Organizational Change Plan: Part 2

Title Your name Subject and Section Professor’s Name Date Organizational Change Plan: Part II Introduction Successful change management is a critical link to tangible return on investment to organizations, primarily in the face of dynamic business environments that include adopting new technology, which staff needs new skills to adapt to (Cakir & Adiguzel, 2020). The presented professional development plan aims to raise the employees' efficiency and promote across-organization operations to maintain the organization's competitiveness. Moreover, the second part of the organizational change plan focuses on critical elements essential to the program's success. The strategies include leadership action plans, employee engagement and motivation plans, and systematic feedback plans. This paper aims to establish a leader's actions in the change process. Action 1: Open Communication on Change Objectives Leaders will keep communicating these changes through team briefing meetings and all employee meetings, and a mini newsletter will be adopted to ensure that everyone is aware of the program and the intended objectives that go with it. Whenaders explain the “why,” they make it easier for everyone to understand why they want employees upskilled and collaborating across departments by laying out the pros for the company and the personnel in the process (Arendt et al., 2019). A culture of openness is essential, creating an understanding that enables the employees to synchronize their work with the organization's goals (Splitter et al., 2022). Action 2: Cutting Edge Practice in Capacity Building Leaders will actively participate in capacity-building initiatives, end multi-disciplinary sessions, and integrate newly acquired knowledge into their work. Having leaders interact with the program is also a way in which the program shows that learning should not be underestimated and is a part of the overall organization. This approach leads to culture change, improves, and makes it easier since employees can quickly embrace changes similar to those borne by leadership (Aas & Vennebo, 2022). Action 3: Preparing Management to Help Staff Managers This will give their subordinates the skills and knowledge that will enable them to address individual employees and encourage them throughout the change process. Some of the expectations for management are the ability to handle all the matters that employees give an ear to and resistance to change. Thus, leadership would support the team directly, enabling it to have some subtle backup from its managerial heads (Buick et al., 2024). Strategies to Engage the Employees Organizational engagement is core to any change intervention since this is where it begins and ends. It is preferred to involve workers in the change process to encourage them to own the change process, minimize resistance to change, and improve the process (Gede & Huluka, 2024). Strategy 1: Appointment of Change Champions The management will appoint change champions from departments within the organization to voice employee opinions, coordination recommendations, and feedback to the management. The champions act as ambassadors and relay info to their teams about what is happening or relaying employee feedback to the top (Skovgaard et al., 2024). Strategy 2: Role-Based Training As part of its approach, the firm will directly engage the employees in workshops and let them receive role-based training that offers a chance to practice for impact. These workshops will also focus on cross-functional teamwork as people from different departments will be grouped to answer case questions or problems (Young et al., 2024). Strategy 3: Realist and Frequent Feedback Actionable dashboards accessible to employees will show program steps, how many workers have completed particular training, and other up-to-date data. They will also be communicated and posted during weekly or monthly team meetings f...