Please respond to all of the comments in both of the attached documents. Context for both documents are below (this is the vision statements that was completed prior to the attached documents).
Vision for the Change
Team Meetings
The goal of a team meeting is to curate a concise and accurate plan to present to the HR and the CEO that offers real solutions to employee retention problems at the workplace. While several solutions have been provided and executed in the past, the company has seen a deterioration in the frequency of retained employees compared to three years ago. Based on the focus group summary and the employee engagement survey reflecting decline, the matter of organizational change is an urgent need to solve. We intend to create a plan for testing among current employees that offer engagement and reiterates the much-needed change at Mi-ORG. We also intend to ensure that present employees and those recruited in the future are in tune with the organizational culture we want to amalgamate into the company operations. Most importantly, we must ensure that we address the problems of diversity and inclusivity, as reiterated in the statements of numerous employees during the engagement survey. See Appendix A for a more detailed explanation of the proposed future meeting guidelines.
Coalition
A good team is the primary means by which a good plan is developed, quite essential, and appraised in Kotter’s process. Our team needs to be inclusive, diverse, visionary, and tunnel vision as to the company’s goal. While having every great leader in the group may not be possible, it may be wise to include significant stakeholders in this discussion and planning process. As in Kotter’s words, this coalition may be the surest way to success and overall improvement of employee retention at Mi-ORG.
Imagining the Future
To deal with the complex challenges raised by technological and social change, we must pool our diverse knowledge, wide range of experience, and creative thinking. Better performance in the future relies on how Mi-ORG handles the rapid technological and social change. Hence, change depends on the management’s capabilities to integrate technology at the workplace, which is achieved by diverse knowledge and creativity. Take the EY Future Consumer as an example (Sun & Bunchapattanasakda, 2019). Mi-ORG should also focus on discovering up-to-date insights across the globe for sustainable change. In a “Waste Nothing” society, customers demand that the companies they work for reflect their values in everything they buy (Sugianingrat et al., 2019). Mi-ORG must perform better in the management of the employees. Therefore, a future vision based on better employee union and management can help the company overcome problems.
Mi-ORG is facing significant issues with the retention of employees because the employees do not want to work for the company anymore (Malek et al., 2018). Imagining the future relates to having a better vision of the company structure that can motivate employees to maximize productivity. An organization’s attention to drawing the arc between now and the future can be improved by stress-testing its current state with future possibilities (Amah & Oyetuunde, 2020).
Teamwork
Industries will need to interact to gain access to a larger pool of people and data. It means rethinking preconceptions about whom we compete with and work with and preparing for co-investment in developing new business models and technological platforms (Hayes, 2020). Teamwork is highly important for Mi-ORG because employee retention is a major problem, and the turnover is linked with a lack of teamwork and poor opportunities for career growth in the organization. Constant problems with company management are very bad for employees, contributing negatively to the company’s reputation (Choi, 2020). Teamwork is also related to better resolution of the problems that employees face during work. Teamworking will work as a strategy for uniting the employees and improving the relationship with leadership. That will be suitable for increasing communication and ultimately increasing the retention of employees in Mi-ORG (Smith et al., 2021).
Paying Attention to the Way Things are Done
An organization’s impact on many stakeholders must be considered during this shift. Businesses no longer have the luxury of focusing only on their bottom line and the interests of their shareholders (Kumar, 2021). Mi-ORG must improve the standard procedures by which anything is being done in the company. It is essential to maintain transparency and fulfill corporate social responsibility requirements. The problem of employee turnover will further increase in the future, and therefore the company needs support to improve its reputation among all stakeholders. It includes employees, leadership, and consumers, who are the reason for business growth. Mi-ORG (Hadziahmetovic & Mujezinovic, 2021).
Future Organizational Values and Beliefs
A Workplace Environment that values the Development of New Talent and Skills
Future learning and development methods and activities must match employees’ requirements and expectations at all company levels. People have a great desire to constantly learn new things and make better use of their company’s fundamental values to develop themselves as people (Saks, 2022). Employees in Mi-ORG must instantly apply the new knowledge, skills, and competencies they have learned so that the company can grow and prosper in the future. A well-defined continuous growth philosophy must underpin this internal learning environment and make it easier to access a variety of development experiences, tailored interactions, and the flexibility with which new information may be applied.
On-the-job skills mastery must rise to new heights at individual and team levels. The third-party training and certifications must be provided in the company, and these can increase the employees’ ability to have better career opportunities and better motivation for the company (De-La-calle-durán & Rodríguez-Sánchez, 2021). There must be financial benefits to the company and new skills and talent growth in organizations with a flat organizational structure. If one wants the employees to succeed as entrepreneurs, one must ensure they are well-balanced between social connection, in-person learning, and online resources (Li et al., 2021).
A Work Environment that Encourages Employees to Improve their Performance and Develop Themselves as Potential Leaders
Leaders must expand and improve their abilities in other areas than only business and technical knowledge. Self-esteem and self-confidence must be developed for them to succeed in life. Future leaders must constantly broaden their knowledge and develop their leadership skills to meet the significant challenges and global competition ahead of them (Choi, 2020). Creative acts and collaborative teamwork based on a well-defined purpose and particular company goals can be encouraged by leaders with established values and a clear vision for the future. When people regularly work on self-awareness and active listening skills, trust and commitment develop in professional and personal relationships (Smith et al., 2021). Communication skills are highly needed in Mi-ORG because they can easily solve various challenges evident from the employee turnover survey. The company has to improve its ability to maximize sustainable environmental growth; therefore, it needs external support to improve the environment (Li et al., 2021).
Top talent throughout an organization is crucial to unlocking future leadership potential capable of achieving current demands and the requirements to propel a firm into the future. A company’s future leaders must be capable of adapting to rapid changes in technology and organizational restructuring with the behaviors and skills necessary to uncover and develop their talents, systems thinking, and data-driven decision-making. Influential influencers and drivers of corporate performance will require greater flexibility and agility in future leaders (Amah & Oyetuunde, 2020; Kumar, 2021). They must also be compassionate and courageous to motivate and inspire an ever-changing workforce.
A Culture that Values and Promotes Curiosity About New Ideas and Technology
A distinctive company strategy and an essential aspect of the increasing development-oriented culture should enhance innovative thinking and inner curiosity to become second nature in the workplace. Mi-ORG employees must take responsibility for using their newly acquired knowledge and abilities to accomplish their personal and professional objectives. To achieve better results, leadership must promote the employment of novel approaches in the workplace and the exploration of alternatives to the status quo (Ayu Putu Widani Sugianingrat et al., 2019; Smith et al., 2021). The ability to adapt to a constantly changing marketplace may be increased by addressing the various new technologies with genuine innovation and curiosity. It can improve corporate outcomes by rethinking and redefining norms through critical thinking and new learning capacities.” It can increase personal happiness and morale in a more agile and sustainable firm when employees and executives share their views and fascinating ideas (Hadziahmetovic & Mujezinovic, 2021; Hayes, 2020).
For example, Mi-Org will need to demonstrate how they are responsibly protecting data as it grows in bulk. Some researchers forecast a 530 percent rise in global data volumes by 2025 to generate trust and confidence. It is impossible to know what will happen in the future. However, if one is willing to think and act differently, one can change it. It is not enough for companies to protect what they have today; instead, they must build the organization they want to be.
The Five I’s of Transformational Leadership
The challenges currently faced at Mi-ORG need the use of transformational leadership skills, which we may derive from the Five I’s of transformational leadership. These five I’s may encompass:
[1] Idealized Influence (Attributes)
[2] Idealized Influence (Behaviors)
[3] Inspirational Motivation
[4] Intellectual Stimulation
[5] Individualized Consideration
While these concepts with differing approaches and schools of thought may be used in a broad-spectrum process in solving various problems, in this plan, we shall focus on, Idealized Influence (Behaviors).
Idealized Influence (Behaviors)
Supportive management may include the provision of good feedback to employees and recognition of their accomplishments. The leaders’ use of supportive leadership-specific self-assertion and the skills of their staff may help in product performance and the achievement of goals amidst the achievement of challenging goals (Radwan 2020). Supportive management is not vital for the character appropriations of the team but also for the entire company (Carless et al. 2000). A successful leader offers a reputation for group achievements and successes. It additionally builds commitment to accomplishing the manager’s imagination, perspective, and team association (Kumar, 2021; Saks, 2022).
