Write a 6–10-page paper on Walmart Change Management Plan ✓ Solved

Section I: Organization: Describe the organization and comment on the HR change that the organization should make. Utilize effective diagnostic tools to assess the organization's ability to change. Support assertions with theoretical evidence. Describe the company in terms of industry, size, number of employees, and history. Analyze in detail the current HR practice, policy, process, or procedure that you believe should be changed.

Formulate three valid reasons for the proposed change based on current change management theories. Appraise the diagnostic tools that you can use to determine an organization’s readiness for change. Propose two diagnostic tools which you can utilize to determine if the organization is ready for change. Defend why you believe the diagnostic tools selected are the best choice for diagnosing change in the organization. Using one of the diagnostic tools you selected, assess the organization’s readiness for change.

Provide results of the diagnostic analysis Explain the results Interpret whether or not the organization is ready for change. Substantiate your conclusion by referencing current change management theories. Section II: Kotter Change Plan: Utilizing the Kotter eight-step method of change, create a solid change management plan for the HR initiative you identified as requiring improvement. Ascertain how each of the steps applies to your specific organization. Develop a strategy that illustrates how you would address each of the eight stages of change: Establishing a sense of urgency. Creating a coalition. Developing vision and strategy. Communicating the vision. Empowering broad-based action. Generating short-term wins. Consolidating gains and producing more change. Anchoring new approaches into the culture.

Section III: Resistance and Communication: Research methods of minimizing resistance to change and create a plan to address resistance within your change management initiative. Diagnose the reasons for resistance to change. Interpret the potential causes of resistance in the organization. Identify and describe three potential causes of resistance to your change plan. Identify and describe three potential sources of resistance to your change plan. Create a plan for minimizing possible resistance to your change management plan. Elaborate on the relationship between resistance to change and communication. Evaluate three communication strategies. Recommend one communication strategy that would be applicable to your organization. Diagnose why this communication strategy is best for your organization. Create a solid communication plan for your change initiative.

Section IV: Sustaining Change: Research methods of sustaining change in organizations and create a plan for sustaining proposed change. Recommend two strategies for sustaining change: Diagnose the two theories from a scholarly perspective Evaluate why the strategies selected are viable for the organization Section V: Presentation: Create a visually appealing and informative presentation espousing the importance of the change management plan you developed. Create a 10–15 slide PowerPoint presentation to submit to executive leadership and board members outlining and describing your recommended change. Include the following criteria: Be creative in your design so that is appealing to others. Ensure that all of the major points of the plan are covered. Create bulleted speaking notes for your presentation to the shareholders in the Notes section of the PowerPoint. Note: You may create or assume any fictitious names, data, or scenarios that have not been established in this assignment for a realistic flow of communication.

Use a professional technically written style to graphically convey the information. Create a video of yourself presenting the presentation to key stakeholders. Note: View the Creating a Presentation for Your Course playlist for tutorials on creating and submitting video assignments Section VI: References: Utilize good scholarly research skills and writing skills to develop a solid change plan and presentation. Use at least 10 quality academic resources in this assignment. Note: Wikipedia and other similar Websites do not qualify as academic resources Write clearly and concisely about managing organizational change using proper writing mechanics. The specific course learning outcome associated with this assignment is: Create a proposal for a change management plan for an organization.

Paper For Above Instructions

Walmart Inc., known as the largest retailer globally, has a substantial presence in the retail market, offering a vast range of products from groceries to electronics. Established in 1962 by Sam Walton, Walmart has grown into an empire with over 2.3 million employees worldwide and 10,500 stores in 24 countries (Walmart Inc., 2023). However, in a rapidly changing retail environment marked by increased online competition and evolving customer preferences, Walmart faces pressing HR challenges that necessitate strategic change management.

To initiate this change, we propose that Walmart undertake a comprehensive assessment of its HR practices concerning employee engagement and retention, particularly in a post-pandemic world where the workforce's expectations have shifted. The proposed HR change should focus on enhancing employee well-being to foster a more engaged and productive workforce.

Utilizing diagnostic tools such as the Organizational Readiness for Change (ORC) tool and the Change Management Assessment (CMA) framework will assess Walmart’s ability to adapt. The ORC tool focuses on measuring the motivation, capacity, and resources available to implement change, while CMA evaluates existing change experiences and readiness (Weiner, 2009). These tools are particularly effective in diagnosing change readiness in large organizations like Walmart due to their structured approach and focus on clear actionable insights.

Three reasons supporting the need for enhancing employee engagement include the following: first, according to Herzberg's Two-Factor Theory, employees are motivated not just by monetary rewards but also by intrinsic factors such as recognition and career growth (Herzberg, 1959). Second, job satisfaction, tied closely to employee engagement, has a direct impact on performance, which is crucial for maintaining Walmart’s competitive edge (Harter et al., 2002). Third, research indicates that engaged employees create a positive workplace culture and enhance customer experiences, leading to better business outcomes (Gallup, 2021).

To determine readiness for this change, we will utilize the ORC tool to assess three critical areas: employee perceptions of management support, their motivation for change, and organizational capacity (Weiner, 2009). Initial diagnostic analysis reveals mixed responses within the workforce, suggesting a moderate readiness for change, particularly among younger employees who seek more engagement strategies.

Moving forward, we will employ Kotter’s eight-step change model to structure our change management plan. Step one, establishing a sense of urgency, can be achieved by disseminating data on employee turnover rates and their correlation with customer satisfaction. Step two involves creating a coalition of key influencers from various departments who will champion the change. In step three, we will develop a clear vision by outlining the desired outcomes, such as improved employee satisfaction scores and lower turnover rates.

In step four, communicating the vision effectively will involve multi-channel strategies such as town hall meetings, newsletters, and training sessions to ensure every employee understands the objectives. For step five, empowering broad-based action requires removing bureaucratic obstacles that impede change, such as complex approval processes for new initiatives. Steps six and seven focus on generating short-term wins by pilot testing new engagement practices in select stores and consolidating gains through ongoing feedback and reporting.

Finally, in step eight, we will anchor new approaches into the corporate culture by incorporating engagement strategies into Walmart’s core values and performance evaluations for management. This holistic approach will reinforce the message that employee engagement is essential to the organization’s success.

Addressing potential resistance to change is critical, and research identifies three primary causes: fear of the unknown, perceived loss of control, and prior negative experiences with change (Oreg, 2006). Sources of resistance could include frontline employees, mid-level managers, and union representatives. To minimize resistance, we must create targeted supportive structures that include training workshops and open forums to discuss concerns. Furthermore, effective communication is paramount, as it establishes trust and provides clarity during the transition.

Three communication strategies—active listening, transparent updates, and providing frequent feedback—will be vital to the change initiative's success. The recommended strategy is transparent updates shared through regular briefings and digital platforms, enabling real-time engagement with employees and addressing concerns promptly. Such transparency fosters a supportive culture where change is perceived positively rather than as a disruptive force.

To sustain the proposed changes, two strategies will be recommended: continuous learning and integrating feedback mechanisms. Continuous learning can be implemented through ongoing professional development programs that adapt to employee feedback, aligning training with their needs. Theories such as Lewin's Change Management Model emphasize unfreezing existing practices, making necessary changes, and refreezing (Lewin, 1947), which supports the rationale behind these strategies.

In summary, Walmart's change management plan focuses on enhancing employee engagement and satisfaction to improve organizational performance. By leveraging tried-and-true change management frameworks and ensuring active communication, Walmart can navigate the complexities of change while fostering a positive and engaged workforce. This plan, when executed effectively, promises to position Walmart for sustained competitive advantage in the evolving retail landscape.

References

• Gallup. (2021). State of the American Workplace. Gallup Press.
• Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.
• Herzberg, F. (1959). The Motivation to Work. John Wiley & Sons.
• Lewin, K. (1947). Group decision and social change. In Newcomb, T. M., & Hartley, E. L. (Eds.), Readings in Social Psychology (pp. 197-221). Holt, Rinehart, & Winston.
• Oreg, S. (2006). Resistance to change: Developing an individual differences measure. Journal of Applied Psychology, 91(4), 1245-1254.
• Walmart Inc. (2023). Annual Report. Walmart Inc.
• Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science, 4(1), 67.