Running Head: EXECUTIVE LETTER l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l 1
Mr. John Carter
Vice President
US Branch
Singaporean software solutions
Subject: Strategy for sustaining the change in the U.S. branch of the organization
Dear Mr. John,
The U.S branch has been facing a number of challenges such as disengagement of the staff
members, communication issues, and lack of training. For addressing these concerns, a change
management plan has been designed that can positively influence the work environment in the
branch. However, while implementing change, it is essential to make sure that best practices are in
place that helps in sustaining the change efforts for good. The sustenance of change is critical since
it can enable the U.S. branch to survive in the intensely competitive business environment (Hodges
& Gill, 2014).
In the letter, a strategy has been recommended that can be adopted for evaluating the impact
of change on the business. Additionally, best practices have been suggested that can ensure that new
skills are applied on the job in the U.S. branch. l
Strategy for evaluating the business impact of change
A suitable strategy that can be introduced in the branch to evaluate the impact of the change
in the business setting is taking feedback from the staff members. Taking feedback from employees
is one of the most effective ways of evaluating the impact and effectiveness of the change process in
EXECUTIVE LETTER l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l 2
an organization. Sedej has identified the feedback mechanism as the fastest and most effective way
for entities to make improvements in the change process (Sedej & Justinek, 2017). In addition to
taking feedback, focus must also be laid on the performance management aspect. It will help to see
any change in the performance of the staff in the branch.
In the U.S. branch, a majority of issues that exist, such as disengagement of the staff
members, emotional exhaustion due to poor communication, and poor leadership, directly affect the
employees of the branch. So, in order to identify how the change initiatives impact the business
entity and the organization, an ideal approach is to take feedback from the staff by conducting
anonymous surveys. It would provide an opportunity for the staff members to share their insight into
whether the change efforts are serving any purpose or not. By capturing their opinions and views
while evaluating their performance, it will be possible for the leadership team to make suitable
alterations to the change process so that its effectiveness can increase and the existing issues can be
effectively addressed.
Recommendation of best practices for ensuring new skills are applied on the job
The leadership team at the U.S. branch must ensure that employees get an opportunity to employ
new skills that they have learned in the work setting. In order to do so, a number of best practices can
be introduced in the branch.
• One of the chief steps that can be implemented in the U.S. branch involves focusing on
reward and recognition so that the employees will be encouraged to demonstrate their
learned skills and competencies while performing their roles and responsibilities. This
positive reinforcement technique can act as a major source of motivation for them and push
them to apply new skills in the workplace so that their performance can improve. The
EXECUTIVE LETTER l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l 3
application of the positive reinforcement technique in an organizational setting has the
potential to have a positive impact on the performance of the members of the workforce
(Shiraz et al., 2011).
• Another best practice that can be introduced in the U.S. staff involves encouraging new
experiences by providing adequate opportunities to learn and grow. The leaders must make
sure that employees get the chance to use their skills while they carry out their roles at the
U.S. branch. For example, the concept of job rotation can be introduced so that employees
will get the chance to work in a flexible manner, and their learning process will not be
restricted in any manner. By adopting such an approach, it will be possible to ensure that
employees are able to expand their knowledge and skills and their growth in the work setting
does not get limited to their specific role alone (Miranda et al., 2021).
The recommendations that have been made can play an instrumental role in sustaining change
efforts in the U.S branch and addressing the existing concerns.
Thanking you
Mr. Kevin Dave
HR Consultant
EXECUTIVE LETTER l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l l 4
References
Hodges, J., & Gill, R. (2014). Sustaining change in organizations. Sage.
Miranda, S. G., Garcia Jr, R. S., Asuncion, A. F., Bilbao, S. R., Ong, D. U., Ramos, V. B., ... &
Gabriel, A. G. (2021). Move And Learn: Perceived Benefits And Challenges Of Job Rotation
In A Government Hospital In The Philippines. International Journal of Management (IJM),
12(1).
Sedej, T., & Justinek, G. (2017). Effective Tools for Improving Employee Feedback during
Organizational Change. In Organizational Productivity and Performance Measurements
Using Predictive Modeling and Analytics (pp. 261-276). IGI Global.
Shiraz, N., Rashid, M., & Riaz, A. (2011). The impact of reward and recognition programs on
employee’s motivation and satisfaction. Interdisciplinary Journal of Contemporary
Research in Business, 3(3), 1428-1434.
