'Can You Help Me With Homework? Needed By Frday 8/26/2022

interoffice memorandum

to:	Chief Executive Officer
from:	Pamela Hines vice president (human resources)
subject:	transition process
date:	July 16, 2022
cc:	dr. latrice love

This is to inform you of some needed changes and strategies that I recommend being implemented in the organization. Following a thorough analysis of the current individual learning program currently used in the organization, I have identified some challenges that can be addressed through executing certain deviations. The current individual learning program is faced by challenges. One of them is inconsistency in the approach used in training the participants. This occurs when team members are subjected to customized training programs and each of them are exposed to different contents. Another concern experienced in the current distinct learning is the high costs associated with multiple training sessions based on the number of persons in the organization at a specific time. Specific learning has also been associated with high dependence on trainers and associates. I believe this happens due to a low confidence level of the participants, because of a lack of platforms where the employees can exchange ideas among themselves. In turn, this lowers the overall level of efficiency of the training program in attaining the expected outcomes. In addition to the issues associated with individual learning, there was no peer assessment as it does not involve multiple participants in such education and training programs. This contributes to accountability issues where the human resource department is not able to assess the employees’ performance related to the learning program (Caporarello et al, 2020). These issues need to be tackled through instituting deviations to the learning program.

There are specific barriers that have been experienced in the learning program. One of the barriers is resistance particularly from members of the staff. This is more common among the programs that involve the introduction of new positions in the organization. For instance, in training programs that involve new skills, some members of staff promote propagandas and claim that the intent of such learning programs is to replace certain employees. This can contribute to resistance and some members of the team shunning away from the employee learning program. I worked for an organization that was introducing a new call center team. Previously, each employee took calls during a certain shift within the workday. Unfortunately, it caused employees to be spread too thin. Therefore, a call center was introduced. It was necessary to retrain existing employees on how to transfer calls seamlessly. Many of the team members were resistant to the training because they felt the company was trying to eliminate their positions. Another obstacle could be that some members of staff may claim presence of bias in the quality of services offered in individual learning program. In most cases, there is no evidence to discredit such claims which result into low cooperation and coordination among the participants (Lau et al, 2018).

In solving the issue, there is a need to adapt an offline/internal organization learning model. This is a learning model where the participants are required to attend sessions in specific locations within the organization. The reason for selecting this model is that it ensures that the members are present in the learning program and are participative in the knowledge sessions. Also, it will encourage teamwork and members of staff to interact and learn from each other.

There are three actions that I recommend being taken by the organization in raising trust as part of their strategy in creating psychological safety. One of the actions is to include the members of organization teams in decision making. This will enhance the understanding of the members of the team that they are valued and their contribution towards the organization is appreciated. The second action is championing the team for contribution and efforts made towards attaining organization goals. This will give the team a sense of owning and celebrating goal attainment. The third action that can be used is showing the team that the management is engaged in the efforts made by the team (Yi et al, 2022). In order to feel safe, the team needs to know that the company is a viable component to solutions and in involved in energies given for the organization’s success. I believe, there is nothing better than to know that your company outwardly showing that they are investing in its’ employees, what they think, and the outcome of their hard work.

Reference

Caporarello, L., Manzoni, B., & Trabelsi, L. (2020). (Digital) Learning Models and Organizational Learning Mechanisms: Should Organizations Adopt a Single Learning Model or Multiple Ones?. In Exploring Digital Ecosystems (pp. 179-191). Springer, Cham.

Lau, K. W., Lee, P. Y., & Chung, Y. Y. (2018). A collective organizational learning model for organizational development. Leadership & Organization Development Journal.

Yi, Y., Chen, Y., & Li, D. (2022). Stakeholder ties, organizational learning, and business model innovation: A business ecosystem perspective. Technovation, 114, 102445.

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