employee

engagement and to

support employees’

adapta�on to change

through training

include

recommending two

workforce

development

techniques, including

a recommenda�on

to improve employee

engagement and for

the company's

support through

training

Delivery Channel Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Recommends

delivery channels

and discusses

communica�on

�meline, frequency

of communica�on,

and the

responsibili�es of

the teams involved in

communica�on

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include

recommending three

delivery channels

and sugges�ng a

communica�on

�meline, frequency

of communica�on,

and responsibili�es

of teams involved in

communica�on

Does not a�empt

criterion

10

Feedback Loop Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Determines metrics

or KPIs and a

feedback loop to

track the success of

the change

communica�on

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 a�empt

criterion

5

Evaluate Business

Impact

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve 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 a�empt

criterion

5

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management

Recommend Best

Prac�ces

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Recommends best

prac�ces for

ensuring the

applica�on 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

prac�ces of ensuring

new skills are applied

and one technique of

reinforcing sustained

change

Does not a�empt

criterion

5

Ar�cula�on of

Response

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Clearly conveys

meaning with correct

grammar, sentence

structure, and

spelling,

demonstra�ng an

understanding of

audience and

purpose

Shows progress

toward proficiency,

but with errors in

grammar, sentence

structure, and

spelling, nega�vely

impac�ng readability

Submission has

cri�cal errors in

grammar, sentence

structure, and

spelling, preven�ng

the understanding of

ideas

5

Cita�ons and

A�ribu�ons

Uses cita�ons for

ideas requiring

a�ribu�on, with few

or no minor errors

Uses cita�ons for

ideas requiring

a�ribu�on, with

consistent minor

errors

Uses cita�ons for

ideas requiring

a�ribu�on, with

major errors

Does not use

cita�ons for ideas

requiring a�ribu�on

5

Total: 100%

10/2/22, 2:26 PM MBA 687 Project Guidelines and Rubric - MBA-687-Q1962 Leading Organizational Change 22TW1

https://learn.snhu.edu/d2l/le/content/1144762/viewContent/20531188/View 11/15

10/2/22, 2:26 PM MBA 687 Project Guidelines and Rubric - MBA-687-Q1962 Leading Organizational Change 22TW1

https://learn.snhu.edu/d2l/le/content/1144762/viewContent/20531188/View 12/15

10/2/22, 2:26 PM MBA 687 Project Guidelines and Rubric - MBA-687-Q1962 Leading Organizational Change 22TW1

https://learn.snhu.edu/d2l/le/content/1144762/viewContent/20531188/View 13/15

10/2/22, 2:26 PM MBA 687 Project Guidelines and Rubric - MBA-687-Q1962 Leading Organizational Change 22TW1

https://learn.snhu.edu/d2l/le/content/1144762/viewContent/20531188/View 14/15

10/2/22, 2:26 PM MBA 687 Project Guidelines and Rubric - MBA-687-Q1962 Leading Organizational Change 22TW1

https://learn.snhu.edu/d2l/le/content/1144762/viewContent/20531188/View 15/15

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