MBA-687
1-4: Email: Reasons for Failure to Change
To: Vice President
From: Human Resources Consultant
Re: Regarding failure to change and U.S. employment impact
Good Afternoon,
The purpose of this email is to inform you about some reasons for failure to change,
which may influence the change readiness of the employees at the U.S. branch.
Reasons for Failure
, While a number of reasons exist as to why organizations fail at making changes, we will
only focus on two of them.
The first reason is that an organization has no clear and compelling reason to change.
While most major changes come from a financial necessity, the reasons for larger-scale change
have to be made clear for all stakeholders. Employees need to understand why change is
necessary and the effect it will have on them directly [ CITATION Mic20 \l 1033 ]. Based on
the results of the employee engagement surveys, only 26% of employees are familiar with the
company’s vision and values. If employees are not onboard with the organization’s vision and
value, or the organization does not have an established vision or values, employees will be
resistant to any major changes.
Another reason that change can fail is a lack of communication by senior leadership.
Upper management has to get every employee onboard with any kind of major change and get
them involved in the change process. The employee engagement survey shows that only 36% of
employees hear about important changes through management communication.
11:16:01 -06:00
1-4: Email: Reasons for Failure to Change
To: Vice President
From: Human Resources Consultant
Re: Regarding failure to change and U.S. employment impact
Good Afternoon,
The purpose of this email is to inform you about some reasons for failure to change,
which may influence the change readiness of the employees at the U.S. branch.
Reasons for Failure
, While a number of reasons exist as to why organizations fail at making changes, we will
only focus on two of them.
The first reason is that an organization has no clear and compelling reason to change.
While most major changes come from a financial necessity, the reasons for larger-scale change
have to be made clear for all stakeholders. Employees need to understand why change is
necessary and the effect it will have on them directly [ CITATION Mic20 \l 1033 ]. Based on
the results of the employee engagement surveys, only 26% of employees are familiar with the
company’s vision and values. If employees are not onboard with the organization’s vision and
value, or the organization does not have an established vision or values, employees will be
resistant to any major changes.
Another reason that change can fail is a lack of communication by senior leadership.
Upper management has to get every employee onboard with any kind of major change and get
them involved in the change process. The employee engagement survey shows that only 36% of
employees hear about important changes through management communication.
11:16:01 -06:00
