Summary
In this memo, Jensen Hughes is the chosen company for scouting. With many offices worldwide, the firm uses its global reach to serve better the requirements of its local, regional, and multinational clients. The company supports clients globally in all markets. It is one of the top engineering and consulting companies in both the US and international markets. From interstate pipelines and crucial data centers to nuclear power buildings, Jensen Hughes offers services in a variety of fields.
Context
The task of monitoring and evaluating can be tough, particularly for complex and elusive concepts like leadership, team, and individual growth. It is crucial to begin by identifying the main concerns and issues that need to be addressed in order to scale back the problem to a manageable level. Two methods—surveys and interviews—seem to be the most suitable for gathering this sort of data. This information is first-party, and reasonable inferences may be made from it. Physical or digital questionnaires and surveys are used to gather qualitative and quantitative data from participants (Kareem, 2019). Because surveys may be sent both physically and digitally, they offer a chance for wide diffusion. This approach, however, might lead to bias in data collecting and topic matter (Chutivongse & Gerdsri, 2019). Similar to surveys, these data-gathering techniques let to ask participants questions about their thoughts and feelings regarding the issue. However, the fact that interviews and different focus groups take a lot of time is one of its drawbacks.
Supporting Evidence
There are several indicators that these methods and questions can be beneficial to determine the individual, team, and leadership development needs. One can get opinions on a particular subject from members of the target audience through interviews and focus groups. It may be quite helpful to see how they engage with their views in real-time and to record their emotions and comments in order to choose the best course of action. On the other hand, surveys are not only affordable but also give a chance for widespread distribution. Senior executives may help line managers build their leadership skills by serving as examples of good behavior (Serbati et al., 2020). To identify what can be improved, it is important to access open-ended questions, which imply reflections on the issue (Kareem, 2019). This is particularly important when assessing leadership development since it influences the other tiers of growth and sets a goal for organizational development.
Action Steps Provides
In this particular situation, the data gathering should address individual workers from different projects, team leaders of particular units, and, if possible, top-tier managers and leaders of regional branches. The key questions that should be emphasized in surveys and interviews are:
- Is there evidence of individual development in this company? (Survey/Interview)
- How the potential of team development can be assessed in this project (Interview)
- Is there an organizational vision of development that considers regional specifics? (Survey/Interview)
- What are the drawbacks of current practices regarding leadership development? (Interview)
- Is there room for maneuvering in current settings, or should the whole organizational program of development be re-evaluated? (Survey/Interview).
Closing Section
An organization’s development status can vary gradually, and it may take several years to determine if it is successfully pursuing its numerous development objectives. To summarize, the actual data on the issue of development through questions addressed through surveys and interviews became the foundation for the identification of the possible future directions. In general, the organizational leadership is aware of the issues the business is having and how to address them. At the regional level, this has become an issue since there is a focus on the need for team development, but leadership development must contend with the challenge of adjusting to local circumstances in order to support this growth. Within these settings, three developmental needs for Jensen Hughes are emerging. First of all, the cooperation between local and regional leadership developmental programs. Secondly, ensuring team development in the local conditions of certain regions. Thirdly, evaluations and re-evaluations should be conducted regularly through surveys and interviews.
References
Chutivongse, N., & Gerdsri, N. (2019). Creating an innovative organization: Analytical approach to develop a strategic roadmap guiding organizational development. Journal of Modelling in Management, 15(1), 50-88. Web.
Kareem, M. A. (2019). The impact of Human Resource Development on organizational effectiveness: An empirical study. Management Dynamics In the Knowledge Economy, 7(1), 29-50. Web.
Serbati, A., Aquario, D., Da Re, L., Paccagnella, O., & Felisatti, E. (2020). Exploring good teaching practices and needs for improvement: Implications for staff development. Journal of Educational, Cultural and Psychological Studies, 21(1), 43-64. Web.