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Change Management Plan
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Introduction/ Background
The Singaporean Software Solutions organization has been facing issues relating to
communication and disengagement at its U.S. branch. Communication is an indispensable
element that can positively influence the work environment and employee performance
(Martinez & Hurtado, 2018). Similarly, employee engagement is also critical to maximize
organizational performance (Markos & Sridevi, 2010). In order to address the current
issues within the organization, a change management plan has been designed. The report
is a critical component of the change management kit. The organizational and individual
activities that are necessary for the change implementation process have been captured in
the report. It can serve as a blueprint and help to bring about a change in the
organizational context so that the Singaporean branch and the U.S. branch can address
their issues by strengthening communication and engagement.
In the initial section of the report, the key stakeholder for the change process
have been identified, and their significance has been captured. Then the strategic goals
are identified that are streamlined with the change management plan. The need for
making improvements to the organizational systems has been captured. Strategies for
team collaboration have been identified, and a suitable change management model has
been identified. Finally, the implementation steps are presented that will help to make
the necessary change in the organizational setting. ad
Identification of key stakeholders
Two key stakeholders have been identified who will play an instrumental role in
the change management process. The first stakeholder is the Customer Success
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Coordinator/ Team Leader. In the past year, he has played the role of the lead agent in
the call centre of the company and helped to increase customer satisfaction. His
involvement in the change process is necessary since he spends time interacting with the
agents about their performance expectations. Additionally, he contributes to the evaluation
of the organizational personnel. He has the ability to work along with employees at all
levels of the company while understanding the needs of the customers. Based on his
current role in Singaporean Software Solutions, he will play a key role in the change
process and help to address the differences that exist between the personnel of the
Singaporean branch and the U.S. branch.
The other key stakeholder whose involvement is vital in the change process is the
Vice President of the organization. He is primarily responsible for leading departments as
well as operations so that Singaporean Software Solutions can function in its entirety and
its goals and objectives can be achieved. He can add value to the change management
process by ensuring that the values, vision, mission, beliefs, and strategic goals of the
company are shared across the Singaporean branch and the U.S branch. He plays a
leadership role in the organization, and his involvement is indispensable to ensuring that
the change management process can be introduced and implemented to address the
existing concerns relating to communication and disengagement. According to Hayes, the
role of leadership in the change management process is vital since leaders can influence
the staff to adapt to change (Hayes, 2018). The stakeholders that have been identified
play a pivotal role in Singaporean Software Solutions, and by being a part of the change
process, they can help to address the current concerns that need to be resolved on an
urgent basis. ad
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Significance of each stakeholder’s role
The role of the identified stakeholders, i.e., the Vice President and the Customer
Success Coordinator/ Team Leader. They have been chosen to be a part of the change
management process since they can help in gaining buy-in, acceptance and support
relating to change across diverse branches. According to Doccy, when any kind of
change is introduced in an organizational setting, considerable implications can arise for
diverse stakeholders (Doccy, 2019). Thus, it becomes necessary for organizations to
identify the most important stakeholders so that they can be a part of the change
management process and facilitate change.
In the context of Singaporean Software Solutions, the Customer Success
Coordinator/ Team Leader can help to gain the buy-in of the staff by ensuring that an
employee-centric workplace culture exists, which promotes employee engagement and
coordination. He can act as a counselor and extend support to the member of the U.S.
branch and the Singaporean branch to obtain their buy-in and help them adapt to the
change process (Level 6 strategic stakeholder relationships, 2021, p. 13). Similarly, the
Vice President can support the change initiative by acting as the opinion leader and
ensuring that the mindset of the personnel is positively influenced and they accept the
change to address the issues relating to poor communication and disengagement. Lewis
has argued that while making change, the role that stakeholders play can influence the
success of the change management process (Lewis, 2019).
Strategic goals
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Singaporean Software Solutions considers people to be its most valued resource.
The company has succeeded in creating value for its customers in the market by
leveraging people, technology, and resources. The chief elements that the company
focuses on in order to move in the desired strategic direction include growth, talent and
learning, marketing, and customers. While operating in the dynamic and evolving market
setting, the company only focuses on the needs of its customers but also on its
employees so that they can get the opportunity to work in a nurturing and positive
organizational climate. The change plan has been designed by taking into consideration
the company’s vision, mission and strategic goals. The entire change management plan
revolves around the staff members so that the current issues that exist relating to poor
communication and disengagement at the U.S. branch can be effectively addressed.
Currently, in the U.S. branch, engagement is a major issue that has increased the
turnover of the staff members. Some of the potential causes of turnover that have
been identified are low company morale, limited training and career growth opportunities,
lack of work-life balance, ineffective communication and poor leadership and
management practices. According to Siti, in order to address the high employee turnover
issue and the related factors, it is critical for employers to identify the needs of the staff
members and focus on elements like job satisfaction, work environment, and motivation
(Al-Suraihi et al., 2021). In the specific organizational context, some of the key elements
that can positively influence the employees of the U.S branch include effective and
transparent communication, better leadership practices, opportunities for growth and
development and better engagement in the workplace. By emphasizing these areas, it will
be possible to streamline the change process with the organization’s strategic goals.
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Need for improvements to organizational systems
In order to bring about the desired change in the organizational context of
Singaporean Software Solutions, it is necessary to bring about improvements in the
existing organizational systems and processes. According to the results of the exit
interviews that were conducted, there exists a broad range of pain points for employees
that deter them from working in the organization. According to Mokibelo, exit interviews
serve as a mirror for employers that must be used to capture valuable feedback from the
existing staff. The feedback can be used to make improvements in the existing processes
or practices in the organization so that a more employee-centric climate can be
established and the issue of turnover can be controlled or mitigated (Mokibelo, 2020).
In the specific organization, some of the main areas of change that have been
identified with the help of the exit interviews are poor relationships with the
management, limited training opportunities and the lack of career opportunities. Based on
the interview, there is scope to improve the existing processes and policies so that the
engagement between the staff members and the management can improve. Similarly, the
needs of employees relating to training, development and growth must be given high
priority. By focusing on these aspects, it is possible to create a more employee-centric
climate within the workplace and boost their morale as well as the level of job
satisfaction. Kandavel has argued that training can positively influence employee morale
(Kandavel & Sakthivel, 2018). By creating training and development opportunities within
Singaporean Software Solutions, it will be possible to empower the staff to upgrade their
skills and capabilities and adapt to the evolving business climate. Similarly, effective
communication and engagement can strengthen the professional association between the
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personnel and management and help to address the employee turnover issue (Miles &
Huberman, 1994).
Enhancement strategies for team collaboration
Two enhancement strategies have been recommended that Singaporean Software
Solutions can adopt in order to strengthen team collaboration. Currently, the main
reasons for the lack of collaboration between team members across the Singaporean
branch and the U.S. branch of the organization include the lack of cross-cultural
awareness, poor change management skills and low visioning. In order to address these
concerns that deter team collaboration, some of the enhancement strategies that can be
adopted within the organization are the introduction of transparent and effective
communication in the workplace and working on cultural intelligence skills by the
leaders.
Better communication – One of the fundamental strategies to boost team collaboration
is strengthening communication so that accurate and timely information can be shared
among the team members. Keyton has identified collaboration as a form of interaction
that can help to reach the shared goals and objectives (Eynon, 2016). By focusing on
better interaction, engagement and communication, it is possible to ensure that all
employees are connected by the shared vision of the company. An individual employee
can be transformed into a team player and foster team collaboration by engaging with
other members, listening to their ideas and actively participating in the team setting.
Emphasis on cultural intelligence by leaders – The leaders of the Singaporean
Software Solutions organization must work on their cultural awareness ability. According
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to Jenifer cross-cultural competence is an important skill for professionals that operate in
the contemporary organizational landscape (Jenifer & RAMAN, 2017). By working on
this specific area, the leaders will be able to understand the differences in culture
between the Singaporean branch and the U.S. branch. The insight can help to respect
diversity and differences and create an inclusive work culture where the members of
both teams can function in a collaborative and cohesive manner. Mosavi has identified
cultural intelligence as a critical soft skill that can enable leaders to effectively function
in cross-cultural contexts and engage with the diverse environment and its participants
(Javaheri et al., 2020). In order to build trust, the leaders must have proper cultural
awareness and suit the leadership style to effectively influence both the branches. ad
Change management model
The current issues that the U.S. branch of Singaporean Software Solutions is
facing include ineffective communication and disengagement. In order to address these
problems that negatively affect the work climate, the suitable change management model
that can be adopted is Kotter’s change management model. The 8 step change
management model gives a detailed insight into the fundamental steps that need to be
adopted to bring about a change in the organizational setting. The steps that Kotter has
identified in his model are creating a sense of urgency, establishing a guiding team,
creating the vision, emphasis on communication to obtain buy-ins, empowering action,
creation of short-term wins, not giving up, and ensuring that the change sticks.
The specific change model has been selected since the detailed steps can serve as
guidelines that can help in the facilitation of change so that employees from the U.S.
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branch can make the transition. The model will be applied in the U.S. branch so that it
could guide the employees to be a part of the change process and ensure that their buy-
in is achieved. While using the model to bring about the necessary change in the
organizational context, some of the key elements that will be given high priority are
communicating with the organizational personnel and involving them throughout the
change process. It will help to ensure that a common vision is shared among the staff
members irrespective of the branches in which they operate so that a sense of
connection and collaboration can be established.
Steps for implementation
The 8 steps will be used in the U.S. branch in chronological order to drive
change. A sense of urgency will be created by letting the staff know that proper
communication and engagement are vital to accomplishing the organizational goals. A
guiding coalition will be established by creating a team including the key stakeholders –
Customer Success Coordinator/ Team Leader and the Vice President so that they can
help to manage the change process. The strategic vision of the firm will be articulated
clearly so that it can connect employees at all levels. This step will be crucial to
minimize or mitigate the differences between the Singaporean headquarters and the U.S.
branch. The next step involves conveying the vision with the help of the key
stakeholders to obtain employee buy-in. Then efforts would be made to empower others
by removing obstacles or barriers. Obstacles such as poor communication and
engagement, lack of relationship between the staff and the management, etc., need to be
addressed. The next step that must be taken while implementing change is the creation
of short-term wins. Employees must be motivated by setting small and achievable targets.
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It must be followed by sustaining the acceleration of the change and looking for further
improvement. Finally, change must be integrated into the culture so that roust
communication and engagement between the two branches can be fostered (Haas et al.,
2020).
While implementing the change, roadblocks in the change management process
can be removed by listening to the views and feedback of the staff and engaging with
them throughout the process. In case any impact of planned and/or unplanned changes
and contingencies will arise, the same will be communicated with the key stakeholders
and subsequently with other employees so that a collaborative approach can be adopted
to deal with it. The milestones that must be accomplished for the change implementation
to succeed include higher job satisfaction, reduced employee turnover, improved
individual and team or branch performance. The success of the change management plan
can be measured by using metrics like employee turnover rate, increase in employee
performance and employee satisfaction level. The role of Key Performance Indicators
(KPIs) will be vital in evaluating the success of the change plan (Bala & Koxhaj, 2017).
Conclusion
A change management plan has been designed for Singaporean Software Solutions
that will help to address the issues relating to poor communication and disengagement at
the U.S. branch. The ideal model that has been selected to implement the change
process is Kotter’s 8 step change management model. The involvement of key
stakeholders, namely the Customer Success Coordinator/ Team Leader and the Vice
President, is vital throughout the change management process.
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