Need help in rewriting this in my own words please

Employee's Confidence

Currently the organization is seeing the following problems:

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 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.

By evaluating the above visual charts, and responses to the Employee Engagement Survey as

well as the Leaders' Self-Evaluations, we find that building confidence among employees and

the company's leadership is highly important, and urgent. In order for the organization to reach

its goals and resolve the problems plaguing the organization, a cultural shift, and senior

management change is required.

To resolve these morale, training, and communication problems, the organization will need to adopt a more inclusive and diverse mindset to bridge communication between senior leaders and the frontline staff. Middle managers and Senior leaders will need to display excitement and urgency in taking ownership of the changes, having the ability and authority to implement necessary proposed changes for the organization.

Leadership styles and power distribution greatly impact change readiness by signaling

frontline staff of the values and culture of the organization, leading employees to difficult but

necessary changes with minimal change resistance.

Opportunities to Increase Change Readiness and Trust

As indicated in the Exit Interviews, we found that the top three reasons employees are

leaving the organization are because of: Lack of Training, Relationship with Management and

Lack of Career Opportunity.

Two forms of resistance found in the exit interviews are refusal/exit and upward dissent.

Refusal/exit was indicated by employees who cannot adapt to change, leaving the company after

attempting to apply pressure to the organization; in the exit interviews we found the less positive

comment "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?". Upward

dissent is people who attempt to use influence on decision makers during the change

management process, sometimes seeing to influence a leader through a third party; in the exit

interviews we found the less positive comment "Some people feel they will never be promoted . .

. need more comms between management and team members."