Using the case scenario and Training objective below, Case Scenario - Change Management at Walmart Walmart is undergoing a significant transformation aimed at enhancing operational efficiency and customer experience through the adoption of automation technologies. One key aspect of this transformation is the implementation of self-checkout kiosks in Walmart stores across the country. While the introduction of self-checkout kiosks promises to streamline the checkout process and reduce waiting times for customers, it has also sparked resistance and apprehension among some frontline employees, such as Mary, David, and Linda. Mary, a seasoned cashier with over a decade of experience at Walmart and valued for her personalized customer service, feels uncertain about her role and fears being replaced by technology. Despite receiving training on how to assist customers with using the self-checkout kiosks, Mary exhibits resistance by avoiding proactive engagement with customers and expressing skepticism about the effectiveness of the new system to her colleagues. Mary's reluctance to embrace the change manifests in her behavior during peak hours, where she prioritizes serving customers at traditional checkout lanes over assisting those using the self-checkout kiosks. Her resistance contributes to longer wait times at traditional checkout lanes and undermines the intended benefits of the self-checkout initiative. David, the Frontend Supervisor, has been overseeing the frontend operations at Walmart for several years. He's accustomed to managing the checkout lanes, ensuring smooth operations, and addressing any customer concerns promptly. With the introduction of self-checkout kiosks, David feels his authority and control over the frontend operations are being challenged. Despite being trained on how to monitor and assist customers using the self-checkout kiosks, David exhibits resistance by downplaying the importance of the new system to his team. He encourages cashiers to focus on traditional checkout lanes, arguing that human interaction is crucial for providing excellent customer service. David's resistance stems from a fear of losing control over the checkout process and a reluctance to adapt to the changing dynamics of frontline operations. Similarly, Linda, the Customer Service Manager, is responsible for ensuring a positive shopping experience for customers at Walmart. She prides herself on her ability to resolve customer complaints and address any issues promptly. With the introduction of self-checkout kiosks, Linda feels overwhelmed by the increased volume of customer inquiries and complaints related to the new system. Despite being trained on how to troubleshoot common issues with the self-checkout kiosks and assist customers with using them, Linda exhibits resistance by delegating these tasks to her team of associates. She avoids engaging directly with customers using the self-checkout kiosks, citing other pressing responsibilities. Linda's resistance is fueled by a fear of being unable to meet customer expectations and a sense of frustration with the additional workload imposed by the new system.

Training Objectives Upon successful completion of this training, employees will be able to: Describe the 5 steps involved in managing change. Apply change management steps to various situations.

Draft a Training Content, Methods, and Material/Equipment, using the rubric below: *This section should be organized in a chart format( see sample below) Content or learning points are provided for each training objective- content is of high quality, specific and detailed as well as relevant to the training objectives No obvious topics/content were omitted from the list A variety of training methods (at least 3) are incorporated Training methods are appropriate for the content and the characteristics of the trainees A list of all materials and equipment required for the training program is included Materials and equipment are appropriate given the content and methods An explanation is provided for the selection of three different training methods included in the training plan (this should be an extra section after the chart)

Training Plan Sample

Learning Objective	Content	Method	Material/Equipment
1. Identify the importance of the interview process to the organization's strategy	Excellent customer service key to organization's success Importance of hiring employees that will promote excellent customer service	Lecture DVD Exercise/Discussion	Computer & projection system Power Point DVD- "Hire the Right Person" * Workbook/pens
2. Define appropriate and legal interview questions according to the Ontario Human Rights Code.	Overview of the Ontario Human Rights Code Identification of the prohibited grounds of discrimination in employment Prohibited grounds related to interview questions- what can and cannot be asked	Lecture Discussion Exercise/Activity	Power Points Handout- list of prohibited grounds Handout- related to exercise/activity
3. Develop interview plan using the Job Description.	Identify key competencies- KSAs for the job Formulate questions Prepare opening and closing comments for interview	Discussion Exercise/Activity Exercise/Activity	Job Description Flip Chart Paper and markers Handout- related to exercise/activity