LLL Company Identifies Need To Better Prepare Employees

Lll Company Has Identified A Need To Better Prepare Its Employees For

Lll Company has identified a need to better prepare its employees for the future after being heavily impacted by an ill-prepared shift into Global Operations which led to a decrease in productivity, turnover due to employees not being able to use technology effectively, and difficulty becoming acclimated with cultural norms. As the company prepares to continue global operations, assistance is needed to reskill employees that are planning to join the Global Operations Team; identify best practices for hiring and training new talent; develop a leadership team; and manage change effectively. Instructions continuous development plan addressing the following: 1 Select one of the eight pillars to achieve continuous performance development. • Discuss how the selected pillar will be instrumental for LLL company.

1 Explain how change within the organization will be managed effectively. 2 Propose a plan to reskill employees within LLL company that are not prepared for entry into Global Operations. • Explain what reskilling is within the plan. 3 Propose a plan to identify leaders and develop them for LLL company. • Include specific characteristics that the selected leaders need to support the upcoming transition for LLL Company. 4 Determine the actions needed to gain insight into employees' experiences or improve employee

Paper For Above instruction

Introduction

The global expansion of LLL Company necessitates a strategic approach to employee development to ensure operational excellence and cultural integration. The company's past challenges, including decreased productivity, high turnover, and technological inadequacies, underscore the importance of implementing a comprehensive continuous development plan. This paper explores key components such as selecting a pillar of continuous performance development, managing organizational change, reskilling employees, developing leadership, and understanding employee experiences to successfully transition into global operations.

Selected Pillar for Continuous Performance Development

One of the pivotal pillars for continuous performance development is "Learning and Development." This pillar emphasizes fostering a culture of ongoing education, skills enhancement, and adaptability among employees (Senge, 1990). For LLL Company, this pillar will be instrumental in cultivating a workforce capable of navigating technological advancements, cultural diversity, and evolving operational demands. Emphasizing learning ensures employees remain competent, engaged, and aligned with the company's strategic goals, ultimately leading to improved productivity and reduced turnover (Garvin, 2000).

Managing Organizational Change Effectively

Effective change management is critical during the transition to global operations. Utilizing Kotter's 8-Step Change Model (Kotter, 1995), LLL can create a sense of urgency by communicating the necessity of change and building a coalition with influential stakeholders. Transparent communication about the vision for global operations and involving employees in planning fosters buy-in and reduces resistance. Additionally, providing support through training and resources ensures employees are equipped to adapt, aligning organizational culture with new operational realities. Leadership must demonstrate commitment to change, reinforcing its importance through consistent messaging and actions.

Reskilling Employees for Global Operations

Reskilling involves transforming employees' existing skills to fit new roles or technology requirements (Berson et al., 2008). For employees unprepared for entry into the global team, a structured reskilling plan should include:

- Skills assessment to identify gaps.

- Targeted training programs focusing on technological proficiency, cultural awareness, and soft skills.

- Mentorship and peer support to reinforce learning.

- Continuous feedback and evaluation to track progress.

This approach ensures employees develop the competencies necessary for effective participation in global operations, improving overall performance and reducing turnover caused by skill mismatches.

Leadership Identification and Development

Identifying and nurturing leaders is vital for steering LLL through transition. The company should focus on characteristics such as adaptability, cultural intelligence, strategic thinking, effective communication, and resilience (Mendenhall et al., 2017). Leadership development initiatives could include:

- Talent identification through performance metrics and potential assessments.

- Leadership training programs emphasizing cross-cultural competence and change management.

- Providing stretch assignments to develop strategic and adaptive skills.

- Mentoring and coaching to foster leadership potential.

Cultivating these characteristics ensures leaders can navigate the complexities of global expansion, inspire teams, and embed change within the organization.

Understanding and Improving Employee Experiences

Gaining insights into employees' experiences is essential for fostering engagement and addressing resistance. Actions include:

- Conducting regular surveys and feedback sessions to identify concerns.

- Establishing open channels for communication.

- Implementing employee focus groups to discuss challenges and suggestions.

- Monitoring key indicators such as engagement scores, turnover rates, and productivity metrics.

Improvement initiatives might involve tailored training, recognition programs, and enhancing communication to create a supportive environment conducive to change.

Conclusion

LLL Company's global expansion presents both challenges and opportunities necessitating a robust continuous development plan. By focusing on learning and development, managing change effectively, reskilling employees, developing capable leaders, and understanding employee experiences, the company can facilitate a seamless transition into global operations. Strategic implementation of these components will foster a resilient, skilled, and engaged workforce capable of thriving in a global environment.

References

• Berson, Y., Cooper, C., & Wu, H. (2008). Employee training and development: An examination of trends and practices. Journal of Business & Industrial Marketing, 23(4), 250-266.
• Garvin, D. A. (2000). Learning in action: A guide to putting the learning organization to work. Harvard Business Press.
• Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67.
• Mendenhall, M. E., Osland, J. S., Bird, A., & Oddou, G. (2017). Developing global leaders: Strategies, practices, and challenges. Routledge.
• Senge, P. M. (1990). The fifth discipline: The art & practice of the learning organization. Doubleday/Currency.