Analysis of PESTLE forces

The PESTLE analysis represents the organization’s external environment. PESTLE is an
acronym for Political, Economic, Social, Technological, Legal, and Environmental. However,
this report focuses on the social and technological factors that affect the organization’s
adaptability to change.
Social factors influencing workforce readiness to change
Social factors are important considerations because they determine strategic workforce
planning, an essential component that supports organizational change. A spot check on the US
branch overview reveals that the organization’s most significant percentage of employees are in
the age group between 20 and 24 years. The older population demonstrates a higher retention
rate. However, implementing organizational change requires continuity and retention of
employees (Mansel et al., 2006). A high employee turnover rate is detrimental to implementing
organizational change, especially considering that the organization will have to spend more on
training and development for employees to induct them into the organization’s culture. The
overview also shows that the people with the highest skills are the employees in the older age
groups. This shows an existing skills gap in the younger employees who make up a significant
percentage of the workforce.
The employees who join the organization need to be trained in core competencies and
skills which assist them in fulfilling their employment needs. The organization does not realize
the value of its efforts in training individuals. The US branch report reveals that regardless of
age, most of the respondents in the survey have less than one year in the service. The highest
percentage of employees are African Americans at 60%, followed by Hispanics at a distant 12%.

One of the main aims of organizational change is inclusion, cultural integration, and racial
balance. This needs to be reflected in hiring.
The social demographics can be presented in color-coded graphs, tables, and pie charts
for easy understanding. The elements presented in the report have metric values that can be used
to present visual tables and graphs for easy understanding and analysis.
Technological factors influencing workforce readiness to change
Technology is essential in training and development. It has already been established that
the organization requires training to implement change and achieve higher employee retention
rates, an area where it is struggling. The US report shows that 46% of newly hired employees fail
within 12 months. The organization needs to evaluate whether there may be a disconnect
between the technologies used in employee induction training and the technology used to fulfill
work activities. This will help determine whether the organization needs to upgrade its training
technology or work-related technology. The appropriate training technology ensures that the
organization successfully imparts the staff with the skills and competencies required to reduce
failure (Gethe & Hulage 2020).
The use of the appropriate technology also improves employee training and post-training
morale. Due to the training experience that good technology has on employees may make them
more eager to learn and increase their willingness to contribute and participate in the training
sessions (Diamantidis & Chatzoglou 2014). Technological factors also affect the way the
organization collects change-related data. This data is essential for identifying areas for potential
improvements and tracking the impacts of such improvements on the change processes.

The technological factors depicted through demographic data will be presented visually
through PowerPoint presentations that include infographics. Infographics will help deliver the
message that technology is essential in implementing the change that the organization requires.
Infographics help to present and organize data making it more presentable.

References

Diamantidis, A. D., & Chatzoglou, P. D. (2014). Employee post-training behaviour and
performance: evaluating the results of the training process. International Journal of
Training and Development, 18(3), 149–170. https://doi.org/10.1111/ijtd.12034

Gethe, R. K., & Hulage, M. S. (2020). The Impact of Technology on Employee Training and
Development Process. IJASSH, 01-10.
http://journal.accountingpointofview.id/index.php/POVREMA/article/view/131
Mansell, A., Brough, P., & Cole, K. (2006). Stable predictors of job satisfaction, psychological
strain, and employee retention: An evaluation of organizational change within the New
Zealand Customs Service. International Journal of Stress Management, 13(1),
84–107. https://doi.org/10.1037/1072-5245.13.1.84