Posted: September 19th, 2022

Scenario You have been contracted as an HR consultant by a U.S. LLC in Wilmington, Delaware, to solve their internal issues. This U.S. LLC is a branch of a Singaporean software solutions provider with 140 employees and $1M revenue per year. The CEO of the

Activities-OL-620-X3159TotalRewards22TW3-SouthernNewHampshireUniversity1 MBA687ExitInterviews MBA687MilestoneOneFormsofResistanceGrid Activities-OL-620-X3159TotalRewards22TW3-SouthernNewHampshireUniversity MBA687EmployeeEngagementSurveys MBA687LeadersSelfEvaluations
 

Scenario

You have been contracted as an HR consultant by a U.S. LLC in Wilmington, Delaware, to solve their internal issues. This U.S. LLC is a branch of a Singaporean software solutions provider with 140 employees and $1M revenue per year. The CEO of the Singaporean headquarters wants to open new markets in the United States, gain access to new customers, diversify risk, leverage resources, and increase profits. To meet these goals, she tasked a VP to establish and take charge of the U.S. branch.

Unfortunately, the newly formed U.S. branch has been facing several problems from the beginning.

  • Employees at the call center and the sales and marketing division are disengaged and emotionally fatigued as a result of contradictory communication between the branch’s leadership and the leadership at the Singaporean headquarters.
  • The branch team members feel frustrated and undervalued as a result of conflicting feedback from their VP and management team.
  • Messages from leadership lack consistency, especially regarding policies and practices related to human resources.
  • There is no training for team members.
  • Communication problems between the Singaporean headquarters and the U.S. branch are resulting in low employee morale.

Overall, the standard operating procedures (SOP) followed successfully at the headquarter office in Singapore could not be replicated at the U.S. branch. As a result, the CEO’s vision of successfully furthering expansion into the U.S. market remains unfulfilled.

Prompt

Perform the change readiness/needs assessment audit for the U.S. branch and submit a report of your findings to the VP in the course scenario. As the HR consultant, this would help you identify the readiness of the U.S. branch employees to adopt change plans. 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.

Specifically, you must address the following rubric criteria:

  • Based on the Employee Engagement Surveys data, create visuals that illustrate areas in need of change at the U.S. branch. Your visuals should address the following:

    Appraisal, job-role stagnation, and promotion or recognition
    Apathy or disinterest regarding the vision, mission, and values of the organization
    Lack of trust in managers, especially senior leaders
    Impressions about the organization’s attitude to inclusion and diversity
    A justification of 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 Surveys and Leaders’ Self-Evaluations.
    Do employees have a high degree of confidence in the company’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 would 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 reluctant?
    How does the Forms of Resistance Grid explain the common reasons for resistance to change?

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

  • Use Hofstede’s cultural dimension model and the Exit Interviews, Employee Engagement Surveys, 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 culture 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 American and the Singaporean employees:

    Uncertainty avoidance
    Power distance
    Long-term orientation

Guidelines for Submission

Submit a 2- to 3-page Word document with 12-point Times New Roman font, double spacing, and one-inch margins. Sources should be cited according to APA style. 

OL 620 Milestone One Rubric
Activity: 3-2 Final Project Milestone One: Benefits and Compensation Analysis (Section I, Parts A–C)

Course: OL-620-X3159 Total Rewards 22TW3

Name: Amber Keegan

Criteria Proficient Needs Improvement Not Evident Criterion Score

Benefits and Compensation Analysis: Issues or

Concerns

24 / 30

3

0 points

Analyzes the issues or

concerns of employees,

reviewed through the

qualitative data, for their

validity and importance for

organizational review,

considering the needs of

different employee

demographics within the

organization

0 points

Does not analyze the issues

or concerns of employees,

reviewed through the

qualitative data, for their

validity and importance for

organizational review

Criterion Feedback

You did not identify and analyze the issues or concerns that were expressed by the employees using the data provided on pages 3 and 4. For the most part the

content you placed under this head was so general that it would be best suited as the introduction as you merely restated the overarching reasons for

conducting the analysis.

WHAT issues and concerns did the employees express during the focus group? What percentage of employees indicated that said issue was important to them?

This information was provided in aggregated form on page 3 and quotes (qualitative data) were provided on page 4.

You asserted that “as Emerging Pharmaceuticals (E.P) expands, the corporate vice president has become cognizant that changes were needed via an Employee

Value Proposition study. Such matters regarding selections, health costs, working hours, advancement prospects, career paths, and pension plans were clear in

24 points

Analyzes the issues or

concerns of employees,

reviewed through the

qualitative data, for their

validity and importance for

organizational review,

considering the needs of

different employee

demographics within the

organization, but analysis is

cursory

Criteria Proficient Needs Improvement Not Evident Criterion Score

Benefits and Compensation Analysis: Targeted and

Addressed

24 / 30

more than thirty-seven percent of the personnel between thirty-one and fifty years of age who had kids…” (pp. 2-3). Just to clarify, the focus group would have

been a representation of the entire workforce, not just this 37%. The focus group would have been a representation of the entire workforce All of your

attributions of the results of the focus group to this demographic are incorrect.

According to SNHU (2018), “in response to the increasing exodus of employees to Medtronic, the vice president of human resources hired an external

consultant to conduct employee focus groups. She is concerned with the results, especially in employees aged 31-50 with at least 2 children, which make up

37% of the workforce” (p. 3).

Essentially, the vice president was concerned because she felt that the issues and concerns, such as selections and costs of the health plans, disenchantment

with the 401(k) plan, and work hours, that were brought to fore during the focus group learned of employee concerns about would be likely be exacerbated

within the demographic comprised of the “employees aged 31-50 with at least 2 children, which make up 37% of the workforce” (SNHU, 2018, p. 3). With that

being said, she did not state that the results were based on this group.

****The observations here are not all-inclusive but should serve as a guide as to the types of considerations that you would need to take to meet the

requirements of this assignment. Please refer to the assignment guidelines and rubric as to the requirements for the individual milestone assignments as well as

the final paper.

30 points

Determines key issues or

concerns of employees that

should be targeted and

addressed, based on the

provided qualitative data,

justifying response

0 points

Does not determine key

issues or concerns of

employees that should be

targeted and addressed

24 points

Determines key issues or

concerns of employees that

should be targeted and

addressed, based on the

provided qualitative data,

justifying response, but

determination is cursory,

illogical, or there are gaps

in the justification

Criteria Proficient Needs Improvement Not Evident Criterion Score

Benefits and Compensation Analysis: External

Benchmarking Data

30 / 30

Criterion Feedback

You DID NOT make determinations regarding the key issues/concerns and related reward components that you intended to target and address, using the

provided the quantitative data on EP’s current benefits and compensation system and the external benchmarking data provided on Medtronic.

****The observations here are not all-inclusive but should serve as a guide as to the types of considerations that you would need to take in order to meet the

requirements of this assignment. Please refer to the assignment guidelines and rubric as to the requirements for the individual milestone assignments as well as

the final paper.

24 points

Compares and contrasts

provided quantitative data

regarding the current

benefits and compensation

system with external

benchmarking data using

the provided tables,

justifying response, but

analysis is cursory, illogical,

contains inaccuracies, or

there are gaps in the

justification

0 points

Does not compare and

contrast provided

quantitative data regarding

the current benefits and

compensation system with

external benchmarking data

30 points

Compares and contrasts

provided quantitative data

regarding the current

benefits and compensation

system with external

benchmarking using the

provided tables and

justifying response

Criteria Proficient Needs Improvement Not Evident Criterion Score

Criterion Feedback

You compared and contrasted the quantitative data provided regarding EP’s current benefits and compensation system with external benchmarking data

provided on Medtronic. You justified your interpretation, but your analysis was cursory in some respects.

You stated that “at first look, Medtronic Inc.’s powerful worker’s health benefit schemes are outstanding against Emerging Pharmaceuticals via the analysis of a

range of benefit options outlined below” (p. 4_

The table is a great summarization of the benefits and should be used to supplement your discussion of these individual reward components. The table in no

way should replace the comparative analysis narrative for these reward components.

What you have so far is good, you just need to discuss the content in the table in narrative form. Also, you should only benchmark the reward components that

you determined should be addressed. In part B, you did not clearly articulate which issues would be addressed. If you play to address the issues associated with

each reward component that is listed in the table, then you must explicit state that in part B, then justify that determination using evidence from the case

document.

****The observations here are not all-inclusive but should serve as a guide as to the types of considerations that you would need to take in order to meet the

requirements of this assignment. Please refer to the assignment guidelines and rubric as to the requirements for the individual milestone assignments as well as

the final paper.

Total 88 / 100

Overall Score

Criteria Proficient Needs Improvement Not Evident Criterion Score

Articulation of Response 10 / 10
8 points

Submission has major

errors related to citations,

grammar, spelling, syntax,

or organization

that

negatively impact

readability and articulation

of main ideas

0 points

Submission has critical

errors related to citations,

grammar, spelling, syntax,

or organization that prevent

understanding of ideas

Criterion Feedback

• Per my “tips” announcement, SNHU should be credited as the author of the EP and Medtronic Comparison document. Medtronic is the author of the

Medtronic Benefits Information document. These authors should be cited as the authors of their respective documents in both the in-text citations and the

reference listings.

***Due to the differences in the rubrics for the milestone assignments and final paper, you may lose more points for Article of Response on that final paper

assignment, even though you may not have lost points here, if these errors are not addressed.

Points earned out of 100
The overall submission earned 71 points or more.

Final calculation of grades can be found in the

gradebook.

Points earned out of 100
The overall submission earned 1 points or more.

Final calculation of grades can be found in the

gradebook.

Points earned out of 100
The overall submission earned 0 points or more.

Final calculation of grades can be found in the

gradebook.

10 points

Submission has no major

errors related to citations,

grammar, spelling, syntax,

or organization

EXIT INTERVIEWS

Voluntary employee exits: One question answered with qualitative feedback

Job-Related Reason for Leaving % of respondents
Retirement 1%
Better pay 10%
Better benefits 4%
Lack of training 22%
Working conditions Not Applicable
Relationship with management 31%
Relationship with peers Not Applicable
Lack of career opportunities 29%
Changing careers 3%

Do you have any additional comments you would like to make?

Positive comments left by voluntary leavers:

“Enjoyed time here, progressed and developed skills; nice culture and lots of focus
on the ‘we.’”

“Fantastic team leader, can’t fault . . . has been the best I have ever had but
accepted another job with better pay and more career opportunities. I really liked
working with my Singaporean colleagues who definitely are interested in the bigger
picture.”

“Happy with my manager, given all the support needed. Accounting always able to
accommodate my needs. I am leaving for more training, career, and benefits for my
family.”

“I am taking a break to care for our newborn baby and plan to be a stay-at-home dad
for the rest of this year. I had a great time working in a multicultural organization. So
much respect for the very hardworking teams, especially the Singapore team, which
sometimes works without breaks. A lot to learn from them!”

“Good time spent with my sales manager learning more about tele sales; however, I
am leaving for a better sales incentive plan and less hierarchical style of
management.”

“My colleagues here in the USA told me that having a common agenda before
meetings will be very helpful. They appreciated knowing what to expect before going
in the meetings. I ensured that I always shared the agenda well ahead of meetings,
and I received positive feedback for it.”

Less positive comments from voluntary leavers, which primarily reflected themes
and comments reported earlier in the survey, were quite specific to individual
situations:

“This company seemed to have a very top-down management style in which high-
level managers make strategic decisions, and the lower staff implements it,
especially in Singapore.”

“They expect us to understand the Singaporean SOP, but we were not trained. I
doubt if a final copy of the SOP even exists.”

“I think this company expects employees to work and doesn’t expect us to push back
or provide feedback. I wanted my viewpoint considered by the executive team, and
it left me frustrated.”

“Issues took too long to get addressed—mentioned to management but not taken
on board. No transparency in the department. Difference between how people are
treated in the department.”

“Vagueness, and it seemed like it took forever for top leadership to give support to
solve complaints. This made me feel unheard, and it seemed like they just wanted to
avoid disagreements.”

“I love our Singapore colleagues. However, both units could not figure out a common
action tracker. We always insist on synchronous meetings. Why can’t we manage a
tracker asynchronously?”

“When I suggested ideas for improvement, it took the task force forever to get new
ideas implemented, and it was difficult to speed up this process. I don’t see why we
have to go through the Singapore team’s management when we can collaborate at a
team level?”

“Inconsistent ways of working. Communication needs improvement from top
leadership.”

“Some people feel they will never be promoted . . . need more comms between
management and team members.”

“I just got the feeling that only older people were going to have a chance at this
company and left for more career and professional development opportunities.”

“Things can definitely move faster when it comes to processes. However, the
company has a very top-down management style. All the strategic decisions are
made in Singapore while we just implement. ”

Forms of Resistance Grid

Organizational culture and change management are interlinked. Overcoming
resistance to change is one of the most challenging parts of change management,
and people often fear change, so they resist it.

This quick reference guide details the forms of resistance described on page 208 of
the textbook Lewis, L. (2019). Organizational Change; Creating Change Through
Strategic Communication, 2nd Edition. Wiley Blackwell.

Ambivalence
People who vocalize a move toward change and also

vocalize a struggle against change. They may
experiencing both positive and negative feelings about

different aspects of the change at the same time.

Peer-focused Dissent
People who do not challenge the change formally

may go underground and fear the label of
“troublemaker.” It may be a more aggressive

form of resistance.

Upward Dissent
People who attempt to use influence on decision-

makers during the change management process. Some
may seek to influence a leader through a third party

hoping the leader hears the concerns, but not directly
from the source.

Sabotage
People who attempt to stop the change or destroy the

change momentum. This resistance may be direct
actions such as threats, work slowdowns, feigning
ignorance, or subtle neglect, such as absenteeism.

Refusal/Exit/Activism
People who cannot adopt or adapt to change.

They may leave the company or become
employee activists who attempt to apply
pressure on the organization to sway the

OL 620 Milestone One Rubric
Activity: 3-2 Final Project Milestone One: Benefits and Compensation Analysis (Section I, Parts A–C)

Course: OL-620-X3159 Total Rewards 22TW3

Name: Amber Keegan

Criteria Proficient Needs Improvement Not Evident Criterion Score

Benefits and Compensation Analysis: Issues or

Concerns

24 / 30

3

0 points

Analyzes the issues or

concerns of employees,

reviewed through the

qualitative data, for their

validity and importance for

organizational review,

considering the needs of

different employee

demographics within the

organization

0 points

Does not analyze the issues

or concerns of employees,

reviewed through the

qualitative data, for their

validity and importance for

organizational review

Criterion Feedback

You did not identify and analyze the issues or concerns that were expressed by the employees using the data provided on pages 3 and 4. For the most part the

content you placed under this head was so general that it would be best suited as the introduction as you merely restated the overarching reasons for

conducting the analysis.

WHAT issues and concerns did the employees express during the focus group? What percentage of employees indicated that said issue was important to them?

This information was provided in aggregated form on page 3 and quotes (qualitative data) were provided on page 4.

You asserted that “as Emerging Pharmaceuticals (E.P) expands, the corporate vice president has become cognizant that changes were needed via an Employee

Value Proposition study. Such matters regarding selections, health costs, working hours, advancement prospects, career paths, and pension plans were clear in

24 points

Analyzes the issues or

concerns of employees,

reviewed through the

qualitative data, for their

validity and importance for

organizational review,

considering the needs of

different employee

demographics within the

organization, but analysis is

cursory

Criteria Proficient Needs Improvement Not Evident Criterion Score

Benefits and Compensation Analysis: Targeted and

Addressed

24 / 30

more than thirty-seven percent of the personnel between thirty-one and fifty years of age who had kids…” (pp. 2-3). Just to clarify, the focus group would have

been a representation of the entire workforce, not just this 37%. The focus group would have been a representation of the entire workforce All of your

attributions of the results of the focus group to this demographic are incorrect.

According to SNHU (2018), “in response to the increasing exodus of employees to Medtronic, the vice president of human resources hired an external

consultant to conduct employee focus groups. She is concerned with the results, especially in employees aged 31-50 with at least 2 children, which make up

37% of the workforce” (p. 3).

Essentially, the vice president was concerned because she felt that the issues and concerns, such as selections and costs of the health plans, disenchantment

with the 401(k) plan, and work hours, that were brought to fore during the focus group learned of employee concerns about would be likely be exacerbated

within the demographic comprised of the “employees aged 31-50 with at least 2 children, which make up 37% of the workforce” (SNHU, 2018, p. 3). With that

being said, she did not state that the results were based on this group.

****The observations here are not all-inclusive but should serve as a guide as to the types of considerations that you would need to take to meet the

requirements of this assignment. Please refer to the assignment guidelines and rubric as to the requirements for the individual milestone assignments as well as

the final paper.

30 points

Determines key issues or

concerns of employees that

should be targeted and

addressed, based on the

provided qualitative data,

justifying response

0 points

Does not determine key

issues or concerns of

employees that should be

targeted and addressed

24 points

Determines key issues or

concerns of employees that

should be targeted and

addressed, based on the

provided qualitative data,

justifying response, but

determination is cursory,

illogical, or there are gaps

in the justification

Criteria Proficient Needs Improvement Not Evident Criterion Score

Benefits and Compensation Analysis: External

Benchmarking Data

30 / 30

Criterion Feedback

You DID NOT make determinations regarding the key issues/concerns and related reward components that you intended to target and address, using the

provided the quantitative data on EP’s current benefits and compensation system and the external benchmarking data provided on Medtronic.

****The observations here are not all-inclusive but should serve as a guide as to the types of considerations that you would need to take in order to meet the

requirements of this assignment. Please refer to the assignment guidelines and rubric as to the requirements for the individual milestone assignments as well as

the final paper.

24 points

Compares and contrasts

provided quantitative data

regarding the current

benefits and compensation

system with external

benchmarking data using

the provided tables,

justifying response, but

analysis is cursory, illogical,

contains inaccuracies, or

there are gaps in the

justification

0 points

Does not compare and

contrast provided

quantitative data regarding

the current benefits and

compensation system with

external benchmarking data

30 points

Compares and contrasts

provided quantitative data

regarding the current

benefits and compensation

system with external

benchmarking using the

provided tables and

justifying response

Criteria Proficient Needs Improvement Not Evident Criterion Score

Criterion Feedback

You compared and contrasted the quantitative data provided regarding EP’s current benefits and compensation system with external benchmarking data

provided on Medtronic. You justified your interpretation, but your analysis was cursory in some respects.

You stated that “at first look, Medtronic Inc.’s powerful worker’s health benefit schemes are outstanding against Emerging Pharmaceuticals via the analysis of a

range of benefit options outlined below” (p. 4_

The table is a great summarization of the benefits and should be used to supplement your discussion of these individual reward components. The table in no

way should replace the comparative analysis narrative for these reward components.

What you have so far is good, you just need to discuss the content in the table in narrative form. Also, you should only benchmark the reward components that

you determined should be addressed. In part B, you did not clearly articulate which issues would be addressed. If you play to address the issues associated with

each reward component that is listed in the table, then you must explicit state that in part B, then justify that determination using evidence from the case

document.

****The observations here are not all-inclusive but should serve as a guide as to the types of considerations that you would need to take in order to meet the

requirements of this assignment. Please refer to the assignment guidelines and rubric as to the requirements for the individual milestone assignments as well as

the final paper.

Total 88 / 100

Overall Score

Criteria Proficient Needs Improvement Not Evident Criterion Score

Articulation of Response 10 / 10
8 points

Submission has major

errors related to citations,

grammar, spelling, syntax,

or organization

that

negatively impact

readability and articulation

of main ideas

0 points

Submission has critical

errors related to citations,

grammar, spelling, syntax,

or organization that prevent

understanding of ideas

Criterion Feedback

• Per my “tips” announcement, SNHU should be credited as the author of the EP and Medtronic Comparison document. Medtronic is the author of the

Medtronic Benefits Information document. These authors should be cited as the authors of their respective documents in both the in-text citations and the

reference listings.

***Due to the differences in the rubrics for the milestone assignments and final paper, you may lose more points for Article of Response on that final paper

assignment, even though you may not have lost points here, if these errors are not addressed.

Points earned out of 100
The overall submission earned 71 points or more.

Final calculation of grades can be found in the

gradebook.

Points earned out of 100
The overall submission earned 1 points or more.

Final calculation of grades can be found in the

gradebook.

Points earned out of 100
The overall submission earned 0 points or more.

Final calculation of grades can be found in the

gradebook.

10 points

Submission has no major

errors related to citations,

grammar, spelling, syntax,

or organization

MBA 687: Employee Engagement Surveys

Response Rate
The survey response rate is the first indication of the level of employee engagement
in any organization. Of the 140 employees invited to take the survey, 40 responded,
which is a response rate of 28.5%. As a rule, rates higher than 50% are best, while
rates lower than 40% may indicate trust problems within the organization, lack of
faith in leadership, and employees’ reluctance to engage in improvement efforts
until leadership demonstrates a clear commitment to change.

Company Data
1. Years of service with this organization

Less than 1: 52.5% of respondents
1–2: 27.5% of respondents
3–5: 15% of respondents
6–10: 2.5% of respondents
11–15: 0
16+: 0
Prefer not to answer: 2.5% of respondents

2. My race/ethnic identification

African American or Black: 60% of respondents
Hispanic or Latino/a/x: 12.5% of respondents
Anglo American or White: 12.5% of respondents
Asian: 5% of respondents
American Indian or Pacific Islander: 0
Multiracial or Other: 7.5% of respondents
Prefer not to answer: 2.5% of respondents

3. I am currently in a supervisory role

Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents

4. I received a merit increase during the past two years

Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 5% of respondents

5. I received a promotion during the past two years

Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents

6. I plan to be working for this organization in one year

Yes: 60% of respondents
No: 12.5% of respondents
Prefer not to answer: 27.5% of respondents

Employee Engagement Questions
Professional Development:

• In the last six months, my manager has talked to me about my progress, and
we developed goals to help me grow.

o 36% agreement
• I am satisfied with the on-the-job training I have received.

o 27% agreement
• There is adequate cross-training in my department.

o 36% agreement

Company Vision, Values, and Mission:
• I am familiar with the company’s vision and values.

o 26% agreement
• I have a clear understanding of the organization’s direction.

o 36% agreement
• The organization is changing for the better.

o 26% agreement

Teamwork or Workgroup:

• I receive the support I need from employees in my workgroup to do my job
effectively.

o 89% agreement
• My coworkers make me feel that I am part of the team.

o 78% agreement
• I trust my coworkers.

o 83% agreement
• My workgroup cooperates to get the job done.

o 73% agreement

Senior Leader/Middle Manager:
• Senior leaders focus on creating a positive team atmosphere.

o 36% agreement
• Senior leaders are open, honest, and transparent.

o 36% agreement
• Senior leaders encourage and empower me to take initiative and suggest

improvements.
o 26% agreement

• My middle manager is open, honest, and transparent.
o 70% agreement

Culture:

• This company is a team-oriented organization.
o 36% agreement

• This company challenges the status quo and seeks continuous improvement.
o 18% agreement

• Employees have a strong sense of personal responsibility for the
performance of their department and the performance of the company.

o 80% agreement
• Overall, people care about my well-being at work.

o 34% agreement

Work Environment:

• I see the connection between the work I do and the benefits received by
customers.

o 65% agreement
• I have enough authority to make the decisions I need to make.

o 36% agreement

Communications:

• I usually hear about important changes through management communication
rather than rumors.

o 36% agreement
• In my workgroup or team, my opinions count.

o 72% agreement

Diversity:

• The company tries to promote a work environment free from discrimination
and harassment.

o 41% agreement
• The environment at the company is supportive of the expression of different

opinions, styles, and perceptions.
o 18% agreement

• I am satisfied with the company’s efforts to support and encourage
differences.

o 34% agreement

Productivity:

• The technology, tools, and resources I have access to allow me to be as
productive as possible.

o 83% agreement
• Staffing levels have kept up with the increasing customer base, workload, and

infrastructure.
o 26% agreement

• Deadlines set by senior management are realistic.
o 18% agreement

• I am given the opportunity to do my best work.
o 26% agreement

Performance Management:

• I have a clear understanding of work expectations.
o 60% agreement

• My performance has a significant and direct impact on my pay.
o 26% agreement

MBA 687 LEADERS SELF EVALUATIONS

Note: Individuals rate their skill levels on the following scale:
Not Skilled | Minimally Skilled | Somewhat Skilled | Skilled | Very Skilled

Title: Vice President
Job Summary
Leads departments and operations for an entire organization and creates its overall vision,
mission, values, beliefs, and strategic goals. Directs and evaluates other executive leaders’
work and the success of the organization. Maintains awareness of external and internal
competitive landscapes, opportunities for expansion, customers, markets, and new industry
developments and standards. Manages the strategic plan that guides the direction of a
team’s business and collaboratively works with the executive management team to identify,
prioritize, and act upon company needs, focusing on integration strategies to ensure optimal
efficiency. This position requires competencies such as analytic and strategic thought, vision,
orientation to detail, customer focus, talent management, resource management, and
leadership skills.

Vice President Self-Assessment:
As I reflect on this past year, I have driven business expansion from startup and evaluated the
organization’s success. This past year, we identified ways to increase revenue and decrease
costs by 10%. I analyzed financial reports with the accounting manager, prepared new
operating budgets, and greenlit pilot projects using AI and chatbots to compete in an
increasingly digital economy. My understanding of the external factors affecting the
organization will help us think ahead and be ready for changes in the market. My most
tremendous success was bridging the gap between the company’s day-to-day running and
the board of directors’ sweeping visions. Since taking on the new role, I realize my leadership
skills come from years of experience and knowledge throughout life. This wisdom has
impacted my judgments, decisions, and actions. I have learned to focus on a clear purpose
and mission. I have consistently shown commitment and motivation since joining the
company, and I want us to succeed. I am a leader who focuses on meeting set deadlines and
objectives on time. I realize that I can be too controlling in a project, and I don’t give other
team members enough room to contribute or develop their ideas. I must learn to give others
more space and let them take the initiative, too. Maybe I should try harder to promote the
company’s culture and values within my team. While I regularly hold meetings with this in
mind, I should focus on boosting team spirit and collaboration. I am often frustrated, and I
find it hard to communicate when faced with other leaders’ behaviors. Despite the challenges
we faced this past year, I am incredibly proud of what my team and I have accomplished
during the past year.

Skill Level: Not
Skilled:

Minimally
Skilled:

Somewhat
Skilled:

Skilled: Very
Skilled:

Your level of
experience
demonstrating
each competency

I have
not
learned
this
skill

I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively

I have some
experience
demonstrating
this
competency
but still need
guidance

I have a good
amount of
experience
demonstrating
this
competency
independently

I always
demonstrate
this
competency
and could
provide
guidance/
training to
others

Leadership Skills

Strategic
Thinking Skills

People
Management Skills

Change
Management Skills

Communication
Skills

Ethical Practice ✔

Tech Savvy
/Computer Skills

Fostering
Teamwork

Visioning ✔

Self-Awareness and
Emotional
Intelligence (EQ)

Cross-Cultural
Awareness

Learning Agility ✔

Title: Sales Manager
Job Summary
Leads the sales and marketing functions, including strategic planning, budgeting, forecasting,
and maintaining scalable processes that differentiate and highlight the value proposition
from concept to execution for all business areas. Drives profitable revenue and market share
growth through domestic and international marketing programs to email, print/digital, CMS,
and social media platforms. This person is highly collaborative and works cross-functionally
to devise campaigns that engage, inform, and motivate to raise brand awareness. Manages
and coaches inside sales and outside sales teams.

Sales Manager Self-Assessment:
After taking the time to evaluate my performance, I would like to highlight a few of my best
achievements from the past year. At the beginning of the period, I spearheaded the launch of
our organization’s first sales industry research report. My promotional efforts helped secure
a speaking engagement at two national sales conferences, which will help the company meet
its annual objective of increasing industry exposure and promoting our customer value
proposition. Additionally, I assisted in overhauling our website content with IT and helped
procure a new data partner. As a result, our paid search efforts’ ROI has increased by 120%
year over year and influenced $6 million in our latest service line sales. Because of this year’s
marketing strategy’s ambitious nature, there were times when I pushed my team hard to
perform at their best, put in extra hours, and deliver on highly demanding projects. While I
would never compromise on my drive for results, I must take the time to give more
thoughtful and considerate feedback to members of my team.

This quarter, I noticed that I could have delegated and communicated strategic goals to our
team better. Passing more projects to the outside sales team will help me become more
efficient while also providing them more opportunities for skill-building and career
development. Additionally, I believe meeting with the VP, call center, and sales team bi-
weekly instead of monthly will help improve cross-department communication and ensure
marketing campaigns are better aligned with overall company goals.

By the end of next quarter, my goal is to improve my cross-cultural practices by taking an
online training session. I’ve been working more closely with the call center team in the past
few months and want to collaborate more effectively to understand and achieve our team
goals.

Skill Level: Not
Skilled:

Minimally
Skilled:

Somewhat
Skilled:

Skilled: Very
Skilled:

Your level of
experience
demonstrating
each competency

I have
not
learned
this
skill

I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively

I have some
experience
demonstrating
this
competency
but still need
guidance

I have a good
amount of
experience
demonstrating
this
competency
independently

I always
demonstrate
this
competency
and could
provide
guidance/
training to
others

Leadership Skills ✔

Strategic
Thinking Skills

People
Management Skills

Change
Management Skills

Communication
Skills

Ethical Practice ✔

Tech Savvy
/Computer Skills

Fostering
Teamwork

Visioning ✔

Self-Awareness and
Emotional
Intelligence (EQ)

Cross-Cultural
Awareness

Learning Agility ✔

Title: Accounting Manager
Job Summary
Manages accounting functions, including analyzing various accounting functions (A/R, A/P,
cost, and accounting) to understand what makes clients profitable, ensures accurate
transaction records, evaluates financial processing, and controls transaction processes.
Manages sub-ledger agreements (inventory, AR, sales, COGS) to the general ledger and
investigates and corrects any variances. This person sets the example of integrity, ensuring
monies and assets are protected against unauthorized use or removal and loss due to a
criminal act or breach of trust. Works cross-functionally, multitasks, problem solves, thinks
of the big picture, and focuses on process improvements to improve efficiency and follow
generally accepted accounting principles (GAAP). Coaches accounting associates and works
with operating managers to ascertain their need for accounting data.

Accounting Manager Self-Assessment:
After taking the time to evaluate my performance, I would like to highlight a few of my best
achievements from the past year. At the beginning of the period, I Initiated corrective actions
for maintaining accounting records, improving record accuracy by 75%. The accounting team
implemented an accounting records maintenance system, replacing the old, inefficient one. I
spearheaded our organization’s new digital timekeeping system, replacing the outdated
process and eliminating “paper” timekeeping. We continuously met audit standards this
year, and this is for two years in a row, owing to exceptional account management skills. This
quarter, I noticed that I have not been delegating enough work to other team members and
have challenges communicating strategic goals to our team. Passing more projects to the
accounting team will help me become more efficient while also providing them more
opportunities for skill building and career development.

By the end of next quarter, my goal is to streamline the accounting systems by implementing
standard operating procedures for each subsystem. It is important not to build silos and
understand the big picture and our team goals. I am working on transactional accounting
improvement, but I also think a strategic approach is necessary. I have worked closely with
the customer success coordinator/team leader, but I would like to address with top
leadership the communication breakdown, the top-down approach, and ways to collaborate
more frequently. I can offer my professional opinion on where best to align finance and
accounting programs to the strategic plan and on building action plans to support overall
business success.

Skill Level: Not
Skilled:

Minimally
Skilled:

Somewhat
Skilled:

Skilled: Very
Skilled:

Your level of
experience
demonstrating
each competency

I have
not
learned
this
skill

I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively

I have some
experience
demonstrating
this
competency
but still need
guidance

I have a good
amount of
experience
demonstrating
this
competency
independently

I always
demonstrate
this
competency
and could
provide
guidance/
training to
others

Leadership Skills ✔

Strategic
Thinking Skills

People
Management Skills

Change
Management Skills

Communication
Skills

Ethical Practice ✔

Tech Savvy
/Computer Skills

Fostering
Teamwork

Visioning ✔

Self-Awareness and
Emotional
Intelligence (EQ)

Cross-Cultural
Awareness

Learning Agility ✔

Title: Customer Success Manager
Job Summary
Manages the customer success function and provides input on strategic customer plans to
help identify areas where the company can improve overall service delivery, quality, and
excellence. Develops customer relationships that promote retention and loyalty. Creates
department policies and procedures that optimize the customer experience. This person has
the highest accountability level for call center supervision and performs basic human
resource tasks such as hiring and training staff. Coaches the customer success
coordinator/team leader in improving service efforts, scoring performance, and developing
support strategies based on customer feedback.

Customer Success Manager Self-Assessment:
In the past year as a call center manager for the company, I’ve increased the customer
satisfaction rate by 37% through overseeing day-to-day contact center operations and
business planning, employee development, operational efficiency, and service excellence. I
worked with the customer success coordinator to revise the existing cold call script and
added a stronger value proposition, resulting in an increased call time average. We started
interfacing closely with the sales department to ensure alignment and spent a great deal of
time “QC-ing” or monitoring queues and tracking inbound call performance. I coached our
customer success coordinator on performance metrics, including inbound calls, call waiting,
and abandonment rates. We started working on creating a new customer service training
manual and quality assurance form. I empowered the customer success coordinator to work
with the accounting team on the new timekeeping implementation.

After reflecting on my performance, I noticed that while my ability to build rapport with
employees and customers helps me as a manager, I will need to delegate more to the
customer success coordinator as the business grows. I began serving as the backup trainer
and assisted in onboarding nine new representatives, all of whom finished their first quarter
meeting performance standards. Given this experience and my commitment to continued
growth, I think there is room for improvement. I want to shift the call center culture to a
more employee-centric workplace where our employees are happy, comfortable, and valued.
I am aware of the possibility that the various technological advancements in AI voice
processing, customer analysis, and chatbots may improve customer satisfaction; however, it
could also make some employees redundant. I am unsure if our employees see leadership as
approachable and observant or sensitive to what the agent is trying to tell us, even indirectly.
If we can fix this, we can improve business performance and reduce turnover.

Skill Level: Not
Skilled:

Minimally
Skilled:

Somewhat
Skilled:

Skilled: Very
Skilled:

Your level of
experience
demonstrating
each competency

I have
not
learned
this
skill

I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively

I have some
experience
demonstrating
this
competency
but still need
guidance

I have a good
amount of
experience
demonstrating
this
competency
independently

I always
demonstrate
this
competency
and could
provide
guidance/
training to
others

Leadership Skills ✔

Strategic
Thinking Skills

People
Management Skills

Change
Management Skills

Communication
Skills

Ethical Practice ✔

Tech Savvy
/Computer Skills

Fostering
Teamwork

Visioning ✔

Self-Awareness and
Emotional
Intelligence (EQ)

Cross-Cultural
Awareness

Learning Agility ✔

Title: Customer Success Coordinator/Team Leader
Job Summary
Provides industry-leading customer care, order assistance, technical customer service, and
customer success team leadership while engaging in real-time troubleshooting of inbound
Tier II and Tier III customer requests by email and telephone. Coaches employees in all
customer service and contract sales facets, manages the customer care escalation chain, and
works with the customer success manager to improve overall service delivery improvement,
quality, and excellence. This person has a high level of accountability for call monitoring to
improve service efforts and scoring performance and develops support strategies based on
customer feedback. Works with a knowledge-sharing mindset, works with a sense of
urgency, works cross-functionally, is a problem solver, and thinks outside the box while
troubleshooting the root cause of all customer success center problems to identify the
action(s) required to resolve the customer’s issue immediately. Serves as customer success
trainer.

Customer Success Coordinator/Team Leader Commentary:
In the past year as lead agent in the call center for the company, I’ve worked with my
manager to increase customer satisfaction rate by 37% through revising the existing cold call
script, adding stronger value propositions, and focusing on quality control QC-ing and agent
dashboards. I spent time with agents, communicating performance expectations on inbound
calls, call waiting, and abandonment rates. I monitored calls using our new quality assurance
form. I handled 15–20 customer requests to speak with a supervisor per day and positively
resolved the issues. I assisted my manager in 36 employee evaluations, detailing
observations of positive performance, opportunities for improvement, and specific details of
supervisor calls taken for the week. I demonstrated the ability to handle 50 or more calls a
day as the lead customer success agent, too. By decreasing my talk time by 15 seconds per
call, I believe I can increase my call-per-hour rate by at least 10% next quarter without
negatively impacting customer satisfaction. I also worked with the accounting manager and
her team to implement the new digital timekeeping system and train all agents.

After reflecting on my performance, I noticed that while my ability to work with employees at
all company levels is one of my best skills, I understand our customers. I am ready to take on
more HR-related responsibilities. I began serving as the lead customer success trainer and
helped my manager onboard nine new representatives. I would like to understand the call
center’s company goals and work with my manager to shift the call center culture to a more
employee-centric workplace. Many call center workers have been here less than two years
(27.5 %), and most call centers run an average 30–45% turnover. Let’s focus on retention. I
believe that additional sales training and education about our products would help me
increase my up-selling performance in line with company expectations. I want to discuss a
potential promotion to assistant customer success manager.

Skill Level: Not
Skilled:

Minimally
Skilled:

Somewhat
Skilled:

Skilled: Very
Skilled:

Your level of
experience
demonstrating
each competency

I have
not
learned
this
skill

I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively

I have some
experience
demonstrating
this
competency
but still need
guidance

I have a good
amount of
experience
demonstrating
this
competency
independently

I always
demonstrate
this
competency
and could
provide
guidance/
training to
others

Leadership Skills ✔

Strategic
Thinking Skills

People
Management Skills

Change
Management Skills

Communication
Skills

Ethical Practice ✔

Tech Savvy
/Computer Skills

Fostering
Teamwork

Visioning ✔

Self-Awareness and
Emotional
Intelligence (EQ)

Cross-Cultural
Awareness

Learning Agility ✔

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