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The importance of short term wins in organizational change. It explains how short term goals and wins can help maintain momentum and show progress towards the larger change goals. The document also highlights the importance of addressing burnout and providing resources for employees to deal with stress. The example used is the United States Army Recruiting Command and how they measure short term wins in the form of successful assignments and PCS moves.
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Create Short Term Wins BUS 575 The mission of any organization is to ensure that everyone feels a part of the team and are relevant to the accomplishment of the company. The best way to ensure the relevancy of each employee is to set short term goals and ultimately wins to show progression in the changes that were set. Implementing change is difficult to maintain and celebrating short term wins assists
with the transition period of change. When it comes to the organization in our situation, The United States Army Recruiting Command can successfully measure short term wins six to eighteen months after the change to assignments have been made. This can be in the form of successful assignments, more PCS (permanent change of station) moves, or nominative assignments filled. All of these meet the criteria for a short term win, this includes visibility throughout the organization, related to the change of effort and must be unambiguous. The necessity of short term wins should never be overlooked. It allows the team to maintain the momentum they have gained since the change was instituted. This also allows real evidence to be brought forward that the change was needed and it is working. It also shows the rest of the organization that we are able to change for the better and evolve as time progress in order to stay relevant. As time moves on the short term goals will all be fulfilled and more short term goals will be established to ensure we maintain pace on our progression. It is important to address the process that will be utilized to prevent burn out or the team feeling stale concerning their current assignment. Many recruiters and Soldiers assigned to the Recruiting Headquarters in Fort Knox, Kentucky have an easier time maintaining burn out due to the amount of assistance that is located on an Army or Military instillation. Unlike recruiters or Soldiers located in a major city or rural area miles away from any military resource; the Soldiers located on Fort Knox, Kentucky has access to stress relieving resources such as counseling, team building activities and family resources. For Soldiers and recruiters located in different cities across America, family problems can spread into the Soldiers work on a daily basis, these problems can cause the service member to deal with un needed stress in which they do not have the resources to assist them. Fortunate, for our team that is located at Fort Knox, Kentucky, they have all the resources needed to deal with outside stressors that may cause stress. Our team also has resources located
to volunteer for recruiting duty instead of it being mandated. People in general are happier to work in an assignment they volunteered for rather than do something they never wanted to be involved in. Overall, this will not only assist in achieving short term wins and goals, but it also assists in keeping the relevancy of the changes made to this organization and by maintaining relevancy we also maintain a sense of accomplishment which is highly necessary to keep the transition team motivated as they see their hard work fulfilled and appreciated. Nothing makes change better than seeing the positive outcome from the hard work that came before it, and that makes it all worth it. Reference Page Hull, G. L. (1988). Evaluation of the US Army Recruiting Command recruiter training program. US Army Research Institute for the Behavioral and Social Sciences.
Anderson, J. A., & Whitaker, M. S. (1994). Feasibility of Monetary Incentives Within the United States Army Recruiting Command. NAVAL POSTGRADUATE SCHOOL MONTEREY CA. Knowles, J. A., Parlier, G. H., Hoscheit, G. C., Ayer, R., Lyman, K., &Fancher, R. (2002). Reinventing army recruiting. Interfaces , 32 (1), 78-92. Rowlands, J. (1995). Empowerment examined. Development in practice , 5 (2), 101-107.
