The performance management system that is already in place is archaic and inefficient. The three major areas of concern are:

1. The difference between the existing condition and the state that is wanted.

2. The urgent need for change because of falling sales and rising levels of competition.

3. Varying degrees of preparedness for change among members of the organization.

The result of the apprehensions mentioned above exemplifies the continuation of low performance and the possibility for the loss of talent which are both unembellished consequences of being stagnant. The disparity between the actual and ideal states of the company reveals the urgent and necessary requirement for organizational reform. The existing performance management system is lacking in clarity and consistency, which has led to poor employee performance and discontent on the part of the employees (Hayes, J. (2014). Because of falling revenues and rising levels of competition, the corporation really needs to make the adjustment as soon as possible. The organization runs the danger of experiencing additional deterioration as well as the possible loss of critical personnel if a new performance management system is not implemented.

The preparedness of members of the organization for change is evaluated using methods such as surveys and interviews (Cameron, E., & Green, M. (2015). According to the findings, many employees are willing to adapt to new circumstances and acknowledge the requirement for an updated performance management system. On the other hand, we anticipate some level of opposition from managers who are content with the existing system and are afraid of surrendering power. If the change is not implemented, there may be consequences such as continuous bad performance, a decline in employee morale, and the possibility that talented employees would leave the company to work for competitors.

The 8-Step Process developed by Kotter will serve as the blueprint for the transformation approach (Kotter, J. P. (1996). The first thing that must be done is to instill a feeling of urgency by conveying the significance of the need for change as well as the potential repercussions of ignoring the need for change. This will be accomplished through one-on-one interactions with managers and staff, as well as through town hall meetings and email contact.

The formation of a directing coalition is going to be the second step. To accomplish this goal, a group of important stakeholders, consisting of senior executives, managers, and employees from a variety of departments, will need to be assembled[HMK1]. The coalition is going to oversee pushing the change project and making sure that everyone at every level of the organization is on board with it.

Creating a distinct vision and approach for the new performance management system will be the third step that has to be taken. To accomplish this, I will need to undertake an in-depth examination of the existing system, locate areas in which there is room for improvement, and describe the advantages of the new system. All the staff will get information on the vision and strategy through a series of presentations, seminars, and written materials.

Successful communication of the vision and plan will be the fourth step that has to be taken. This will entail frequent communication channels, including emails, newsletters, and team meetings, as well as training sessions, to guarantee that all workers understand the reasoning for the change and how it will affect them individually.

The fifth step will consist of giving personnel the authority to carry out the vision. To accomplish this goal, training and resources will be made available to employees and managers, respectively, so that they may better comprehend and apply the new performance management system. Employees will have access to programs that help them transition to the new system and acquire the skills they need thanks to the implementation of coaching and mentoring initiatives.

The sixth step will be to achieve some success in the near term. To achieve this goal, I will need to find fast wins (list the wins) and celebrate victories to generate momentum and demonstrate the efficacy of the new performance management system. Employees who demonstrate an increase in performance and who accept the new system should be recognized and rewarded for their efforts; this will assist in driving other employees to embrace the change.

Consolidating gains and producing more change will be the seventh step in the process. This will need constant monitoring and evaluation of the efficacy of the new system known as continuous improvement, as well as the implementation of any required modifications and the resolution of any resistance or obstacles that may occur. It has been decided that regular feedback loops will be formed to collect input from workers and make modifications to the system as required.

  Implementing the change throughout the organization will be the eighth step. This will require integrating the new performance management system which focuses on the EPA's into the organization's culture as well as its operations. Doing so will ensure that the change will be one that can be maintained over the long run. This will be accomplished by implementing programs for continuous training and development, conducting performance evaluations, and integrating the new system into the performance measurement and incentive systems.

 

- What are the Readiness for Change ?

- List the wins for sixth step.

- What are the actual titles of senior executives, managers, and add levers and brief description on their duties ?