Below is the stakeholder assessment for my case study.
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Define the Change Event with outcomes |
A change effort that ideally includes multiple levels of leadership (managers) to better understand that by using intentional and ongoing communication flow down plan efforts they can create more alignment, impact and positive perception of the program through multiple levels of leadership/management to manufacturing production employees.
First Line Leaders and manufacturing production employees are the people and whose roles will be most impacted by the changes of better aligned communication and increasing continuous engagement to meet on time and first quality production goals KPIs will provide the foundation for ongoing evaluation and continuous improvement results as well as provide feedback that could lead to improving better aligned results. Although the HR department is already responsible for ongoing analytics and metrics for attendance, attrition, the bi-annual engagement survey, bi-annual pulse survey and the new Boeing Behaviors survey, they are not analyzing / evaluating the combined data results to focus upon increased alignment to a common goal and increased continuous team engagement which improves first time quality and overall production goals. In addition to HR analytics, we will also review/evaluate:
Production employee motivation/engagement:
The inclusion of ongoing / longitudinal evaluation will assist the program in staying on track and aligned throughout the communication and engagement project, as well as help determine if the effort achieved its key objectives of improving communication flow and perceived impact supports employees being more aligned and engaged in their roles. |
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| List All Stakeholders: | Program executive leaders
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Program Senior Leaders | First Line Leaders / Managers | Production employees
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| Rate each stakeholder on the criteria to the left using a 1-5 scale. 1 – less to 5 – most. Those with low numbers should be discussed and may not be a stakeholder. Those with higher numbers are likely important stakeholder to include in the project | ||||
| Legitimacy | 4 | 4 | 3 | 4 |
| Urgency | 5 | 5 | 4 | 5 |
| Agreeability | 4 | 3 | 3 | 2 |
| Power | 5 | 4 | 2 | 3 |
| Comments: These are notes that would help to understand the person/group better |
There are two levels of executive leadership. One is a cross functional program team. The second is area specific – e.g., manufacturing.
Need: create transparent and intentional communication that is flowed to program leaders/managers |
This level reports direction to manufacturing executive leaders (3 people).
Need: utilize program message points to create intentional and aligned communication across senior leadership that is flowed to their respective teams of First Line Leaders / Managers |
This level reports to the Senior Leaders within each shop area. There are generally 8 – 15 managers.
Need: flow intentional and aligned program communication messages to production employees so that they understand their roles and impact. |
A team of manufacturing employees (Union) reports directly to First Line Managers. There can be 5 to 30 people on a team. For about every 10 employees there is a team lead that is not on bar and is an area expert.
Need: direct understanding as well as permission to be engaged and aligned to the larger program message. Meaningful shop KPIs that they can understand and affect through daily targets and team related continuous improvement projects. Ultimately choosing to show up to work and remain in this program.
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