Each student will submit by the end of the week a 6-8 page paper on an OD/Change Leadertopic of your choice that integrates (or sits next to) your course project that you identified in week 1 and built on in week 4.
The papermustinclude the following
1. In-depth look at the Role of the OD & C Leaderwithin your project in mind
- Examples could include: OD consulting competencies, tactics or strategies, use of OD models, building relationships with the client, or approaches for dealing with organizational culture, etc.
2. Integration with your individual project identified in from week 1 & 4(i.e, you must explain how your topic relates to your project)
The assignment is an essay and needs to be written in Microsoft WORD, double-spaced, Times New Roman, using 12 font. Graduate writing standards require all papers to be proofread for grammar, spelling, and punctuation.
We have to build on the paper I submitted about working at the Salvation Army. There are 5 steps that are in bold. If you do a page per step that should be suffice but make sure to go in depth as instructed.
Week Four Assignment Week Four Assignment Debra Drew ORDV 5000 June 27,2021 Dr. Michela Henke-Cilenti Running head: WEEK FOUR ASSIGNMENT 1 WEEK FOUR ASSIGNMENT 2 Week Four Assignment The organization issue that we are currently experiencing here at my organization is finding the right candidate for two vacant positions such as the Accountant Clerk, and the Director of Public Relations. These two positions were vacant for over a year, and it seems very difficult for the human resource generalist and department supervisor finding the right candidate that fit the organization needs. I have previous explained that one of the reasons why we was not able to fill the position was the assessment. The Salvation Army require applicants to pass the assessment with least an 85% in order to be considered for the position. Over a three week period, I decided to evaluate the problem that we are currently experiencing, I was able to identify another problem as well. I have notice that external applicants are not currently interested in the available vacant positions. These two positions were vacant for a while and only a few applicants applied and was not able to pass the assessment. After recently reviewing the application portal, we have not received any new application for about thirty days. The human resource generalist and the department supervisor has come to an conclusion that since the pandemic many individuals are receiving government benefits, such as unemployment, and they refuse work. Also, after speaking with The Salvation Army human resources generalist in many states, they are currently experiencing the same issue. The Salvation Army have decided to partner with other organizations and combine a job fair to help recruit individuals. According to watching the local news, it was mentioned that there is a deadline for unemployment benefits in the state of South Carolina. I strongly feel like the job fair will help boost the recruitment process for our non-profit organization. I’m sure there are many individuals who meets the requirements, but at this time many individuals are not showing interest. In this type of recurring situation that we are experiencing I will provide Peter Block’s model in the steps below. Phase 1: Entry and Contracting: In the previous scenario, a meeting was set up with officers and Director of Finance to discuss the problem. The problem has already been discussed and identified. The two problems consist of applicants are not able to pass the assessment and many applicants are showing interest in the position. The human resource department will set up a job fair in the community to recruit the interested applicants that have the knowledge to pass the assessment and have the capability that we are looking for. Phase 2: Discovery and Dialogue: When setting up the job fair, it would include the human resource department and the director of finance. During the job fair we will review applicants resume and initiate face to face interview. We will also provide applicants with the assessment during the first phase. A second phase interview will only be given to candidates who have passed the assessment. Phase 3: Analysis and Decisions to Act: The human resource generalist and the director will finally review applicants in phase two resume and testing score to see who meets all the requirements and move forward with them in the recruiting process. We will also continue with the goals that we have created such as increase salary, decrease new hire failure rate, and improve candidate and client satisfaction. Phase 4: Engagement and Implementation: The Salvation Army has decided to continue with the training that was previous implemented. We have strongly decided to provide all employees with ongoing training to make sure that they are successful in their role and to decrease the turnover rate. Also, we have decided to set up monthly meetings to discuss new events and get feedback from employees with their thoughts and ideas. Phase 5: Extension, Recycle, or Termination: The Salvation Army have decided to decrease turnover rate by providing their employees with the tools and knowledge that he/ she may need in order to be successful in their role. Also provide services and group meetings so employees can express the way that they feel and receive feedback. I honestly feel that the changes that was implemented will make a difference on the organization and employee’s as a whole.