Sears Holdings’ Change Management

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The internal lack of performance can be a serious problem for any organization and prevent it from attaining the desired outcome. The complexity of the given aspect is also evidenced by the fact that. In some cases, the correct identification of this problem and its management can be difficult and demand the assistance of third parties because of their ability to look at the issue from another angle and outline the major factors that can be linked to a performance problem. For the given case, identification of the aspect is followed by emphasizing the need for the training, major stakeholders who should be engaged in these practices, and benefits that might be generated due to the implementation of the proposed plan.

Sears Holdings is the client organization that is interested in the evaluation of its performance to discover the problem and offer ways to solve it. The company once used to be the biggest retailer company in the USA with a broad customer base and stable income (Cain, 2019). However, because of the set of various factors and the appearance of new competitors, Sears is at the edge of bankruptcy at the moment (Cain, 2019).

The company plans to engage in a radical change process presupposing alteration of its culture and management approaches. However, prior to making the first steps, it wants to determine whether the lack of performance exists at the moment and how it can be addressed by using relevant methods and techniques.

The desired goal can be achieved by applying the ADDIE model. It presupposes the five stages of any process, such as analysis, design, development, implementation, and evaluation (Cameron & Green, 2019). Thus, the analysis of the company’s functioning helps to discover the problem, which is the low preparedness levels among workers of the male department and their inability to meet the growing diversity of clients’ demands. Moreover, they are demotivated by the current state of the company.

This problem results in the deterioration of outcomes and the inability to attain the current goals. The resolution of the given issue will contribute to the improvement of the current situation and the creation of the basis for the future rise of the firm and its increased competitiveness.

The identification of the need for training is another part of the positive change and ADDIE model. It is needed to design and develop appropriate solutions and meet the current demands of the workers. For this reason, it is possible to use surveys and interviews as the potent evaluation tool. It will help to collect relevant data about the current problem and determine the set of measures that can be used to assist workers in their attempts to acquire new skills and training (Kinicki & Williams, 2019). Moreover, the employment of this tool can help to understand the current level of employees’ motivation and conclude about the need for approaches that can guarantee better workers’ engagement and readiness to work harder.

The success of training also depends on the correct determination of trainees’ suitability for it. Prior to shifting to the implementation stage of the ADDIE model, it is fundamental to ensure that selected personnel meet the demands of planned training activities and have skills, knowledge, and motivation that will help them to attain success (Cameron & Green, 2019). It can be determined by tests among employees focused on evaluating their overall preparedness levels and interviews to promote a better understanding of motivation and desire to participate (Cameron & Green, 2019).

The suitability for training is the major success factor, which means that the accuracy of its assessment should be considered the top priority for fostering positive change and the introduction of a well-designed program.

Finally, the results of the intervention and improvement incentives can be determined by identifying the beneficiaries of the training and application of the Kirkpatrick model. It presupposes measures at four levels, such as reaction, learning, behavior, and results (Kinicki & Williams, 2019). Evaluating how participants react to the training, their comprehension levels, acquired behaviors, and demonstrated results, it is possible to accomplish the last phase of the ADDIE model and attain the positive change. The major stakeholders of the process are workers involved in training as they will acquire new skills, knowledge, and career opportunities, and the company itself, as it will benefit from the improved results attained due to the elimination of the lack of performance problem and higher engagement levels.

Altogether, the implementation of ADDIE and Kirkpatrick models, along with the use of assessment tools, such as interviews, surveys, and tests, can help to correctly identify the major issues and offer ways to resolve them. For Sears, as the company discussed, the poor knowledge and skills of workers of male departments create the barrier for the further rise. Under these conditions, the proposed actions can be viewed as a practical strategy required to foster positive change and eliminate the outlined problem by selecting appropriate courses and training. The correct identification of trainees’ needs, their current status, and how they can be motivated will guarantee their better involvement and desired outcomes.

References

Cain, A. (2019). The rise and fall of Sears is the perfect symbol of retail’s challenges over the last decade. Business Insider. Web.

Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to the models, tools and techniques of organizational change (5th ed.). Kogan Page.

Kinicki, A., & Williams, B. (2019). Management (9th ed.). McGraw-Hill Education.

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