Overview
This assignment is a continuation of the employee satisfaction survey  results and GROW model template assignment that you completed in Module  Two.
Scenario
The organization that you are a director of leadership and learning  for has been conducting engagement surveys among its employees every two  years to gain a deeper understanding of employees’ views on areas such  as customer service, the organization’s overall strategy, job  satisfaction, rewards and recognition, and training and development. The  most recent survey was conducted this year, and the organization wants  to carry out another survey in two years.
Prompt
Your task is to continue using your GROW model template you began in Module Two to complete the final three sections:
Identified Gaps—Obstacles
Goal Revision

A Way Forward—Action

Specifically, you must address the following rubric criteria:

In the Identified Gaps—Obstacles section, describe  obstacles that might prevent the focus areas you previously identified  moving from current state to future state. Consider the following in  your response: 

Skill gaps, organizational culture, and resources among other things

In the Goal Revision section, for each of the goals you created previously, describe whether they need to be revised: 

For the goals that do need to be revised, provide a revision and explain your changes based on obstacles you identified above.
For the goals that do not need to be revised, provide rationale for why this goal should remain the same. Support your response.
In the A Way Forward—Action section, recommend an  actionable step that should be taken in order to close the gap between  current state and desired future state for each identified focus area  and related goal. Your response should include the following for each  actionable step: 

An explanation on what the step will entail

Identification of stakeholders who will need to be involved
Justification for how this step will help close the gap between current state and desired future state
EMPLOYEE SATISFACTION SURVEY
SURVEY QUESTIONS
Constantly strives to provide value to our clients and customers
My company cares about its employees
My company cares about its customers
I believe the company mission and vision drive the decisions that are made
My job makes good use of my skills and abilities
I am very satisfied with my job
My supervisor shows appreciation for the work that I do
My pay is competitive with others places that I could work
I am proud to be a part of this company
I am proud to tell my friends and family that I work here
Recognizes employees based on merit, i.e., accomplishments, successes.
I feel encouraged to come up with new and better ways of doing things
My work gives me a sense of personal accomplishment
When people work extra hard to meet our goals they are rewarded accordingly
My Supervisor takes the time to praise those who do an excellent job
I have received the training I need to perform my job responsibilities
My Supervisor talks with me to help me determine my training and development goals.
Maintains working conditions that are safe
Maintains working conditions that are clean and orderly
Respects the dignity and diversity of all employees
Committed to helping employees fulfill their family and other responsibilities
Provides leadership who act in just and ethical ways
Provides employees with a sense of fulfillment and purpose in their jobs
Provides employees with a sense of security in their jobs
Provides employees with fair compensation
Promotes an environment in which employees feel free to make suggestions and complaints
Provides an inclusive environment where each employee is considered as an individual
I have the tools and resources to do my job well
In my job I have clearly defined quality goals
When I am having difficulty my Supervisor is there to support me so I do not feel abandoned
My Supervisor gives me useful information on how I can improve my job performance
My Supervisor lets me know where I stand and what is expected of me
I trust my supervisor
SFACTION SURVEY RESULTS
PERCENT FAVORABLE RESULTS
FOCUS AREA
CLIENT/CUSTOMER
COMPANY & STRATEGY
COMPANY & STRATEGY
COMPANY & STRATEGY
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
JOB SATISFACTION
RECOGNITION & PRAISE
RECOGNITION & PRAISE
RECOGNITION & PRAISE
REWARD & RECOGNITION
REWARD & RECOGNITION
TRAINING & DEVELOPMENT
TRAINING & DEVELOPMENT
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
WORKING CONDITIONS
Current Year
Two Years Ago
Four Years Ago
90
60
75
60
43
35
38
75
70
80
46
35
38
31
35
66
25
78
80
75
76
35
77
43
75
37
36
76
80
35
38
36
24
89
70
74
65
52
41
48
77
72
81
49
40
42
35
39
70
28
80
82
76
73
45
80
44
76
41
40
77
80
38
41
39
33
91
75
76
71
59
48
55
76
79
80
52
43
44
40
44
68
33
80
82
75
68
53
80
47
75
44
41
76
77
44
44
42
39
Job Satisfaction Trends Over Four Years
Current
Year
Skill
utilization
Overall
Satisfactio
n
Supervisor
Appreciati
on
Two Years Four Years
Ago
Ago
70
43
52
59
60
50
40
35
41
48
30
20
10
38%
48%
55%
0
Current Year
Skill utilization
Job Satisfaction
60%
50%
40%
30%
20%
10%
0%
Two Years Ago
Four Years Ago
Overall Satisfaction
Supervisor Appreciation
Training & Development Satisfaction Trends
Over Four Years
Current
Year
Receiving
needed
training
Two Years Four Years
Ago
Ago
Training & Dev’t Sat
80%
70%
60%
66%
70%
68%
50%
40%
Supervisor
Support
30%
25%
28%
33%
20%
10%
0%
Current Year
Receiving needed training
Training & Dev’t Satisfaction
Two Years Ago
Receiving needed training
Four Years Ago
Supervisor Support
Leadership and Recognition Trends Over
Four Years
Current
Year
Recognize
s
employee
s based on
merit
Two Years Four Years
Ago
Ago
Leadership & Recognition Tre
60%
50%
40%
46%
49%
52%
30%
20%
Leadershi
p fairness
and
justice
10%
0%
35%
45%
33%
Current Year
Recognizes employees based on merit
eadership & Recognition Trends over 4 years
Two Years Ago
ognizes employees based on merit
Four Years Ago
Leadership fairness and justice
MBA 530 GROW Model Template
Replace the bracketed text with the relevant information.
Name: Anquan Patterson
Date: March 18, 2024
Identified Trends
1. Job Satisfaction Decline: Job satisfaction through a year to year percentage went by over
the past four years of examination driven by different metrics like “My job makes good
use of my skills and abilities,” “I am very satisfied with my job,” and “My supervisor
shows appreciation for the work that I do.”
2. Training & Development: Though there have been some fluctuations, the overall
stability of training and development satisfaction curve remains at a decent percentage
of rate though there is yet for improvement.
3. Leadership and Recognition: This can be reflected in the lower score revealed for the
part which has to do with leadership behavior and recognition, caused by survey
questions like “Employees are recognized for their diligent work based solely on their
merit and not otherwise” and “The management team should be fair and just in their
ways of leading a company.”
Employee Survey Results Data
Job Satisfaction
70
60%
60
50%
50
40%
40
30%
30
20%
20
10%
10
0
0%
Current Year
Two Years Ago
Skill utilization
Overall Satisfaction
Figure 1Job satisfaction
Four Years Ago
Supervisor Appreciation
Training & Dev’t Satisfaction
80%
70%
60%
50%
40%
30%
20%
10%
0%
Current Year
Two Years Ago
Receiving needed training
Four Years Ago
Supervisor Support
Figure 2Training & Devt Satisfaction
Leadership & Recognition Trends over 4 years
60%
50%
40%
30%
20%
10%
0%
Current Year
Two Years Ago
Recognizes employees based on merit
Four Years Ago
Leadership fairness and justice
Figure 3Leadership & recognition
Focus Areas
1. Job Satisfaction: This area is the top priority, since it at once determines the employees’
satisfaction and their productivity levels, and their retention in the organization.
Workers are more likely to be productive, proactive, and transformed from being
employees to employers of ideas when you enhance job satisfaction.
2. Leadership Development: Leadership skills and behaviors that promote teamwork, are
good communicators and provide support to employees should be enhanced in order to
maintain an effective work atmosphere.
3. Recognition and Appreciation: It is important here to recognize employees that are
making efforts and to appreciate employees whenever they achieve something, which in
return instills more caring, increases job satisfaction and creates a culture of
appreciation.
Reality—Current State
1. Job Satisfaction: The reported data shows that job satisfaction has considerably declined
during the last 4 years. Meanwhile year-on-year it has received abysmally poor scores
concerning areas such as skill utilization, overall satisfaction, and supervisor
appreciation. This decline could occur because of a range of factors that could be such
as decking loads, communication, or no career advancement opportunities.
2. Leadership Development: This second-to-last finding is an evidence of a drop in
performance satisfaction about the behavior of leaders as well as appreciation. The
workers can believe that are faced negative attention and lack of control by managers
so they events deteriorate in regards of morale and engagement.
3. Recognition and Appreciation: Fulfilledness of recognition and appreciation has slightly
declined in time according to the polls. Staff whose contributions are not wellappreciated may become de-motivated and disengaged with the organization. This will
lead to a decline in their productivity and loyalty to the company.
Desired Future State—Where Would You Like to Be?
1. Job Satisfaction: It is our desire to boost employees job satisfaction by 10% within two
years. This will be done through actions like employee surveys on a regular basis,
employment development programs, and improving the supervisor trainings on staff
appreciation and recognition.
2. Leadership Development: The target is to develop leadership skills and attitude hence
resulting in a 10% growth of satisfactory leadership level in our recent two years. This
will include programming leadership training courses, open communication that
involves the presence of the leaders, and establishing a culture of cooperation and
accountability among the staff.
3. Recognition and Appreciation: We will obtain recognition and appreciation by 10% per a
year through this process within the next two years. This will be achieved by means of
the drop-down procedure recognitions, peer to peer recognitions recognition, and
leaders aligned recognize and celebrate employee achievements.
Identified Gaps—Obstacles
1. Communication Breakdown: The problem that has been identified as still being
unresolved is the quite bad communication between the supervisors and the
employees. The identification of employees’ roles along with value and understanding
of job expectations become problematic with the two members of mind not in
cooperation.
2. Limited Resources for Training: One of the barriers is the constrained budget aimed at
training, and teaching programs. The lack of opportunities will result in a reduction in
the organization’s ability to help its employees who are looking to acquire the skills
needed to achieve success on their jobs.
3. Resistance to Change: Some employees will be displaying resistance to change, and this
is one challenge in executing new initiatives that aim at improving the overall workplace
engagement, leadership development, and redeploying personal attributes.
Goal Revision
1. Enhanced Communication Strategies: The initial goal has to be revised to only focus on
the developemnt of advanced communication strategies between supervisors and
employees with an aim to improve the effectiveness of communicaion by 15% in the
next two years.
2. Increased Investment in Training and Development: Re-think the aim of the advocacy to
re-invest in the needed training and development resources to estimate a 20%
incremental growth in the training budget allocation for the next two years.
3. Change Management Initiatives: Goal modification should entail no stop clause
regarding change management practices designed to handle resistance with a 15%
resistance reduction target for the next two years.
A Way Forward—Action
1. Communication Workshops: Hold communicative workshops for managers to develop
their communicational capacities, and build in the review sessions with employees on a
regular basis.
2. Expanded Training Programs: Propose program extension for e-learning and external
training activities to meet the skill gap as an employee enhancement mechanism.
3. Change Management Training: Provide change management training for leaders and
employees, too which help to inculcate a culture that accepts the transformations
positively and gets resilient.