Need help in rewriting this in my own words please

Employee Confidence

Since the inception of the U.S. branch, there has been some concern about employee

confidence in leadership and their ability to manage the change process. As the site began

operations there were concerns surrounding communication and expectation setting across both

sites. Employees have indicated that their expectations differ between the Singapore and U.S.

branches of the organization. This concern has yet to be addressed leading to high employee

turnover and considerable costs to hire new employees each time. This concern has translated to

the response rate for the employee engagement survey. With over 100 employees and only 40

respondents, a response rate of less than 40% is a cause for concern. Employees' lost faith

appears to be impacting leadership's ability to enact organizational change.

Based on this, change needs to be immediate and swift to ensure attrition rates do not

continue to climb leading to increased costs per employee. This waste in the budget could be

used in various ways, including improving the employee experience. However, it is being wasted

on additional hires and unemployment payouts. Financially, this system is unsustainable for this

branch and will likely have to close operations if not improved upon. To enact this type of

change, both middle management and team leads will need to take an important step towards

addressing employee concerns. Creating an adoption mindset stems from taking time to actively listen, address concerns, and find solutions to challenges. This development of trust and

accountability ensures employees feel heard, validated, and appreciated. Once trust is established

managers can begin to address changes need to improve morale and work performance. These

changes, while critical, cannot happen without buy-in from employees. Middle managers and

team leads' primary focus during times of volatility and change is to bridge the gap between

senior leadership and the individual contributors they oversee. Managing the change and

receiving feedback are primary roles during the change management process. This allows for

leadership to measure change efficacy and continue to focus on business growth opportunities.

However, based on leadership self-evaluations, there are too few ready to take ownership of

managing changes needed. Almost every leader indicated that they do not find themselves strong

in change management. Combining differing leadership styles may serve the company well as

new methods of change management are enacted. More directive leadership styles may struggle

through change management as change requires flexibility rather than structure. With most of the

company power centralized amongst the core leadership team it will be challenging to enact

large-scale change, especially without many leaders truly understanding the employee

experience. The company has thus far exhibited a top-down leadership approach. Increasing

leadership impact on the individual level will avoid non-impactful changes in the employee

experience.