Part One: Change Readiness$/$Needs Assessment Audit Report

Submit your change readiness report from Milestone One that was created according to the following criteria. Be sure to revise your report based on feedback you received on your milestone. In this report prepared for the VP$,$ you will discuss the change readiness of the workforce and leadership, willingness and capabilities for change, and any historical barriers to change from past planned or unplanned change management experiences.

Use the Employee Engagement Survey, Leaders$$ Self$-$Evaluations, Exit Interviews, and Forms of Resistance Grid from the Supporting Materials section to assess the change$-$readiness of employees of the U$.$S$.$ branch.

Specifically, you must address the following rubric criteria:

Based off the Employee Engagement Survey data, create visuals that illustrate areas in need of change, specifically in the U$.$S$.$ branch. Your visuals must address the following:

Appraisal, job$-$role stagnation, and promotion or recognition

Apathy or disinterest regarding the vision, mission, and values of the organization $($Singaporean headquarters and U$.$S$.$ branch$)$

Lack of trust in managers, especially senior leaders

Impressions about the organization$$s $($Singaporean headquarters and U$.$S$.$ branch$)$ attitude to inclusion and diversity

Justify your selection of data points from the Employee Engagement Survey results

Discuss employees$$ confidence in change management practices.

Consider the information available through the Employee Engagement Survey and Leaders$$ Self$-$Evaluations.

Do employees have a high degree of confidence in the organization$$s leadership? Explain your reasoning.

Explain the urgency for change at the employee and leadership level.

Analyze the middle managers$($team leads$)$ role in creating an adoption mindset:

How could they serve as a bridge between the senior leaders and the frontline staff?

Are they ready to take ownership of the proposed change? Explain your reasoning.

How do leadership styles and power distribution impact change readiness?

Identify opportunities to increase change readiness$/$trust at the U$.$S$.$ branch:

Why are some employees more accepting of change while others might be more resistant?

How does the Forms of Resistance Grid explain the common reasons for resistance to change?

Use the Exit Interviews and the Forms of Resistance Grid, to discuss any two forms of resistance from this list: ambivalence, peer$-$focused dissent, upward dissent, sabotage, and refusal$/$exit$.$

Use Hofstede's cultural dimension model and the Exit Interviews, Employee Engagement Survey, and Leaders$$ Self$-$Evaluations to explain cultural considerations that may have created difficulties for the employees of the U$.$S$.$ branch to adjust to the Singaporean headquarters$$ SOPs.

Summarize the importance of cultural considerations using Hofstede$$s Cultural Dimensions Model in the context of the U$.$S$.$ branch and the Singaporean headquarters.

Explain how Hofstede's model helps analyze cultural differences based on specific evidence and not on pre$-$conceived notions about different cultures.

Discuss how differences in specific dimensions of Hofstede's model may result in misunderstanding and change management frustration or failure.

Discuss individualism and one other dimension from the list below that might impact the cross$-$cultural communication and business practice differences among the U$.$S$.$ and the Singaporean employees:

Uncertainty avoidance

Power distance

Long$-$term orientation