Making Change Happen

MAKING CHANGE HAPPEN
Prepared for: Ms. Sok and Mr. Da Silva

Block: 2017/18 B
Team No: Team 2
Campus: Amsterdam
Date submitted: 22 January 2018
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Preface
The Lense Consultancy team consists of five students from Hotelschool the Hague. The
students are all in their third phase and following the course ‘Making Change Happen’.
The Lense Consultancy team represents the Sir-Albert hotel in Amsterdam. The Students
are to design and manage a change plan for the Sir-Albert hotel, whilst making the hotel
more human oriented. Within this project, human orientation is defined and the culture,
structure and strategy is to be aligned according to that definition.
In order to properly manage the change plan within the hotel, extensive research was
performed. In order to obtain thorough information on the internal situation of Sir-Albert
several interviews were conducted, of which one with the General manager, one with the
restaurant manager and 3 with employees.
The Lense team has combined all information gained from this research, interviews,
lectures and coach meetings into a change plan. It has been a valuable and informative
learning process.
Kind regards,
Your change managers:
Zachary Yach
Jessica Parrol
Isabelle Rousseau
Lausanne Bos
Teuntje den Otter
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Meet the team
Isabelle – She is the

outgoing person in the
group! She is good at
communicating,
negotiating and
influencing. She is also
very approachable.
Jessica – She is very

inventive and creative.
Innovation and problem
Zachary – He loves solving are her strongest
to work in a team. points.
With his supportive
and flexible
approach, he is a
valuable asset. He is
a good mediator and
listener.
Lausanne – She is
very strong at
critical and oriented
thinking. She
values the quality Teuntje – She’s the
of work. With her more serious one in the
attention for detail, team. She is a critical
she sets high thinker and is very
expectations for analytical.
herself and others.
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The Case company
Sir Albert is a four-star boutique hotel that boasts 90 guest rooms and is located in a
lively area of Amsterdam, called ‘‘the Pijp’’. It is located in a former diamond factory and
is thereby combining historical building, embracing the local community, and distinctive
interior design. All Sir Hotels are managed and created by Europe Hotels Private
Collection (EHPC), which is an award-winning hotel development and management
company (Sir Hotels, 2018).
Sir hotels want to create an experience as if you are staying in someone’s home rather
staying at a hotel. Sir Albert is the fictional character the founders have created to
symbolize modern royalty. Sir Albert is a modern aristocrat and by staying at the Sir
Albert hotel he invites you to his mansion as his houseguest. He belongs to the new
breed of upper-class individuals. Sir Albert is a gentleman who wants to make your stay
as pleasant as possible with his great character. However, Sir Albert is very discreet,
meaning; he does not show his face to the guests, but you feel his presence throughout
your entire stay due to his eye for detail and personal touches towards his guests. Sir
Albert want to offer hospitality and personal service at the highest level possible (Sir
Albert, 2017).
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List of Abbreviations
HO = Human Orientation
CT = Consultancy Team
HR = Human Resources
MT = Management Team
CRC = Corporate Rebel Canvas
MF = Major Force
HRM = Human Resource Management
EHPC = Europe Hotels Private Collections
GM = General Manager
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Table of contents
Preface ............................................................................................................................. 3
Meet the team .................................................................................................................. 4
The Case company ............................................................................................................ 5
List of Abbreviations ................................................................................................................. 6
Table of contents .............................................................................................................. 7
1. Context – What is Human Orientation?.......................................................................... 9
2. Methodology .............................................................................................................. 11
2.1. External............................................................................................................................ 11
2.2. Internal and Current ......................................................................................................... 11
2.3. Desired ............................................................................................................................ 11
2.4. Transition to the change plan ............................................................................................ 11
2.5. The change plan ............................................................................................................... 11
2.6. Resistance ........................................................................................................................ 11
3. External environment .................................................................................................. 13
3.1. Major forces driving change .............................................................................................. 13
3.2. Best practices ................................................................................................................... 13
4. Internal environment and current situation ................................................................. 15
4.1. Introduction to Reinventing Organizations ........................................................................ 15
4.2. Style................................................................................................................................. 16
4.3. Skills ................................................................................................................................ 16
4.4. Staff ................................................................................................................................. 17
4.5. Shared Values................................................................................................................... 18
4.6. Systems............................................................................................................................ 19
4.7. Structure .......................................................................................................................... 20
4.8. Strategy ........................................................................................................................... 20
4.9. Comparison to four pillars of Human Orientation .............................................................. 22
4.8.1. Appreciation .......................................................................................................................... 22
4.8.2. Sincere care ........................................................................................................................... 22
4.8.3. Transparency ......................................................................................................................... 23
4.8.4. Trust ...................................................................................................................................... 23
5. Desired situation ......................................................................................................... 25
5.1. Introduction ..................................................................................................................... 25
5.2. Style................................................................................................................................. 25
5.3. Skills ................................................................................................................................ 25
5.4. Staff ................................................................................................................................. 26
5.5. Shared values ................................................................................................................... 27
5.6. Systems............................................................................................................................ 27
5.7. Structure .......................................................................................................................... 28
5.8. Strategy ........................................................................................................................... 28
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5.9. Comparison to four pillars of HO ....................................................................................... 28
6. Gap analysis ................................................................................................................ 30
7. Root cause analysis ..................................................................................................... 33
8. Change plan ................................................................................................................ 35
8.1. Awareness ....................................................................................................................... 36
8.2. Desire .............................................................................................................................. 41
8.3. Knowledge ....................................................................................................................... 44
8.4. Ability .............................................................................................................................. 50
8.5. Reinforcement ................................................................................................................. 54
9. Monitoring tools ......................................................................................................... 59
10. Resistance ................................................................................................................. 61
Appendices ..................................................................................................................... 64
Appendix 1: External Environment .......................................................................................... 64
Appendix 2: Overview of the evolution of behaviours of organizations and characteristics ....... 68
Appendix 3: Skills .................................................................................................................... 68
Appendix 4: Organizational chart............................................................................................. 69
Appendix 5: Root cause analysis .............................................................................................. 70
Root causes style............................................................................................................................. 70
Root causes skills ............................................................................................................................ 70
Root causes staff ............................................................................................................................. 71
Root causes shared values .............................................................................................................. 72
Root causes systems ....................................................................................................................... 72
Root causes structure ..................................................................................................................... 72
Root causes strategy ....................................................................................................................... 73
Appendix 6: Overview of interventions .................................................................................... 74
Appendix 7: Monitoring tools .................................................................................................. 77
Appendix 8: Resistance ........................................................................................................... 77
Appendix 9: Timeline of The Change Plan ................................................................................ 78
References ...................................................................................................................... 81
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1. Context – What is Human
Orientation?
The degree of humane orientation of an organization can be measured through their
practices of what kind of relationship the managers have with their subordinates, and
what kind of support systems the organization provides to its employees (Kumar et al.,
2012).
To customize the definition of Human Orientation to the appropriate style of the case
company, further information with regards to a vision on human orientation was obtained
during the interviews. Noortje de Vries, general manager of Sir Albert, had no or little
idea about the meaning of Human Orientation. After asking her what she valued in the
relationship between her and her employees, sincere care came up as the leading factor.
After further investigating the definition of sincere care, J. Smerke touched upon four
components which appealed to both us as well as the case company. These components
are (1) understanding the meaning of employees values, choices and priorities, (2) moral
decision making, (3) dignity and (4) acknowledging worth. (Smerke, 1990). The CT
trusts that these components will be beneficial for the relationship between managers
and employees, and will lead to appreciation towards its employees.
Moreover, Miss de Vries mentioned, ‘within the relationship between different layers of
the organization, transparency is of utmost importance, as she has had negative
experiences with her managers not being transparent towards her’.
Transparency described by Bennis, Goleman and O’Toole (2008) provided the team with
the following pillars: (1)candor, (2)integrity and (3)clarity. These pillars allow people to
deal fairly with other people, and provide the link between transparency and trust
Keeping all these factors in mind, the team established an unique definition of Human
Orientation:
Human orientation is the extent to which a company ensures the employees

well-being, consisting of trust and appreciation, which can be provided by being
transparent and express sincere care.
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2. Methodology
2.1. External
Combining the DESTEP model with the 7S model
The DESTEP model has been used to examine current developments (trends) within the
area of human orientation for its comprehensive and simple nature. Furthermore, trends
have been combined to establish major forces driving change, and best practices have
been searched accordingly. To ease usage further throughout the report, the CT has
decided to categorize these best practices according to the 7S model
2.2. Internal and Current

Internal: The 7S model
The CT decided to use the 7S model as the alignment between the different S’s mirror
aspects that a hospitality organization should be aligned on as well to function properly.
Furthermore, after having ordered best practices according to 7S model, the alignment
between external and internal has been established.
Current: Combining the 7S model and the reinventing organizations theory of Laloux
To determine the current position of Sir Albert, the CT decided to use the theory of
Laloux for every separate ‘S’. This would further ease the formulation of desired situation
in relation to what rational follow-up steps are (Laloux, 2014). Additionally, the
metaphors have been used, to make the report understandable for the client, Sir Albert.
2.3. Desired
Combining the 7S model and the reinventing organizations theory of Laloux
Based on the current position on the scale of Laloux, the CT has formulated both the
desired steps to undertake for the following type of organization (Green organization –
Family), as well as the ultimate type of organization (Teal organization – Individual
organism). Additionally, the CT has described whether the ultimate type of organization
is valid in the current environment.
2.4. Transition to the change plan

Combining the gap analysis with the Why-analysis
In order to get to a desired situation, the team has decided to primarily formulate gaps,
and further investigate the root-causes of those gaps. For this, the team has used the
Why-analysis, with the primarily function to boost the CT’s critical thinking.
2.5. The change plan

Combining the why-how-what analysis with ADKAR and Cummings & Worley
The ADKAR model has been used to structure the interventions and align execution of
the change plan, whilst ensure that all people involved are constantly at the same point
in process. Additionally, the Why-How-What analysis is used to carefully write out the
interventions, to which an extra Who dimension has been added. Moreover, the
Cummings & Worley book has been used as inspiration and guidelines for interventions.
2.6. Resistance
ADKAR and Kubler & Ross
To understand the emotional journey of those participating in the change, the Kubler &
Ross has been inserted to the ADKAR model, and anticipations on this model have been
designed accordingly.
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The following diagram is representation of all models applied in this consultancy report, assisting in reliability and structing of conducted
research. The working ‘HO definition’ was used to analyze relevant trends, align appropriate models and the formation of interventions.
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3. External environment
3.1. Major forces driving change
To gain better understanding of the external environment, the CT identified the current
trends happening concerning Human Orientation. The external scan has been executed
for educational purposes. Whilst conducting the external analysis, the following Major
Forces Driving Change have been identified.
1. Digitalization of Human Resources

2. Employee experience
3. Continue learning during your whole career
4. Changing structure and leadership
5. The role of women in the workplace
6. Adaptability – constant change
7. Flexibility
8. Blind hiring
For an elaboration on how the CT got to these Major Forces and which trends support
them, please refer to Appendix 1.
3.2. Best practices

For inspirational purposes, the CT has looked into organizations who best practice these
major forces. The CT has looked further than the hospitality industry, as other branches,
such as technological companies (E.g. Facebook, Google) are further developed regarding
innovation and Human Orientation.
Please refer to Appendix 1. for an overview of the best practices
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4. Internal environment and current
situation
The CT has used the 7S model as it carefully examined the internal environment and the
current situation. Additionally, this model describes the factual and the human side of the
organization by means of hard and soft S’s (Ravanfar, 2015). Ultimately, the correlation
between the current situation and the pillars of human orientation are being provided at
the end of the chapter. The content of this chapter has mainly been derived from
conducted interviews and documents provided.
4.1. Introduction to Reinventing Organizations

To further analyze at which stage Sir Albert is, the CT has used the theory of Reinventing
Organizations, written by Frederic Laloux (2014). The theory suggests that organizations
basically follow the same behavioral evolution as humans; Humans used to behave
according to the group they belonged to, however, independent of external surroundings,
humans change to become an extraordinary individual. To simplify, the model has been
translated to metaphor:
A wolfpack A family
An army An individual organism
A machine
(Laloux, 2014)
Please refer to Appendix 2. for an overview of the evolution of behaviors of

organizations and characteristics
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The soft S’s
The elements which are less tangible and more influenced by culture (Mindtools, 2013).
4.2. Style
Style represents the way a company is managed by the MT, their interaction, what
actions they take and their symbolic value (Ravanfar, 2015).
Sir Albert boasts characteristics of a paternalistic management style, which implies

that there is a culture of evident and powerful authority, but that does show
consideration for subordinates with moral leadership (Cheng et al, 2004). Ofte,
interpretation of this style varies, resulting in positive and negative consequences.
Flexibility and Motivation

According to conducted interview with managers, several state that they believe that
keeping their employees happy and satisfied will motivate to do a better job. Sir Albert
wants to offer flexible working patterns whenever operations allows it, and to help
employees combine their career with their other responsibilities. However, they admit
that this is hard to adhere, as the hospitality does not have the nine-to-five job
characteristics. Furthermore, management admits that they have to maintain strict
procedures to at all times provide a positive guest journey.
Current situation
The employees perceive the strict procedures as a lack of flexibility, especially when it
comes to the swapping shifts or calling in sick. The external environment explains that
people perform best while enjoying a high degree of freedom. Therefore one can say
that the lack of flexibility could be seen as a weakness which possibly demotivates
employees, resulting in dissatisfaction.
Input of employees
The GM explains that she strives for complete transparency with employees concerning
information. Currently, solely top-management takes non-operational decisions,
however, the importance of a caring attitude, thus implying that the decision making
always takes into account the best interests of its’ employees, is strongly stressed.
Current situation
In reality, the caring attitude is rarely maintained in the workforce, as there is a lack of
feedback from employees. Also, the manner of correcting employees is not unified and
consistent among the organization, creating a sense of insecurity and contradicting the
open culture. This compliments the paternalistic leadership style and creates distrust
amongst employees, which can be seen as a weakness.
Coolblue proves that alignment with an open an honest approach in reality is possible,
as they empower the employee-employer relationship to be a friendship one (Coolblue,
2017).
4.3. Skills
The abilities needed to perform, also including capabilities and competences (Ravanfar,
2015).
Whilst analyzing skills, the CT has used the Skills Base Competency Framework, which
divides skills into interpersonal and personal skills (Skill base, 2016).
Please refer to Appendix 3. for examples of the different categories
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On the website, certain characteristics corresponding to certain functions are
mentioned. Moreover, a general description of characteristics for all employees is
provided, being: ‘Sir Albert is looking for employees who are proactive, enthusiastic,
guest-oriented and have excellent communication skills (Sir Hotels, 2018).”
Please refer to Appendix 3. for an overview or required characteristics
Current situation
From the interview, one can derive the strongest skills within Sir Albert, concern the
topic of task-orientation, problem solving and willingness to work, which are all
personal skills. Top-management emphasizes these skills by exercising formats such
as; “a maximum set of questions that could be asked to top-management”, in order to
support own-thinking. Moreover, after conducted scan of the Tripadvisor reviews, it
becomes obvious that the employees have the required hospitality skills, as they are
often being referred to as ‘super friendly and helpful’ (Tripadvisor, 2018).
The weakness of Sir Albert became obvious after conducting qualitative research. Sir
Albert does not put emphasis on the importance of interpersonal skills, which is
essential for employees working in teams. This is in line with the external environment,
in which trends state that there is a stronger focus on team development rather than
individual development (EmployeeConnect, 2018).
4.4. Staff
Staff concerns the type and amount of employees an organization needs. Moreover, it
includes recruitment, training, motivation and rewarding (Ravanfar, 2015).
Sir Albert’s human capital currently consists out of approximately one hundred
employees, aged 20 and 48, belonging to generation X, Y and Z, divided over four
departments (Front of house, housekeeping, maintenance, and F&B). Sir Albert targets
these generations as well, implying that employees can identify with guests.
Selection & Recruitment

Sir Albert is committed to finding the best candidate for a vacancy. They seek to
provide all its staff with career and personal development opportunities. From the
management interviews and from the staff book, the CT concludes that in theory, Sir
Albert does not tolerate any form of discrimination. In fact, they believe that a diverse
workforce can bring different approaches, fresh ideas, and different ways of thinking
which will make the job more efficient and effective.
Furthermore, Sir Albert will provide the opportunity to internally apply for other
vacancies of other companies falling under the EHPC.
Current situation
Nonetheless, from the employees’ interviews, the impression arises that these
promises are, in reality, not completely followed through. Both the HRM of EHPC as
well the MT of Sir Albert seem to express preference for fulfilling vacancies with
familiar employees. Moreover, the recruitment of certain representative positions, such
as hosts and maître’s still exclude those candidates which do not have the right
appearance or those deviating from the traditional profile. This while the external
environment actually describes that as awareness around diversity and inclusion
grows, diversity and inclusion have become more important for talent acquisition and a
company’s employment brand (Deloitte, 2017). These statements both confirm the
weakness of having a biased selection system, even though unintentionally.
Training & Incentives

Sir Albert provides all its employees with training for them to effectively carry out their
jobs. The general manager will, together with the HR department, determine a
personalized training plan. Twice a year, the employees are supposed to face an
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evaluation interview with the department head. If during the second evaluation
moment, the employee has shown growth, they will be compensated by a salary
increase. All employees of Sir Alberts are salaried employees, thus implying that their
pay is provided equally for everyone. Additionally, Sir albert boasts an €25,- incentive,
with the criteria of an individual employee being mentioned at least ten times in
reviews.
Furthermore, Sir albert provides several training opportunities being:

1) A brand training which is required for all staff and will help the employee settle into
the company and its role.
2) On-the-job induction training
3) Regular fire & evacuation, first-aid, and in-house emergency training.
Current situation
Nevertheless, these promises were once more contradicted by employees, who claimed
that evaluation interviews are not being held as much as promised and training plans
were rarely actually developed. Moreover, on-the-job induction training is given to the
employees of the restaurant of Izakaya in terms of beverage trainings, yet lacks within
the hotel. This while, in accordance with the external environment, training takes a
center stage due to the technological developments (Randstad, 2018b). These facts
combined make the lack of training a severe weakness.
Additionally, the incentive structure has actually rarely been handed out, as it is far
from realistic. As the external trend explains, the employee-journey becomes more
and more important with many employers such as adobe and Airbnb already paying
special attention to it, with incentives such as shares in the company. Therefore,
boasting an unrealistic incentive system could be considered old fashioned and
demotivating, thus making it a weakness.
4.5. Shared Values

Shared values are norms and standards that are supposed to guide and inspire
employee behavior and actions taken by the company (Ravanfar, 2015).
Sir Albert shares the core values of all SIR Hotels, being “Passionate, Authentic,
Communicative and Creative”. The aim of the Sir Albert is to not only show these
values throughout every aspect of the hotel, but also embed them in the employee’s
day-to-day operations (SIR hotels, 2017).
Current situation
However, in reality these values are not maintained or repeated within the actual day-
to-day operations of the hotel. In fact, the GM stated that even she was not completely
aware of the values’ meaning and if they were realistic or inspiring.
Additionally, those employees who actually are aware of the values within the Sir
Albert hotel are not sure of what they exactly these entail, therefore being unaware of
how to interpret or express it towards guests.
Moreover, after examining the selection procedure, the CT sees that during the
selection period, employees are not asked to what they personally believe is important
in their behavior, or what inspires them. This results into weaknesses such as
employee unawareness and inconsistency of values.
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The hard S’s
These S’s are directly to be influenced by managers, being strategy statements,
structures and ICT systems (Mindtools, 2013)
4.6. Systems
The processes and the procedures of the company, which reveal business’ daily
activities and how decisions are made (Ravanfar, 2015).
When it comes to factual communication, Sir Albert utilizes two different operation
systems.
Opera Hotel Management System

This system offers the ability to drive the hotel from one central point by means of
different modules. The different functions that each module boasts could fasten
processes such as check-in and check-out, and, more importantly, boast a total
communication system between the different modules, which could ensure the
provision of information to efficiently meet guest needs (Micros, 2018).
OpenTable Restaurant services

The idea of OpenTable has two sides which offer solutions for both front-of-house
software used for running a restaurant (OpenTable GuestCenter) and growing
opportunities by means of an OpenTable network. Additionally, the front-of-house
software offers the opportunity to improve table management and guest understanding
by reports and analysis (Prummel, 2017). These reports are, in theory, accessible for
everyone and are used by the general manager and head office.
Additionally, Sir Albert its’ tall organization should ensure the provision of top-down
training, which is supposed to ensure employee awareness of the procedures and tasks
to be executed, however, in a personalized way. The support of managers should be
guidance enough and therefore, SOP’s are considered unnecessary, and are minimized
in use.
Current situation
However, the CT discovered that internal communication systems are simply not being
used. This while the software in place is supposed to boast the interdepartmental
communication and information support of decision making when being used properly.
Correspondingly, the hospitality software is heavily improving, causing much richer
information flows (Hagel et al., 2009). Sir Albert might face severe backlog if they are
not making smarter use of their existing information systems.
Moreover, even though the lack of standard operation procedures has its reasons, it
leads to unclarity amongst employees when it comes to getting in touch with their
managers during service. This additionally proves that the guidance from managers is
actually not enough, which slows down decision making and causes dissatisfaction
amongst guests and employees, thus attributed as weakness.
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4.7. Structure
A representation of the way business division and units are organized and includes the
information of who is accountable for whom (Ravanfar, 2015).
Sir Albert hotel has adopted a tall, centralized organizational structure consisting of
four to five layers, which represents the rather strong hierarchy of Sir Albert. This
solely refers to the hierarchical layers of Sir Albert and not the branches of Sir hotels.
Characteristics of the organizational structure, is that Sir Albert does not boast an HR
department on site, as this department is part of EHPC. Additionally, the functions
given in the organizational structure are rather specific, such as the existence of both a
guest experience expert and a guest service manager and the combination of a room
attendant, a housekeeping employee and a housekeeping trainee (Sir Albert, 2017).
Please refer to Appendix 4. for an overview of the organizational structure
Current situation
When measuring opinions amongst employees regarding this structure, employees
state that there is sufficient clarity with regards to functions and to whom they should
report. Moreover, employees do admit that they value the continuous learning process
and the benefits that they get from their managers, an information flow from top to
bottom (even though this is sometimes not sufficient, please refer to systems).
However, many employees admit they have encountered a lack of motivation

somewhere throughout their career. When asking about a further elaboration of this
lack of motivation they explain that, in their opinion, the job sometimes feels robotic
due to the very distinctive functions. Moreover, when providing feedback to their
managers it is often not valued and top management provides little to no inspiration or
space to boast their own touch to their function
Additionally, the organizational structure supports the current situation of a strong

orientation on guests rather than on employees, which also eliminates the ability to
process complaints from employees. Therefore, two weaknesses have been identified,
the robotic feel of the job as well as the inability to provide bottom-up feedback. This
while the external environment points out that the importance grows of employees
having a broad focus and that, in the future, employees require a broader skillset once
certain aspects of the job might actually be replaced by robots (Sodexo, 2017).
4.8. Strategy
The plan developed by a firm to achieve sustained competitive advantage and
successfully compete in the market. A strategy should be clearly articulated, long-term
and reinforced by a strong vision, mission and values (Ravanfar, 2015).
Strategic Direction
To determine the specific strategic direction, the EnCube Management tool is being
used as an analysis tool. It presents a clear relation between the company’s culture,
structure and strategic direction. The tool presents four components presenting the
culture, being Customer Intimacy, Operational Excellence, Disruptive Innovation and
the Product Leadership strategy (Enabu, 2015).
The strategy of Sir hotels relies on the creation of legendary, luxury boutique hotels in
major European cities and in the Middle East Region. Furthermore, it explains the goal
of being distinctive in design, high end in hospitality and masters in storytelling (Sir
Hotels, 2017).
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When analyzing the characteristics derived from the strategy, one can conclude that
the focus lies on Sir Albert distinguishing themselves from the competition. These
strategy characteristics are connected to Specialization and Craftsmanship, which
indicates focus on Product Leadership Strategy (ibid).
As the vision and mission should reinforce this strategic direction, they are compared
to the previously provided strategy (Ravanfar, 2015)
The vision statement of Sir Albert is as follows:

‘‘SIR strives for offering a unique and luxury boutique experience that continuously
exceeds the expectations of its guests. This essential experience makes each guest feel
as though they are visiting their best friends place (Sir Albert, 2017)’’
The vision’s statement long-term aspect is continuous improvement and offering a

perfect experience to all guests, thus clearly presenting SIR hotels focus on excellence,
which in turn reflects on the characteristics of “specialization” of the competence
structure (Enabu, 2015)
The Mission statement of Sir Albert is as follows:

‘‘SIR is a collection of luxury boutique hotels creating the unexpected in high-end
personal service, design and comfort for business and leisure travelers. Each property
of SIR is offering (delivering) a daily wow guest experience through its uniqueness in
personality and style. SIR stands for green luxury at its best (Sir Albert, 2017)’’ .
The mission statement corresponds to the strategy, stating the creation of the
unexpected and a wow-guest experience, which compliments the product-leadership
strategy (Enabu, 2015).
Current situation:
Even though the vision, mission and strategy statement seem to be correctly in line
with each other, there is a significant factor missing, the employees. It is of the utmost
importance that the employees should not only know the mission statement, it should
actually be designed for them (Myler, 2013). Otherwise, the employees will never be
inspired by a mission statement, leading to lacking performance and less motivation,
which are clear signs of an uptight culture. This element being excluded is therefore
categorized as weakness.
An example of an inspirational best practice is the one from Southwest-airlines, who

prioritizes employees over guests in their statement (E.g. Southwest-airlines), leading
to a feeling of appreciation for employees.
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4.9. Comparison to four pillars of Human
Orientation
As mentioned within the definition of Human Orientation, appreciation and sincere care
are linked to one another, while still being two separate pillars with overarching themes.
Therefore, the CT decided to measure appreciation with the overarching teams of the
understanding the meaning of employees values, choices and priorities and the
acknowledging worth, which will, in turn lead to dignity and moral decision making,
covered in sincere care.
The same technique applies to transparency and trust, which are again two separate
pillars with overarching themes leading from one to another. Therefore, the CT decided
to measure transparency with the overarching theme of clarity, which will, in turn lead to
integrity and candor, covered in trust.
4.8.1. Appreciation
Understanding the meaning of employees values, choices and priorities
With the current top-down structure of Sir Albert, managers are only handling according
to their perception of employees. This perception is often incorrect, as the internal and
the current analysis seem to contradict one another. This implies that (1) managers
being unaware of the values, choices and priorities of employees.
Additionally, (2) often employees are unaware about what the values and strategic
priorities of the hotel are, nor what they signify, thus unaware of whether they match
with their own. Management thus adapts a wrong leadership style which causes
insecurity amongst employees. This implies that if Sir Albert continues to follow this path,
appreciation will simply never be established.
Acknowledging worth
Taking strategy as a starting point, one can conclude that within the description of the
vision and mission, the consideration of staff is completely non-existent. Therefore, Sir
Albert needs to realize that employees are an important asset, rather than a simple tool
to use when achieving guest satisfaction, of which it appears Sir Albert thinks currently.
4.8.2. Sincere care

Dignity
Dignity describes a persons’ intrinsic worth, and is something that should be valued at all
times (Saha, 2018). From this, one can assume that without the acknowledgement of
worth and the understanding of meaning of employee values, choices and priorities,
showing dignity is quite hard, and is quite probably far from pure.
A specific example of the lack of dignity is to be found in the fact that during selection
procedures not every candidate is considered equally, as visual appearance is taken into
consideration.
Moral decision making

Within decision making, one sees that decisions are made by the management team or
by head offices, and due to the top-down structure, employees opinions are hardly ever
involved in these decisions. Furthermore, top management makes these decisions mainly
focused on their current strategy, that does not take into account employees nor their
understanding and interpretation.
22
4.8.3. Transparency
Clarity
The GM has defined the intention to be completely transparent towards her employees.
However, this is solely upon request. With the top-down organizational structure,
employees will simply not ask for facts they are interested in, causing inclarity. In other
words, if information is not provided to employees they will rarely get this information,
even though it might be useful employees’ behavior. Additionally, employees sometimes
are unable to locate their managers, which also could be seen as a form of unclarity.
Candor
When looking at the management style, candor is actually not incorporated at all. This
while candor leads transparency and trust, which were important aspects for human
orientation according to the general manager. The ununified way of correcting is
contradicting the open culture the general manager wants to create, as well as the top-
down structure and the uninspiring shared values and misalignment with the actual
employee values.
4.8.4. Trust
Integrity
According to Dierickx (2010), consciously omitting the truth is also a form of lying,
therefore limiting integrity. Additionally, within Sir Albert, management makes several
promises which are clearly not met, such as training possibilities and appraisal
interviews. This implies that without the pillar of transparency and the lack of integrity,
trust could simply never be achieved, something which is definitely undesirable within
any organization.
23
24
5. Desired situation
5.1. Introduction
Before creating a desired situation, the consultancy team has first determined the current
state of Sir Albert, which strongly similar the behavior of a machine. Characteristics of
machine-behaving organizations are a goal-oriented management style, meritocracy and
a general goal of staying ahead of the competition. This implies that the desired situation
leads to a family-like organization in the near future, and an individual organism
organization further to come (Laloux, 2014).
The soft S’s
5.2. Style
Becoming a family
To achieve the status of a family, Sir Albert has to become sensitive and behave like
a community to which employees endeavor to belong (Laloux, 2014). To do so,
managers should change their behavior to a more unified way, which will increase
the employee understanding and increase the level of comfort (Schreiner, 2010).
Additionally, the general manager mentioned the importance of sincere care as a
pillar for human orientation, implying that the desire is already there. Further steps
to be taken is that a unified communication should be designed falls amongst this
desired company culture.
Additionally, families allow their relatives to make decisions on their own without
approval (ibid). This aligns with the external trend which shows that people perform
best while enjoying an high agree of freedom and autonomy (Corporate Rebels,
2017). Desirably, Sir Albert should emphasize freedom to practice their job however
they are willing to practice it, whether it is regarding working hours or operational
decision making.
Becoming an individual organism

For the future, Sir Albert could adopt an individual organism culture, being a
predecessor. By achieving this, the organizational structure should be changed to a
(almost) complete flat structure consisting of teams completely being responsible
for their own decisions, thus the S of style not being applicable (ibid).
5.3. Skills
Becoming a family
Within a family organization, collaborative processes are being favored (Laloux,
2014). This is in line with the trend of HR being focused on team development
rather than individual development. Team players are individuals that participate in
a collective effort and cooperation to get the job done efficiently. As there is a lot of
group work in the hospitality industry, teamwork skill is a major requirement for
selection of the new employees (Walker and Miller, 2009). Desirably, all Sir Albert
employees and employers should be advanced in their teamwork abilities. Team
player behavior causes advantages such as increased productivity, innovation,
strong relationships and improved service (Leitch, 2017).

A further step would be to focus on giving every individual the confidence and
ethical behavior to make decisions, not based on external factors, but on own
behavior (Laloux, 2014). At this point in time, a hospitality organization will likely
25
not succeed with this structure, due to the fact that all hospitality organizations still
require to enact on what their guests want.
5.4. Staff
Becoming a family
Often, organizations behaving like a family boast a vibrant culture in which
employees feel appreciated (Laloux, 2014). In coherence with this, the general
understood purpose of rewarding is that it sends out a message to employees that
their contributions are valuable (Limaye and Sharma, 2012). Therefore, desirably,
Sir Albert should focus on rewarding more generously, at least there should be a
structure in place which clarifies the incentivizing of employees.
Additionally, trainings should be provided with the function of coaching sessions

rather than guiding sessions, boosting decision making amongst staff (Laloux,
2014). Frankel and Otazo (1992) claim that leaders could gain commitment or could
gain compliance, and that coaching makes the difference between the two.
Furthermore, workers need to be led rather than managed. Additionally, best
practices of non-hospitality enterprises have already acknowledged the importance
of coaching, boasting personal development plans and one-to-one coaching (please
refer to best practice bol.com). This implies that, in order for Sir Albert to become a
family, they should boast a coaching structure which assists their staff to develop.
Ultimately, not necessarily in accordance with the family behavior, but essential
according to the external environment, Sir Albert should adopt a less biased blind
hiring system that will both improve their reputation and give a more open
perspective on suitable candidates. A solution that might be applicable is the blind
hiring system, which has been described in the external analysis.

When becoming an individual organism, employees will be trained on intuition,
further coaching themselves. Even though this is an advanced stage, within the
coaching structure, intuition could be triggered, giving Sir Albert an advantage when
the external surrounding requires hotels to change from the family structure to an
individual organism (laloux, 2014).
26
5.5. Shared values
Becoming a family
CEO’s of firms which are already behaving like families claim that promoting their
culture and their values should be one of the primarily managerial task (Laloux,
2014). Literature underpins that organizational values should prioritize the values of
the individual members prior to agreeing on common values of the organization.
Additionally, research shows, organizations having a consensus organization, there
is a visible correlation between values in place and promoted. (Gorenak and Košir,
2012).
In the desired situation, the employee’s individual values should therefore be in

coherence with the organizational values. Additionally, desirably every employee is
aware of the company’s core values and knows how to operate along these values,
in this way, misalignments are prevented (Macfarland, 2013).

Within an organization, values are a guideline for interacting in the organization and
should be the underlying thought of collective actions (Laloux, 2014). This is
actually an aspect in which Sir Albert could reach the level of an individual
organism, once their core values are carefully aligned with the individuals values,
and if this is maintained throughout the recruitment selection.
The Hard S’s
5.6. Systems
Becoming a family
As previously mentioned, families allow their relatives to make their own decisions
(Laloux, 2012). In order to make the family-like organization effective regarding
internal communication, employees must have access to all the information they
need to perform their jobs at the highest level. Only this way, their own decisions
will be thought through carefully (Grossmann, 2017).
Additionally, in these types of organizations, everyone should be aware of their role

within the community. To ensure that the hotel works with this structure, their
should be a consistent stream of messaging amongst staff. This will encourage
teambuilding and will create constant awareness of the overall mission and values
(ibid). Therefore, Sir Albert should use their systems in a way that it allows
communication between employees and provides all information to individually
make decisions.

The systems of an organization behaving like an individual organism are not yet
applicable to the current hospitality industry as interaction is non-linear within this
structure (Laloux, 2014). When applying this to hospitality, all individuals should be
completely conscious, otherwise changes will turn into a clutter.
27
5.7. Structure
Becoming a family
The structure of a families is collaborative, has various bottom-up processes, and
tries to bring opposing points of view to consensus. Additionally, leaders should
rather be in service of their employees, and employees should make as much
operational decisions as possible. Most importantly, managers should be willing to
share their power (Laloux, 2014). Research supports this statement, as it claims
that tall or medium organizational structure contributes to dissatisfaction and
anxiety or stress, due to the lack of freedom in decision making (Ivancevich and
Donnelly, 1975).
With this being said, the desired situation is designed, in which Sir Albert should
adopt a structure in which employees are free to make their own decisions, which
will make the job feel less robotic as well. Additionally, the structure could remain
tall, but Sir Albert’s employees should be able to give feedback to managers.

The idea of an organization behaving like individual organism is that there is no
central control and that the elements are self-organizing (Laloux, 2014). Adopting a
flat organizational structure could be a step towards the right direction, yet having
no central control and overview is should be handled carefully in hospitality
enterprises, due to the departmental differences of such organizations. Therefore,
the CT would at present, advice against adopting the individual organism behavior.
5.8. Strategy
Becoming a family
Within a family organization, leaders carry out huge responsibility of balancing the
interests of all stakeholders. This supports the a large contrast with being a machine
organization, where the main goal was to realize satisfaction of investors and guests
(Laloux, 2014). As the mission, vision and strategy are designed to get everyone on
the same page, they should incorporate stakeholders such as employees as well
(Geier, 2018). To conclude, once you would like to balance out the interest of
stakeholders and gain understanding from those stakeholders, Sir Albert should
keep in mind the employees when designing a vision and mission statement.

Within the individual organism organization, the organization overcame the intention
to influence and control others, which leaves out the necessity of a mission or vision
statement. It relies on the individuals to follow their intuition, which supposedly is
same for all employees (Laloux, 2014).
5.9. Comparison to four pillars of HO

Please refer to the Desired Column in the gap analysis for an overview of desires and
their connection with the four pillars of HO
28
29
6. Gap analysis
McKinsey 7S Current situation The gap The desired situation
model
The soft S’s
Style - The inconsistent manner of - Alignment of managers in - Unified communication manners are
managers correcting employees their style of communicating designed and falls under this the newly
causes insecurity amongst them implemented company culture
(Transparency)
- The low degree of flexibility and - Freedom and flexibility - The managers of Sir Albert have a
freedom demotivates employees provided to employees flexible mindset with regards to the
level of freedom (Trust)
Skills - Sir Albert do not have the - Effective and efficient - Sir Albert employees and employers are
interpersonal skills needed to work teamwork skills advanced in their teamwork abilities
in teams (Appreciation & Trust)
Staff - There is an unrealistic, old-fashion - A proper and realistic - There is structure in place motivates
incentive system in place which incentive system employees with incentives
demotivates employees (Appreciation)
- Employees receive a limited - Ample coaching is provided - Sir Albert boasts a coaching structure
amount of training and theoretical with a focus on supporting which assists their staff to develop
support for their job, even though employees (Sincere care & trust)
it becomes more important - An unbiased selection - Sir Albert adopts a blind hiring structure
- Sir Albert has a biased recruitment system in order to ensure less biased recruiting
and selection system in place procedures (Sincere care)
Shared - Employees values are not in line - There is an alignment - The employee’s individual values are in
values with the organizational values between the perceived and coherence with the organizational
- The core values are not passed on actual values (Appreciation)
to the employees and therefore - Awareness of the values by - Every employee is aware of the
also not understood correctly by every employee company’s core values and knows how
the employees to interpret and operate along these
values (Transparency)
The hard S’s
Systems - Employees have a hard time - Information availability for - Sir Albert uses their systems in such a
making individual decisions all employees way that it allows communication
without the necessary support and between employees as well as provides
information
30
all the information to make own
decisions (Transparency)
Structure - The job of ground-staff feels - Human feel and freedom of - Sir Albert has a structure in place in
robotic in executing their job the job which employees are free to make their
- There is no possibility for - An open attitude from own decisions (Trust)
employees to give their managers managers towards feedback - Sir Albert’s employees are able to give
feedback feedback to managers (Transparency)
Strategy - The vision and mission statement - The understandability for - The established vision and mission
are not understandable for and the appreciation of statement incorporate the factor of
employees and do not stress the employees for the understandability for employees
importance of employees vision/mission and strategy (Sincere care)
statement
31
32
7. Root cause analysis
Gaps Root-causes
1 - Alignment of managers in their style of communicating - There is a business-wide underestimation for values
2 - Freedom and flexibility provided to employees - Managers/the hotel has still a traditional mindset
- Sir Albert has a top-down organizational structure
3 - Effective and efficient teamwork skills - The HR department is part of EHPC and not of the hotel
- The EHPC strategy is solely focused on guests
4 - A proper and realistic incentive system - There is a business-wide underestimation for values
- Managers are not trained to acknowledge performance of
employees and the importance of rewarding
5 - Ample of coaching is provided with a focus on supporting - The EHPC strategy is solely focused on guests
employees
6 - An unbiased selection system - Managers/the hotel has still a traditional mindset
7 - There is an alignment between the perceived and the actual - There is a business-wide underestimation for values
values of the employees - The main focus of the values is on guests rather than
employees
8 - Awareness of the values by every employee - There is a business-wide underestimation for values
9 - Information availability for all employees - Managers/the hotel has still a traditional mindset
10 - Human feel and freedom of the job - The HR department is part of EHPC and not of the hotel
11 - An open attitude from managers towards feedback - Sir Albert has a top-down organizational structure
- Managers are not trained on their critical thinking ability
12 - The understandability for and the appreciation of employees - The vision/mission, and strategy are part of EHPC
for the vision/mission and strategy statement - The EHPC strategy is solely focused on guests
Please refer to Appendix 5 for an overview of the steps leading to the root causes
33
34
8. Change plan
Based on the previously completed rootcause analysis, it is understood that within the
organization, areas remain in which SIR Albert can improve. To achieve this, the
consulting company chose to introduce the combination of two models whilst conducting
change interventions. The mentioned models are the acclaimed ADKAR model, founded
by Jeff Hiatt (1994) and the “Five stages of managing change” by Cummings and Worley
(1995). By using the ADKAR model as a guiding framework for intervention structure,
then by inserting the “Five stages of managing change” as the intervention criteria. This
report constructed interventions steered towards the desired human orientation
principles of ‘Transparency’, ‘Sincere Care’ and ‘Recognition and
Acknowledgment’, to name a few.
In accordance with the ‘fives stages of managing chnage’, for simplicity of this report, the
guiding questions of ‘why, what, how and who’ will be incorpaorted. These guiding
questions will present the stages of ‘Creating a readiness for change, creating a vision,
developing political support, managing the transtion, sustaining momentum’.
In the first stage of the intervention, the change agents must create the desire or sense
of urgency for change. The change agents make clear the current situation of the
organization to its personnel, from there, an organizational mindset of readiness to
change must be established (ibid, 1995).
As this step suggests, a vision must be constructed. Creating a vision based upon the
thoughts and feelings of the employees makes this more implementable due to its
extended support (ibid, 1996).
For change within an organization to be successful, enough key players within the
organization should show their support. In this stage, all affected stakeholders will be
listed, along with their desired role, function and significance (ibid, 1996).
This step is used in the change process when the organization is ready to work towards
their desired situation. The implementable steps required to build up the action plans will
be described. Furthermore, the intervention process will further require the coach team
to act as a guiding force for change, open to coaching and assistance with trainings. Even
though the change process is well underway, the necessity for positive communication is
to continue for the desire for change to keep momentum (ibid, 1996).
The knowledge of Cummings and Worley (1995) which states larger scale interventions
are more effective change leaders, as it involves more members of the organization
making it more insightful to acquire the current mindset of the organization. Additionally,
interventions with more participants are said to in act change quicker and instil
confidence in its attendees (Kormanik, 2005).
Robins (1994) intervention values, played an integral role when designing interventions
for organizational development. As Robins (1994) states, interventions should rely on
values such as; “respect for people, trust and support, power equalization, confrontation
and participation” (ibid, 1994). These values are closely related to the working ‘Human
Orientation Definition’ of this report, making so that interventions are aligned with
‘Human Orientation’, ‘External and Internal Analysis’ and ‘Desired’.
Please refer to Appendix 9 for the timeline of The Change Plan.
35
8.1. Awareness
The organization will explore the underlying reasons as why change is needed, and in
which areas. Awareness is successfully created when the organization, and its personnel,
understand the benefits about going through the change process. Additionally, the
consequences for the organization if change is not embraced (Connelly, 2017).
Intervention 1: Anonymous Feedback Box
Which root causes are 2, 3, 6, 8

involved?
The factors of - Structure
McKinnsey 7S model - Style
involved
How is this A company should ensure the employees well-being by
intervention linked to expressing sincere care for their employees. When asking
becoming more for their feedback, Sir Albert shows that they want their
Human Oriented? employees to feel understand and acknowledged, showing
that they care.
Type of intervention Human Resource intervention
Links to Major Force MF2, MF3
driving Change
What? “How could one briefly describe the undertaken action of the
intervention?”
A feedback box will be placed in the back office, where everyone can reach it. it is
meant for employees to provide feedback to their managers on their performance.
How? “Which specific activities and events must occur for a successful
transition?” (Cummings & Worley, 2009).
1) Managers will create a feedback Box which will be placed in the back office.
2) Employees will write down feedback and put it in the box
3) Management will empty the box every night and will go over the feedback.
Why? What are significant discrepancies between actual and ideal states that
can motivate organization members to initiate corrective changes?
(Cummings & Worley, 2009).
`Feedback is the most powerful yet cheapest tool possible. Therefore, it is important to
receive feedback to make changes and to actually find out what it is that works for a
company (Lang, 2015). Additionally, failure of communication between employees and
managers is one of the main causes for employee turnover and declined employee
satisfaction, further stretching importance of it (Feedback Tips, 2016).
Currently, employees are not providing feedback to their managers. Some say they do
not feel comfortable, others say that they have the feeling that they are not being
listened to. This results in a misunderstanding of how the employees actually feel
about the workplace. Additionally, it causes that managers have a wicked and often
wrong perception regarding employee satisfaction, resulting in them being unaware on
how to behave
Who? “Who stands to gain or to lose from the changes and who should
manage the change?” (Cummingnts & Worley, 2009).
36
Managers and employees will benefit as there is more open communication resulting in
an increase in motivation and productivity. Furthermore, as a result of happier
employees, Sir Albert’s guests will also benefit.
The general manager of Sir Albert will empty the feedback box on a daily basis and will
read all the comments/suggestions and will then discuss them with all line-managers in
order to see how they can implement the feedback into Sir Albert.
Intervention 2: Departmental seminar
Which root causes are 3, 4

involved?
The factors of - Staff

McKinnsey 7S model
- Structure
involved
How is this intervention By working together with other departments, the feeling
linked to becoming of togetherness is increased. By having interdepartmental
more Human Oriented? open communication, Sir Albert’s transparency goes up
showing that they trust their employees.
Type of intervention Human resource intervention

driving Change
What?
Departmental seminars will be created at the end of each month in order to update
other departments about what is currently happening.
1) briefing with your own department to discuss any relevant stuff for other
departments
2) discuss all relative topics of each department and see who can help who
3) make notes
4) check-up with other departments for any changes
Communication is key when it comes to the functioning of any organizations as it helps

the company to stay productive and efficient. According to the institute for Public
Relations, inter-departmental communication is one of the most important things of all
communication processes in a company. It will bring trusts between departments and
therefore, efficiency will go up. A lack of proper inter-departmental communication, will
also negatively influence guests as the flow is not how it should be (Noot, 2017). In
order to achieve excellent business outcomes and provide great customer experiences,
an in-depth understanding of everyone’s role in the company is crucial (Wong, 2016).
37
Currently at Sir Albert, there is a lack of communication between departments either
from in the hotel itself (e.g. between housekeeping and front office) but also from head
office (almost no communication whatsoever). Which leads to frustration, not knowing
what is going on in other departments but your own, and in-efficiency.
manage the change?” (Cummings & Worley, 2009).
All employees working at Sir Albert will benefit as there is more awareness of what is
happening.
The one in charge of each department is responsible for attending the meetings and
passing through any relevant information.
Intervention 3: Kahoot company culture game
Which root causes 1, 5, 7, 9

are involved?
The factors of - Shared Values

McKinnsey 7S model
- Staff
involved
- Skills
How is this In order to create an environment of trust, transparency is

intervention linked needed (Bennis, Goleman and O’toole, 2008). This
to becoming more transparency with regards to values, vision and mission is
Human Oriented? being faded by the lack of clarity with regards to this topic.
The game within this intervention means to end the un-
clarity and give everyone a consistent image of what is
actually happening within the hotel.
Type of Intervention Human resource intervention
Links to Major Force MF1

driving Change
What?
With the company culture game, both employees and managers are tested on their
company knowledge. Kahoot is used as it allows one to create a quiz online, involve a
high number of participants and create direct results (Eduapp, 2018).
Preparation for the facilitator and change agent:

1). Collect all the information needed for the Kahoot quiz to be established.
2). Create the quiz (around 10-15 questions)
During the session:
3). Invite a group of maximum 25 employees. Ensure that everyone is enabled with
38
the technology needed.
5). An explanation of the quiz should be provided.
6). Take the quiz (approx. 15 min)
7). Explain the answers, check if the participants agree with the answers.
When embracing gamification by having a knowledge quiz, Sir Albert management will
become aware of how much knowledge and understanding their current employees
have regarding what Sir Albert stand forr. If your employees are not clear of what the
company is trying to do, then it makes it extremely difficult for them to stand behind
the company. When employees understand the company and its purposes, it is easy
for them to figure out whether or not this is a company they want to be a part of.
Those who do, will become valuable assets and those who don’t, shouldn’t have started
working at Sir Albert in the first place (Patrick, 2017). Furthermore, this way
employees can help come up with ideas in order to improve Sir Albert’s performance,
benefiting all (Lavoie, 2017; Patrick, 2017).
Currently at Sir Albert, as we have seen whilst conducting interviews not one employee
was aware of the company values, vision, or mission.
Both managers and employees will benefit as there is a clearer understanding of the
company. Therefore, they can provide better service to the guests, making them
benefit as well.
The change agent and the facilitator carry the responsibility of preparing the quiz in
advance. The quiz should be reliable and true, otherwise both the change agent and
the facilitator will lose a great amount of credibility.
Intervention 4: Self-awareness session
Which root causes 6

are involved?

McKinnsey 7S model
- Shared values
involved
How is this By creating a self-awareness session, the mind-set of

intervention linked to employees will change. It will help employees to deal with
becoming more their faults and helps them understand certain situations
Human Oriented? which will result in a more positive mind-set. By investing in
these sessions, Sir Albert shows that they value the values
of employees and that they genuinely care about their well-
being.

driving Change
39
What?
During self-awareness sessions (4 in total of 60 min), people are becoming aware of

themselves and what makes them unique, what are their thoughts on certain topics,
experiences so far and their abilities (Joaquin, 2017).
1) Create groups of maximum 10 employees
2) Rate yourself
3) Ask other people to rate you and to provide feedback on why that certain grade is
given
4) Keep a journal to discuss in next session
In order for staff to continue to grow, self-reflection and being self-aware of your own
strengths and weaknesses is very important (Castelonia, 2017). It is one of the best
things you can do to create a positive mind-set. It helps you to understand how you
respond to certain situations and to not be oblivious to your faults and to deal with
them in a positive manner (Beard, 2018). Most people have the tendency to look at
their weak spots and what they are doing wrong. By becoming more self-aware they
will also look at the positive things. When self-awareness is missing, one cannot truly
understand their emotions, goals, strengths and values (Beard, 2018; Gick, 2015).
Currently at Sir Albert we noticed that they do not have a very positive mind-set as
they are not supported by management in receiving feedback so they don’t know
whether they are doing a good job or not. Most employees feel like other employees
are performing better than they are as they are only looking at what they are doing
wrong and not focussing on what is going right.
Employees as it is their mind-set that is changing. The time spent reflection on

themselves is precious and will not only change their mind-set on the work floor but
will also help them in their daily lives (Gick, 2015).
40
8.2. Desire
Naturally, after becoming aware of the need for change the desire to support this change
is created. This is done by addressing incentives and the creating the desire which
involves the employee into the change plan, applied methods such ‘Forming a change
coalition’ (Connelly, 2017).
Intervention 1: Forming a change coalition
Which root causes 2, 3

are involved?

McKinnsey 7S model
- Style
involved
How is this An essential step to be taken to create excitement and

intervention linked motivation for change thorough the organisation. The
to becoming more coalition is responsible to uphold the desired change plan
Human Oriented? until completion or adaption. For the change team to be
successful, it is important for their actions to be transparent
as an example for the rest of the organisation. If their
actions were to be ambiguous it would certainly contradict
progress and act as a resisting force (Bennis, 2008) (Kotter,
2018).

driving Change
What?
An essential step to be taken to create excitement and motivation for change thorough
the organisation. The coalition is responsible to uphold the desired change plan until
completion or adaption. For the change team to be successful, it is important for their
actions to be transparent as an example for the rest of the organisation. If their
actions were to be ambiguous it would certainly contradict progress and act as a
resisting force (Bennis, 2008) (Kotter, 2018). The focus of this change plan is to re-
establish the organisations culture surrounding recognition of teamwork, and
communication through the organisation. It is vital that the change coalition exuberate
a sense of cohesive teamwork and lead the organisation by example through the
change process (Nauheimer, 1997).
1) Select members of the organisation, an eclectic group, ranging from different

hierarchical positions.
2) The desired change team will form in a meeting space once a week. These meetings
will discuss progress of change plan, feedback, motivation amongst employees and
resistance effecting.
3) The meeting will conclude after goals of the week are set. Goals might include,
individual employee resistance factors to overcome, additional incentive creation ext.
41
4) Each meeting, each member will have asked to measure their progress in terms of
the “Skills needed to acquire” (Neuheimer, 1997)
The purpose of this intervention is to formalise a team which can successfully steer the
organisation toward the desired change plan. It is important for the change team to
represent the diversity of the organisation, a coalition of employees measured against
the qualities of ‘Power Position’, ‘Expertise’ and ‘Credibility’ (CFMA, 2018)
Power Position – The change coalition consists of various employees from different
levels of the organisations hierarchy.
Expertise – The change coalition acquires the necessary perspectives to effectively

represent the organisations points of view.
Leadership – The change coalition has a makeup of respected employees whom have
proven themselves as leaders (et al, 2018).
As this intervention searches the organisation thoroughly for the most appropriate
team. Employees, managers take part as to determine their worthiness in the change
coalition.
Intervention 2: What if brainstorm sessions
Which root causes All root-causes

are involved?
The factors of All

McKinnsey 7S model
involved
How is this The brainstorm session will be in coherence with the

intervention linked definition of transparency, as all people will show complete
to becoming more clarity and candor. Moreover, when looking at the definition
Human Oriented? of caring, the element of understanding the meaning of
employees’ values, choices and priorities are coming back, as
the session contains an open an honest view.
Type of Intervention Human process intervention

driving Change
What?
A brainstorming session is an approach to generate useful and new ideas (Rudy,

2016). In this yearly brainstorming session employees are asked what they would
42
do/change if they were the general manager of Sir Albert? Or what if they were a guest
of the hotel? What would they like to see differently?
Pre-session
1) Every employee gets a briefing email, explaining the time and date and how much
time it will require. Moreover, the email should specify the social nature of the event,
as it will be fun (Rudy, 2016).
During the session
2) The facilitator explains the ‘What if’ statements: ‘what if you were the GM?’, ’what
if you were a guest of Sir Albert?’ What would you change?
3) continue with these questions
4) The last step is the discussion, in which each department sits together and
discusses results.
In the book; applied imagination, by Osborn, group brainstorming is described as a

technique to increase creativity. According to Osborn, brainstorming is utterly effective
when applying four ground rules, being; support quantity, combine and improve
suggested ideas, mention all ideas that come to mind and at last, do not criticize
(Sutton and Hargadon, 1996). The technique of What-if already eliminates the ‘yes,
but’ behaviour within a brainstorm session, thus minimizing criticism. Additionally,
creativity is endless in this scenario, therefore it supports quantity. Currently Sir Albert
sees that many employees criticize their managers and confirm that there is no culture
in place to provide feedback. This technique could open the eyes of both the managers
and staff (takecharge, 2013).
The intervention is applicable for every layer within the organization. Moreover, as the
hotel cannot close for a while, the session will not be mandatory for all, however
should be attended by at least one representative of each department.
A facilitator who guides the session and encourages participation is necessary. Also, a
minute-maker could be convenient, as during the session comments might be given
that could actually add value to Sir Albert (Morrison, 2016).
Intervention 3: Team goal setting seminar

involved?
The factors of - Style

McKinnsey 7S model
- Structure
involved
43
How is this According to Locke and Latham (2013), team-oriented
intervention linked to training and goal setting is beneficial in increasing the
becoming more Human efficacy and commitment of the team members. Being able
Oriented? to achieve the desired result creates a strong bond, thus
trust amongst the team.

driving Change
What?
The team goal setting seminar will be a monthly gathering of all departments in which
they will all be asked to make one goal that should be reached with the entire
department, and one personal goal which should be reached. At the gathering every
month management will look which team and employee have won and will invent an
appropriate reward depending on the results of the contest.
The goals that should be set per team should be formulated as a mission statement. It
is proven that teams actively working towards the same end goal have higher success
rates that teams who do not have a unified goal formulated. Specified must be, what
the team desires to achieve, in what ways they expect to achieve it and what benefits
it will have for the team and the company (Byrne, 2016).
Also, every team member should invent ways to properly measure the outcomes of the
goals they have set. When setting metrics, the teams will have the ability to check with
themselves and each other if the set goals are met, and if not, have the ability to
prevent on any misalignments (Byrne, 2016).
As the Sir-Albert features a top-down organisational structure, management is very

focused on individual performance, this results in employees not feeling as valued and
lacking motivation. Creating a unified goal for every departmental team will increase
motivation amongst employees and leadership performances (MacCarthy, 2010).
Employees and managers will work towards the same goal, which will improve
leadership and individual skills. All departments, employees and management will
benefit from this intervention.
The GM is responsible to define whether or not you have reached your goals.
8.3. Knowledge
The third step is about providing knowledge about the change plan, approaches such as;
training and other education methods are applied. It is important to cover knowledge on
what to do in midst of the transition as well on how to perform once the change is
44
implemented (Connelly, 2017). Additionally, covering the required information the
organization will need when change plan is complete, allowing for the organization to be
successful with change in the future (ibid)
Intervention 1: Mentor Program

involved?

McKinnsey 7S model
- Structure
involved
How is this A mentor program opens up communication. When being

intervention linked to helped and stimulated in a positive way, the self-worth of
becoming more the employee increases. When investing in such program,
Human Oriented? Sir Albert shows genuine care about the feelings and well-
being of their employees.
Links to Major Force MF2, MF3, MF4, MF6, MF7

driving Change
What?
In order to help the employee when it comes to their performance when the change is
implemented, line managers, who will be performing as the employees’ mentor, will be
assigned to the employees. The mentor will help the mentee to identify and learn new
skills that will help the mentee to succeed within Sir Albert (Horwath, n.d.). Sir Albert
will give the mentors and mentees the process-related tools/templates in order to
support their interactions, look at their goals and progress, and to walk the mentees
through the change process (Trees, 2017).
1) The change coalition will schedule an introduction training session for all the line
managers whom will operate as managers, in order for them to understand what is
expected of them and what they can get out of it.
2) The mentors will then schedule a meeting with their mentees in order to set goals
and expectations and get on the same page.
3) Frequent (weekly) meeting between mentors and mentees are planned in order to
discuss progress and set new goals.
(Messmer, 2016).
This will help and develop the employee’s interpersonal skills and will also help to
understand the organizational culture and unspoken rules. Furthermore, a more
positive environment on the work floor will be created as a mentoring program
promotes cooperation and a sense of harmony within an organization (Management
Mentors, 2015; Trees, 2017). Finally, the mentor would want to show how well their
45
mentees are doing. Resulting in socializing their good work to others, increasing the
confidence and self-worth of the mentees (Horwath, n.d.).
This will benefit both the managers as well as the employees of Sir Albert in the
following ways:
Managers: when performing as a mentor, the managers will be able to give back to the
organization. furthermore, it will strengthen their current skills and it encourage the
mentor to share their knowledge with others, increasing their self-worth (Management
Mentors, 2015).
Employees: when working together with a manager as their mentor, the self-
confidence of the employee will go up. The communication between the different lines
of the hierarchy will fizzle out as they are now working together. Furthermore, it helps
the employee with their technical abilities and their interpersonal skills as well
(Management Mentors, 2015).
The change team is in charge of prepping the mentors. After that, the mentors and
mentees are responsible for scheduling their meetings/goals etc.
Intervention 2: Cross-functional team training.
Which root causes 3, 6, 8

are involved?

McKinnsey 7S model
- Style
involved
- Skills
How is this The cross-functional team training is perfectly in line with the
intervention linked provision of appreciation. All elements, being the
to becoming more understanding of values, choices and priorities, the moral
Human Oriented? decision making, the dignity and the acknowledgement of
worth, come back within this intervention. Looking from the
business from another perspective creates the understanding
and boasts desirably the respect for each other. Moreover, it
should point out that each department within the hotel is
indispensable.
Links to Major Force MF2, MF3, MF4, MF6, MF7

driving Change
What?
Cross-trainings with other departments in order to be diversified and help other

departments when necessary. Furthermore, it will stimulate growth within the
company when being all-round.
46
1) Establishing teams of 5/10 persons

2) team meetings
3) Cross functional training week
4) Follow-up team meetings
5) Evaluation sessions
Hirsh and Kettley conducted research to cross-functional teamwork and defined the
phenomena as follows: “Teams composed of individuals who have a functional home
base, but who work collaboratively on issues or processes requiring diverse resources”
(Hirsh and Kettley, 2000). Furthermore, other research claims that cross-functional
training helps with overcoming organizational resistance and leads to improved
communication and cooperation (Burt, Dobler and Starling, 2003). These
characteristics allow different departments to establish decisions were not yet thought
of and thus change the closed mindset of SIR hotels. Moreover, it permits employees
to understand the challenges of every department, ensuring that these decisions made
are realistic. Nonetheless, cross-functional teamwork faces challenges, such as the
decreased degree of effectiveness and the related costs, which means that applying
this approach continuously is rather complicated within the hospitality industry (ibid).
Therefore, the cross-functional teamwork sessions are not part of an action, but just a
way to share and gain knowledge
This intervention requires participation from every employee within the whole hotel,
both back and front of the house. They will all benefit from it as their knowledge
increases.
A change agent establishes random teams and appoints experts who function as
consultants in order to guide the process. Consultants attend all meetings; the change
agent rotates between all teams to attend at least one session.
Intervention 3: “Working with Others” training process
Which root causes 2, 3

are involved?

McKinnsey 7S model
- Style
involved
How is this Being trustworthy is identified as a key aspect of being

intervention linked human oriented, which could be achieved by being more
to becoming more transparent. Being more transparent could again be achieved
Human Oriented? by showing candor. Working with Others emphasizes this
47
candor like no other, as it allows both managers and
employees to open up and start a discussion, being
completely transparent in communication and eventually use
the end result to ensure reinforcement.

driving Change
What?
A group made out of 1 person of each organisational layer to discuss improvements

points and to provide feedback to other layers.
1) Opening Training - prepares participants to work together and what it requires to

meet learning expectations of the session.
2) Overview - provides participants with an understanding of the what, why’s and

how’s of the training.
3) Getting Another's View - allows participants to understand others by using clarifying

and confirming skills.
4) Giving Your View - permits participants to share a concern and add value to others
while having a collaborative relationship.
5) Getting and Giving Skills Exercise - provides practice in using getting and giving
skills while generating solutions and a plan.
6) Closing Training - Summarizes the training/evaluates its impact. Also, there should
be a high emphasize of the actual use of the ideas (Byron and Bierley, 2003)
Vitalo and Byron claim that a top-down structure would only work if an organization
has a "top" with, amongst others, excellent leadership qualities including the ability to
read and fully understand their employees, and motivate participation and activity
(Vitalo and Byron, 2004). The sessions of WWO have a double purpose. One of the
purposes is exchanging improvements for the organization (make employees feel
involved), but most importantly, teaching those skills needed to effectively influence an
organization (ibid).
At this point, the activity and participation within bottom layers of Sir Albert is
performing less than optimal, and employees in those layers sometimes feel
misunderstood. This calls the need for the second step of the “Working with Others
training processes”, to provide management with this knowledge, slightly adapting the
solely top-down function (ibid).
All employees will benefit as there is an increase in communication and teamwork.
48
An instructor or consultant is appointed for the first meeting (follow up meetings could
also be provided by participants of the first meeting), who will provide step-by-step
guidance and will provide course visuals and handouts (ibid).
Intervention 4: Motivational Speakers
Which root causes 1, 5, 7, 9

are involved?

McKinsey 7S model - Staff
involved - Shared Values
How is this As the company wants to grow and improve, employees

intervention linked needs to be inspired and have insight in what is happening.
to becoming more Allowing guests speakers to enlight employees will show the
Human Oriented? willingness of Sir-albert to involve employees in the process,
thus complimenting the pillar of Transparency and sincere
care.

driving Change
What?
A guest speaker will be invited with knowledge and expertise around the subject of the
vision, mission, values and structure. The speaker will elaborate on the importance of
creating, maintaining and work along values, the importance of an aligned
management structure and the importance of working along a clear vision and mission.
It will be hosted twice on separate times, ensuring all employees and management can
benefit from it (Tredgold, 2017).
A 2-day event will be held in which the speaker will host an interactive lecture, that will
include practical examples and role play to ensure all employees, including
management and superiors, will participate and gain knowledge on the importance of
having values, a vision and a mission.
A motivational speaker should be hired to provide all employees with new energy and
ambition by showing the employees that Sir-Albert wants to invest in their future.
Additionally, providing the employees with a success story will work better than letting
an internal manager speak, because employees will be more impressed by someone
who has had noticeable success (Tredgold, 2017).
Who? “Who stands to gain or to lose from the changes?” (Cummings &
Worley, 2009).
49
The entire workforce of Sir-Albert will gain knowledge, which will simplify and perfect
processes over time. A member of the change team will be in contact with the
motivational speaker to organize the whole event.
8.4. Ability
Following the step after accumulating all the necessary information regarding new
employee actions. Ability introduces employees to new skills needed to perform the new
desired tasks. As the change team guides employees through this process, supporting
them as they learn and train, only upon comfortability with new task. Only then, can
employees begin to reinforce such behaviour, description to follow (Connelly, 2017).
Intervention 1: Blind Hiring
Which root causes are 4

involved?
The factors of McKinnsey - Skills

7S model involved - Staff
How is this intervention Blind Hiring refers to only judging a potential candidate
linked to becoming more to his or her abilities that are critical for the job. All
Human Oriented? identification details are left out which helps to only
evaluate the candidate based on fair qualities (Parr,
2010). In this way SIR-hotels will be fair and altruistic.
Links to Major Force MF1, MF5, MF8

driving Change
What?
Blind Hiring refers to only judging a potential candidate to his or her abilities that are
critical for the job. All identification details are left out which helps to only evaluate the
candidate based on fair qualities.
Blind hiring can hurt morale, for this reason it is very important that implementing
blind hiring is accompanied by diversity training, carefully explaining why hiring bias
should be banned. Studies have shown that companies implementing blind hiring
techniques combined with special training on appraising interviews and resumes in an
unbiased way (MightyRecruiter, 2017).
A biased selection system means that the selection is based on certain characteristics
that people have no control over such as; gender, race, age etc. These characteristics
do not relate to a candidates’ abilities which can cause a company to miss out on
talented employees (Career Research, 2016). Even though rejecting candidates based
on one of these factors is illegal, many companies still do so. Companies that have a
strong biased selection system are often made public for rejecting people based on
50
unfair factors. When a rejected candidate comes forward these companies’ image is
damaged and these companies might even face legal charges. By many this is seen as
discrimination which should be avoided (Ballman, 2017).
The job-candidates and employees will benefit from this intervention, as well as the
entire workforce of the Sir-Albert. Improving diversity within the workforce will
increase adaptability, viewpoints and broaden the service range (Greenberg, 2004).
New standards for the HR department will make sure this intervention will be
implemented.
Intervention 2: Outdoor

involved?
The factors of McKinnsey - Style

7S model involved - Structure
- Staff
How is this intervention By hosting an event that allows all employees and their
linked to becoming more superiors to speak and perform team building activities,
Human Oriented? it will enhance trust and leadership performance
(Hotelschool The Hague, 2013).

driving Change
What?
employees and their superiors perform team building activities in order to enhance
trust and leadership performance as well as a more open atmosphere on the work
floor.
When going on outdoor employees will perform assignments and teambuilding

activities which will allow them to reverse roles. This will make managers more aware
of the daily tasks of the employees and will teach them the importance of objectives
such as rewarding, whereas lower-levelled employees will understand the difficulties to
being a proper leader (Hansen, 2017). These activities will be built around the values
of the company, this will avoid misalignment and enhance teambuilding, uniting the
team by having to reach the same goals all together (MacFarland, 2013).
The focus of the activities will lie on:
• Improving leadership
• Clearly define objectives
• Improve processes
• Improve problem solving abilities
51
(Collins, 2010)
Management at SIR-albert is not well-aware of the values, vision, mission and goals of
the hotel, or how to reward or value an employee properly. If companies do not
communicate these values properly, there will be a misalignment in the employees’
decision making. When this is combined with rather poor management, employees will
not have the ability to convert these values into their day-to-day operations
(MacFarland, 2013). This will affect the operations of the Sir-Albert hotel.
The outdoor, hosted by the change team, will be hosted as a 7-day event for every
employee to be able to participate. Participation will be mandatory for all, as the event
will not have any purpose if not all employees participate (Hansen, 2013). Activities
will be created which will allow every employee to have a leadership role, that they can
use for their further careers (Collins, 2010).
52
Intervention 3: Create personalized vision/mission for Sir Albert
Which root causes are 2, 5, 9

involved?

McKinnsey 7S model - Structure
involved - Staff
How is this Presenting a clear vision and mission statement will create
intervention linked to a feeling of belonging and purpose amongst the
becoming more employees. Also, it will give the employees a chance to
Human Oriented? identify with the company, showing care and appreciation
towards their employees (MSG, 2013).
Type of Intervention Strategic intervention

driving Change
What?
Rather than going for the general vision/mission of EHPC, Sir Albert will create their
own vision and mission statement, created by and for the employees. this will create a
feeling of belonging and purpose amongst the employees. Also, it will give the
employees a chance to identify with the company.
• employees are divided in mixed teams to create a new vision/mission

Effective visions and missions are a collective of ideas which clearly state the desired
direction of the organization. The ‘winning’ vision and mission statements will be
chosen based on the following aspects:
• All aspects of the golden triangle must be included

• Sir-Alberts purpose must be included
• The company’s value proposition must be included
• The vision and mission must be long term and aspirational
• Both statements must be applicable for all departments
Any team that combined all these factors in the most future aspired, clear and directed
way will be selected to present their statements (Ambler, 2013).
In order for every employee to identify with and work along the new values of the Sir-
Albert, these statements will be written on a ‘note from Sir-Albert’ which every
employee will receive and keep with them.
In order to ensure seamless departmental communication processes the company

must define a clear vision, mission and goals. Employee actions have a big influence on
the company’s success, if values are not properly communicated, employees could
cause misalignment by making decisions which are not in line with the company’s
values (Macfarland, 2013). Moreover, when these aspects are clearly formed
employees will have a unified goal which they should reach as a team, hereby
53
improving teamwork and communication (MSG, 2014). By self-creating the vision and
mission employees should gain a better understanding of the importance of the values
which will prevent misalignment in the future. Also, the vision and mission will ensure
a feeling of belonging and value for the employees, they will create meaning in the
work they do (MSG, 2013).
All departments involved will benefit from the contest
8.5. Reinforcement
Finally, it is essential to not only implement the change, but to also sustain the change.
This stage is all about ensuring employees do not fall back into their old habits (Connelly,
2017). Incorporating the desired incentives and reward systems, to continue affirming
the change processes and new employee behaviours (ibid).
Intervention 1: Monthly check-up with headquarters
Which root causes are involved? 3, 4, 9
The factors of McKinnsey 7S model - Structure

involved
- Style
How is this intervention linked to To confront the gap of ‘no bottom-up

becoming more Human Oriented? feedback occurs’, change agents will
formulate a document, which will update
and inform headquarters on progress
related to the change plan. By
headquarters offering feedback to the
change agents, this demonstrates a good
practice for interdepartmental
communication and feedback to
superiors. Linking to the working ‘human
orientation definition, this intervention
pushes the organization towards
transparent behavior, as all levels of the
organization will be informed on personal
and organization progress.
Links to Major Force driving Change MF3
What?
SIR hotels headquarters, located separately from SIR Albert, is sole location of HR for
entire organisation. Additionally, to satisfy the needs of top management and owners,
SIR Albert will correspond the necessary information to maintain constant
communication, with additional updates regarding the change processes.
54
1) The weeks team will summarize the weeks performance based against the selected
KPIs.
2) The team will receive feedback from a head office representative, it is the team's
responsibility to relay this information to the change team and employees.
3) The change team will identify the related targets, progress, projections of the next
month, employee motivation levels and resistance factors.
4) Head office will correspond with their thoughts on the matter
One of the problems faced is the detachment of HR with the interworking’s of SIR
Albert. It is noted in the internal analysis that HR misinterprets the skills needed from
its new employees and tends to hire the wrong people for the job. It is the
responsibility of managers and head office to understand the employee’s capabilities
and motivations, furthermore their ideas for the company (Vitalo and Byron, 2004).
As this process involves moving information through the entire hierarchical structure,
all level managers will provide feedback and communicate with the change team.
Therefore, all employees will benefit.
Intervention 2: Peer feedback
Which root causes are involved? 6, 8
The factors of McKinnsey 7S model - Staff

involved
- Style
How is this intervention linked to One of the pillars the of this reports
becoming more Human Oriented? definition of human orientation being
caring, employees can provide critical
feedback which instils positive changes
to the individual.
Links to Major Force driving Change MF2
What?
Monthly feedback sessions in order to help employees acquire and keep a level of self-
esteem, in relation to the job they are performing.
55
1) “The procedure works best in groups of 4-7 persons. One of participants acts as the
client, the others are the counsellors.
2)The "client" selects one issue which he/she wants to be coached on and explains the
background of his/her case to the counsellors. No questions by the counsellors are
allowed at this stage.
3) If necessary, counsellors can ask additional questions for clarification
4)The counsellors split up into two groups and retreat Each group analyses the story
they just have been told and develops a hypothesis about the underlying problems.
5) counsellors present their hypothesis to the client, who listens carefully. He/she can
ask questions for better understanding, and accepts or rejects the hypothesis.
6) If accepted, the counsellor retreats again in their two groups and work out possible
solutions for the problem of the client.
7) The counsellors present their ideas for solutions/interventions to the client, who
listens carefully.
8) The client reacts to the solutions.
10) Joint feedback of the mentoring session” (Holgor Neuheimer).
Feedback provides employees with immediate information regarding their output

quality and team-working skills, in the case of “SIR Albert” (J. Larson, 1986).
Additionally, tackling “SIR Alberts” culture problem with emphasising teamwork, the
feedback sessions will incentivise employees to make the most out the information
received from their peers, and vice versa. Whilst also acknowledging interpersonal
communication.
For employees and managers to communicate useful feedback which supports

behaviour through the change process.
A member of the change team will lead the session, ensuring all participants have the
appropriate allotment of time to speak, and that the meeting stays on track.
Intervention 3: The vision/mission card
Which root causes 1, 2, 3, 5, 7, 9

are involved?

McKinnsey 7S model
- Structure
involved
- Systems
56
- Skills
How is this Transparency, a key pillar in this report’s human orientation

intervention linked definition. Bennis, Goleman and O’Toole (2008), describe
to becoming more how an organisation can go about doing so. One of the three
Human Oriented? components are integrity. By having employees embrace the
vision, mission, of which they created, ensures that the tasks
carried out, have the presence of the organisations mind-set.
Type of Intervention Strategic intervention

driving Change
What?
Having employees carrying around the vision, mission cards, will act first as a point of
reference for employees. Information from the internal analysis showed that
employees were not aware of content of each statement.
1. New cards, on which the newly constructed vision and mission will be printed.
These will be handed out to employees and managers for their convenience.
2. These cards will be utilised as a reference tool for employees to ensure accurate
telling’s and interpretations of the vision and mission.
With the newly tailored statements, employees will feel motivated for their direct effect
on the organisation, this will tackle the minor struggle of motivation within employees.
Which stems from the rigidness of the organisation in relation to schedule
management.
As a form of learning and procurement of new behaviours, repetition of new processes

is an effective method of reinforcement (Pavlov, 1928).
All employees will benefit from this as they are closer to the company.
Leading up to this intervention, the most senior authority of the change plan, is the
GM, it is appropriate for the GM to ensure everyone will carry around their cards.
Intervention 4: Weekly news
Which root causes are 6, 8

involved?
The factors of McKinnsey 7S - Style

model involved
- Skills
- Systems
57
How is this intervention According to the working human definition of this
linked to becoming more report, and Kotter, it is important to recognise and
Human Oriented? reward achievement (Kotter, 1995).
Links to Major Force driving MF2

Change
What?
The weekly news bulletin serves as an update and employee recognition tool during
the change process. Employees whom achieve change expectations will be presented
on the bulletin.
1) The team will collect all the necessary information from the departments and people
in mention. Including the feedback received from the ‘Monthly check-ups with
management’ intervention.
2) The bulletin will be posted in a number of popular locations around the hotel,
ensuring everyone is able to follow the progress.
Displaying their positive actions helps create an organisation culture which appreciates
exceeding expectations and high work quality (Kotter, 1995).
Employees will experience an increase in their self-worth as they are now openly being
recognised.
A member of the change team will take charge of a new group each week. Followed by
an alternate change team member to rotate accordingly.
Please refer to Appendix 6 for a complete overview of the interventions.
58
9. Monitoring tools
According to the report of the Australian Government on Tracking, Monitoring and
reviewing results (2013) , the best way of monitoring change is to;
• Regularly keep track of reinforcements of the program

• Ask employees for any improvements or feedback
• Include stakeholders in the review process
Another study on Best Practices in Change Management (2014), many companies shared
what, in their perception, was the most effective in monitoring and mostly reinforcing
change. From this study the most effective metrics in monitoring change were
formulated. Measured was;
• If the change was implemented according to the change plan

• Employee motivation and attendance records
• The degree to which every employee participates and delivers
• The degree to which the change has affected the communication
From these studies one can conclude that in order to adequately keep track of the
developments a unified survey needs to be created which will be handed out monthly to
every employee, to ensure management can observe any feedback and thereby monitor
effectiveness of the changes followed through.
Please refer to Appendix 7 for an example of such a survey
59
60
10. Resistance
Resistance to change is considered as an important factor influencing the success of an
organizational change effort. Change can generate deep resistance in people and
organizations, thus it is often the reason for the failure of many change initiatives and
organizational improvements (Bradutanu, 2015; Cummings and Worley, 2014).
Consequently, a key to a successful change process is knowing how to overcome
resistance (Harvey and Broyles, 2010; Cummings and Worley, 2014 ). Resistance is a
natural response from people who are not ready to make
a change (Harvey and Broyles, 2010). A key ORGANIZA-
TIONAL
responsibility for change managers is to create the

conditions and provide support for people to embrace GROUP
change and shape the new environment (Cummings and

Worley, 2014). The phenomenon of resistance to change
does not necessarily mean resisting the change itself, but
more about resistance to losing something of value to the
INDIVIDUAL
person - loss of the known and moving into unknown
(Burke, 2017).
At a personal level, change can cause anxiety about letting go of the known and
moving to an uncertain future. People may feel unsure whether their existing
INDIVIDUAL
skills and contributions will be valued in the future, or whether they can learn to
function effectively and benefit in the new situation (Cummings and Worley,
2014). Examples of the psychological barriers of individuals are fear of the
unknown and low levels of appreciation (Caluwe and Vermaak, 2003). Furthermore,
people’s habits and primacy, or persistence of patterns of thought and behavior are other
forces that create resistance (Perry and Christensen, 2015).
Dealing with individual level of resistance caused by psychological barriers involves

emotional healing and grieving (Caluwe and Vermaak, 2003). Thus, the change
managers must consider the natural follow-through of human transition. The change
curve, which has been adapted from Kübler-Ross (1969) “five stages of grief” focuses on
the need to embrace change, consisting of disbelief and denial, anger and conflict,
resignation and grief and acceptance and renewed encourage (Jones and Recardo,
2013;Caluwe and Vermaak, 2003).
The extent to which members of a group within the organization work well
together and with other groups will determine the overall effectiveness of the
GROUP organization. According to Szopa (2015), there are three main causes of group
level resistance: group norms, group cohesiveness, which is the level of
willingness of group members to stay in the group. When members of the group
believe that organizational change will be harmful for the group, they may resist.
Lastly, the group thinking may cause resistance. Group resistance includes aspects
such as unawareness of what team members are doing and having no benchmark for
quality (Caluwe and Vermaak, 2003). Similar to the individual level of dealing with
change, groups can overcome resistance conceptually, by achieving closure and by
participation (Burke, 2017).
61
According to Cummings and Worley (2014), resistance to change at the
organization level can come from three sources: technical, political and
ORGANIZ-
cultural resistance. Technical resistance comes from the habit of following
AITIONAL common procedures and the consideration of sunk costs invested in the
status quo. Political resistance can arise when changes threaten powerful
stakeholders, or call into question the past decisions of leaders. Cultural
resistance takes the form of systems and procedures that reinforce the
status quo, promoting conformity to existing values, norms, and assumptions about how
things should operate (ibid).
Based on the theories of dealing with resistance by Cummings and Worley (2014) and
Kotter and Schlesinger (2008) the CT advises Sir Albert to use the following strategies to
deal with resistance to change:
❖ Facilitation and support. This strategy can identify people who are having
trouble accepting the change, because they fear they can not make the needed
adjustments. It requires empathy and support to overcome resistance, which
covers the provision of skills training and emotional support to employees through
active listening (Kotter and Schlesinger, 2008; Cummings and Worley 2014)
❖ Education and Communication. When employees lack information about

change’s implications, they resist change as they are uncertain about its
consequences (Kotter and Schlesinger, 2008; Cummings and Worley 2014).
Communicating and educating employees about the need for the expected results
of change will help to overcome resistance. If open communication is established
and maintained during the change process, it helps seeing the need for change,
thus minimizing uncertainty (Griffin, 2007)(Kotter and Schlesinger, 2008)
❖ Participation and involvement. Involving potential resisters in designing and

implementing change is one of the most effective strategies for overcoming
resistance. This strategy increases the likelihood that members’ interests and
needs will be accounted for during the intervention, because they will understand
better why the change is happening (Cummings and Worley 2014; Kotter and
Schlesinger, 2008);(Griffin, 2007). During the participation, employees can
express their ideas and assume the perspectives of others. Moreover, for people
having strong needs for involvement, the act of participation itself can be
motivating, leading to greater effort to make the changes work (ibid).
❖ Negotiation and agreement. Another way to deal with resistance is to offer

incentives to active or potential resisters. This strategy is mainly used when
someone or some group will lose out as a result of a change, and yet his or her
power to resist is significant. It is relatively easy way to avoid major resistance,
however, it can be too expensive In many cases.
When building a strategy to manage resistance, Sir Albert should analyze four situational
factors: the amount and kind of resistance that is anticipated, how powerful the initiator
of the change is in relation to the resisters, who are the people with relevant data to
design the change and the energy to implement it, how great the risks are to
organizational performance and survival if the change is not made. Based on the factors,
the optimal speed of change should be determined (Kotter and Schlesinger, 2008)(Smith
et al., 2014)
The combination of ADKAR model and The Change Curve stresses the importance of the
business and employees changing simultaneously. Moreover, it assists Sir Albert in
diagnosing resisting factors and tracking change progression.
Please refer to Appendix 8. for complete overview of methods of resistance.
62
63
Appendices
Appendix 1: External Environment
Major force 1 Digitalization of Human Resources
Supporting Technological Computerized HR systems are implemented to assist the
trends HR department (Andrew, 2016)
Applied to DESTEP Gamification is implemented to turn engagement into a
model competitive game (Paharia, 2017)
Working virtually boasts possibilities for remote workforce
(Fuduka, 2018)
Artificial intelligence substitutes repeatable tasks
(Sodexo, 2017)
Automation and robotics change the number and nature
of jobs available (Sodexo, 2017)
Technology enables much richer and more diverse
knowledge flows (Hagel et al., 2009)
Mckinsey Company Best practice
7S model
Style Facebook Outdoor roaming space for breaks and
alternative office space (Leis, 2017)
Systems Google Google moderator, where questions can
be submitted prior to important meetings,
and fellow employees vote for those
questions they wish to be answered (Bock,
2011)
Systems Google The HR department of Google uses
algorithms and data to predict what
wishes its employees have (Kim, 2013)
Skills Marriott Virtual learning resource center allows
employees to learn at own pace (Hotel
management, 2010)
Major force 2 Employee experience
Supporting Socio- Workplace flexibility to make outstanding working hours
trends Applied to cultural bearable (Schawbel, 2016)
DESTEP model Companies look at an employee journey to boost
employee engagement and -satisfaction (Deloitte, 2017)
HR is focusing on team development rather than
individual development (EmployeeConnect, 2018)
Technological Gamification is implemented to turn engagement into a
competitive game (Paharia, 2017)
Working virtually boasts possibilities for remote workforce
(Fuduka, 2018)
Demographic Companies need to focus on employer branding in order
to face the growing talent scarcity (Randstad, 2018a)
Mckinsey Company Best practice
7S model
Best practices Staff Adobe Give employee the option to achieve
Applied to stocks in order to feel both stake and
Corporate Rebel reward of the company’s success
Canvas (Kantharaj, 2016)
Style Coolblue Employees are treated as friends, due to
the fact that towards friends you can be
open, direct, honest and informal
(coolblue, 2017)
64
Structure Airbnb Instead of a HR department, Airbnb has
implemented an employee experience
department, just like they have a guest
experience department (Morgan, 2016)
Shared Scorro All agenda’s should be shared, to
values eliminate secrets, increase effectiveness
and openness towards others (Leis, 2017)
Style Twitter Boasting a rooftop garden for exclusive
staff use, where rooftop meetings can be
held (Huddleston, 2014)
Major force 3 Continue learning during your whole career
Supporting Demographic Combining the 5 generations within the current workforce
trends Applied to by implementing intergenerational learning (Sodexo,
DESTEP model 2017)
Economic The lack of skills and need for a highly adaptable
workforce requires contingent workers (Deloitte, 2017)
Employees are nowadays required to embrace different
aspects of the job such as management, problem solving
and other areas that require a human element (Corporate
Rebels, 2017)
Socio- Coaching and development will take a center stage due to
cultural digitalization requiring new skills sets (Randstad, 2017b)
HR is focusing on team development rather than
individual development (Corporate Rebels, 2017)
CRC Company Best practice
Best practices Staff Marriott InMotion is a training program that invites
Applied to supervisors to gain expertise about more
Corporate Rebel than just their department (Hotel
Canvas management, 2010)
Staff Zappos After the first week of training, a pay
check of 2000 dollars is offered if you
want to quit, just to fade out all people
that are just there for the paycheck (Leis,
2017)
Staff Bol.com POP (persoonlijk ontwikkelingsplan, in
English, personal development plan), is
set-up at the start of each career, in line
with corporate purposes and own
purposes (rateyourcompany, 2017)
Major Force 4 Changing structure and leadership
Supporting Economic Nowadays workforce does not only consist of full and
trends part-time employees, but also freelancers, consultants,
Applied to DESTEP contractors etc. (EmployeeConnect, 2017)
model Employees are nowadays required to embrace different
aspects of the job such as management, problem solving
and other areas that require a human element (Corporate
Rebels, 2017)
Technological Technology enables much richer and more diverse
knowledge flows (Hagel et al., 2009)
Socio- Coaching and development will take a center stage due to
cultural digitalization requiring new skills sets (Randstad, 2018b)
Workforce requires employers to adapt a positive yet still
honest and approachable way of leading (Nathan, 2017)
Best practices Strategy Southwest Southwest ranks employees first and
Applied to Airlines customers second, because if they treat
65
Corporate Rebel employees right, the will treat the
Canvas customers right (Martin, 2015)
Structure Google A smaller number of middle managers and
upper-managers, whom all have the
hands-on mentality in order to avoid them
from being categorized as separate,
authority figures (Kim, 2013)
Skills IKEA Ikea has a revulsion against status,
ensuring that no project will become a one
man show (Van Doorn & Hopman, 2014)
Major Force 5 The role of women in the workplace
Supporting Political Political parties interfere to enhance the role of women in
trends the future global workforce (SHRM foundation, 2015).
Applied to DESTEP
model
Best practices Style Time Warner Flexibility is used as a tool of retention,
Applied to ensuring that women on maternity leave
Corporate Rebel have the freedom of choosing when they
Canvas want to work (DiversityInc, 2015)
Shared Kelogg The set-up of talent development,
values company especially for women; special meetings
where 200 women worldwide attended,
opened by the CEO of Kelogg
(DiversityInc, 2015)
Major Force 6 Adaptability – constant change
Supporting Socio- The environment gets more complex and it is becoming
trends cultural more difficult to make accurate predictions (Corporate
Applied to DESTEP Rebels, 2017)
model Technological Automation and robotics change the number and nature
of jobs available (Sodexo, 2017)
Employees have to adapt to new technological
developments and obtain new skills (Randstad, 2018b)
Best practices Staff Procter & P&G’s “Heroic Failure award” honours the
Applied to Gamble employee or team with the biggest failure
Corporate Rebel that delivered the greatest insight (Ismail,
Canvas 2014).
Tata Offers an annual Dare to Try award, which
recognizes managers who took the biggest
risk (Ismail, 2014)
Google X Rewards their employees for failure
(Morgan, 2015)
Style Booking.com The company’s leadership style supports
the broadening of horizons, with
managers helping employees find the
value in successes and failures alike
(Boogaard, 2017).
Major force 7 Flexibility
Supporting Socio- People perform best while enjoying a high degree of
trends cultural freedom and autonomy to do their job in the way they
Applied to DESTEP see fit (Corporate Rebels, 2017)
model Economic Nowadays workforce does not only consist of full and
part-time employees, but also freelancers, consultants,
contractors etc (EmployeeConnect, 2018)
Technological Due to technology and connectivity, employees can work
66
from home and do not necessarily need to be at the office
(Fuduka, 2018)
Best practices Staff The Next Employees have unlimited vacation days,
Applied to Web they can work wherever and whenever
Corporate Rebel they want.
Canvas Salesforce Working moms and dads have the option
to work with their managers to create
Style
schedules that work for their families
(Fairygodboss, 2017).
Staff Starbucks The Starbucks College Achievement Plan
gives employees who work more than 20
hours a week the opportunity to complete
a bachelor's degree with full tuition
coverage for every year of college through
Arizona State University (Hess, 2017).
Major force 8 Blind hiring
Supporting Socio- As awareness around diversity and inclusion grows,
trends cultural diversity and inclusion have become more important for
Applied to DESTEP talent acquisition and a company’s employment brand
model (Deloitte, 2017).
Technological Some organizations are leveraging technology to root out
bias, better identify and screen candidates and help close
the diversity gap (Florentine, 2016).
Company Best practice
Staff Deloitte, BBC Many organizations remove candidates’
names from their resumes, a process
called “name-blind” recruitment. Deloitte
Best practices and BBC follow a policy of removing
Applied to names from all applications (Huppert,
Corporate Rebel 2017)
Canvas Google Google uses blind recruitment tactics by
making the applicant take various
psychometric and ability tests (Grothaus,
2016).
Blended workforce - outsourcing
Supporting Economical Nowadays workforce does not only consist of full and
trends part-time employees, but also freelancers, consultants,
Applied to DESTEP contractors etc. (Deloitte, 2017)
model
Company Best practice
Best practices Structure Accor Hotels They outsource their housekeeping
Applied to department in all hotels in The
Corporate Rebel Netherlands
Canvas Hilton Outsources F&B and Front Office
Schiphol employees when more staff is needed
Pulitzer Hotel Pulitzer in Amsterdam outsources
their whole housekeeping department
67
Appendix 2: Overview of the evolution of
behaviours of organizations and characteristics
Appendix 3: Skills
68
Sir Albert Personal Skills Interpersonal Skills
required
skills
Management - eager to grow and learn X

Trainee - innovativeness
- ability to motivate others
- Communication skills in English and
Dutch
F&B Trainee - A high level of guest service skills - Communication skills
Porter - creating great first impression X

- enthusiastic
- proactive
- guest-oriented
- Communication skills in English and
Dutch
Housekeeper - attention to detail X

- positive attitude
- Average level of English
(Sir Hotels, 2018)
Appendix 4: Organizational chart
69
Appendix 5: Root cause analysis
Root causes style
Gap: Alignment of managers in their style of communicating
Gap: Freedom and flexibility in the execution of the job
Root causes skills
Gap: Effective and efficient team work skills
70
Root causes staff
Gap: Sir Albert has an unbiased selection system
Gap: Employees are incentivized properly
Gap: Coaching provided to employees
71
Root causes shared values
The gap: Misalignment between actual and perceived values
The gap: Employees are aware of the actual values
Root causes systems
The gap: All information is available to employees
Root causes structure
72
The gap: Human feel of the job
Gap: An open attitude from managers towards feedback
Root causes strategy
Gap: The Vision/mission and strategy are understandable and appreciated by

employees
73
Appendix 6: Overview of interventions
Resistance
The state and method & How
WHY? HOW? WHAT?

Type of reaction in to use (Kotter
Intervention intervent the change and Schlesinger,
ion curve 2008)(Cumming
(Kübler-Ross) s and Worley
2014)
Human Feedback is the most Employees write down
resource powerful yet cheapest feedback and put it in the A feedback box in the office,
Anonymous
tool box. Management emptys it where employees can give
Feedback Box
daily and goes over the feedback anonymously
feedback
Education &
Kahoot Human Embracing Creating a quiz online which Quiz for current knowledge of
Communication
company resource gamification can be used with application. the employees regarding
Communicate
culture game company
Status quo the desired
A Human Lack of Discussing all topics of each
Shock, denial changes and
resource communication in Sir department to see how they
Departmental Departmental seminars at the reasons for the
Albert. Communication can help each other.
seminar end of each month employees
is key for efficiency. Discussing all changes that
have been made.
Human Continuous growing Groups of 10 have to rate
Self-reflection – employees are
Self-Awareness resource through self-awareness themselves and each other.
becoming self-aware of their
sessions Keeping a journal for
strengths and weaknesses
discussions
Human to formalise a team Selecting members, weekly
Forming a resource which can successfully meetings, setting goals every The coalition is responsible to
change steer the organisation week, measuring progress uphold the desired change plan Participation &
coalition toward the desired until completion or adaption Involvement
change plan Involve potential
Human to generate useful and Briefing e-mail for every resisters in
Brainstorm session about what Disruption
D process new ideas employee. The facilitator
“What if” would you change in the Anger, fear designing and
explains the “what if” and asks
session company if you had the implementing
questions. In the end
chance. the change
discussion.
Team goal Human To increase motivation Goals are set per team and
Creating teams and have them
setting resource amongst employees formulated as a mission
set goals for each month
seminar:
74
and leadership statement. Measuring the
performances outcomes.
Human To develop employee Weekly meetings between
resource interpersonal skills and mentors and mentees to
Mentor Mentors guiding their mentees
to understand the discuss progress
program through the change process
organizational culture
and unspoken rules
Human to be diversified and Teams of 5-10. Team meetings,
Cross- resource help other cross functional training week, Every employee goes through
Facilitation &
functional departments when follow-up team meetings cross-training in different
Support
team training necessary. To stimulate departments
Provide skills
K growth
training and
Human Employees in bottom A group consisting one person
Working with Learning the techniques behind emotional
resource layers of Sir Albert feel from each layer of the
others training interdepartmental support
misunderstood. organization.
process communication
Human Learning from different A 2-day event with interactive
A guest speaker will be invited
Motivational process success stories and to lecture. It includes practical
with knowledge and expertise
speaker provide all employees examples and role plays to
around the subject of the vision, Exploration
sessions with new energy and ensure everyone participates
mission, values and structure. Acceptance
ambition
Human To avoid dsicrimination diversity training, carefully only judging a potential
resource explaining why hiring bias candidate to his or her abilities
Blind hiring should be banned. that are critical for the job. All
identification details are left out
Participation &
Human Management at SIR- Activities that help improving
process albert is not well-aware leadership, define objectives, Involvement
of the values, vision, improve processes and Involve potential
Employees and their superiors resisters in
A Outdoor mission and goals of problem solving abilities
perform team building activities designing and
the hotel, or how to
reward or value an implementing
employee properly the change
Strategic To create a feeling of Employees divided into teams
Create Creating Sir Alberts own vision
belonging and to come of with new
personalized and mission statement, apart
purpose amongst the vision/mission. The statements
vision/mission from EHPC. Created by and for
employees. of the winner team will be
for Sir Albert the employees.
implemented
75
Human It is the responsibility of Management is giving and
resource managers and head receiving feedback with the
Monthly Monthly meetings with Sir Alberts
office to understand head office. The change
check-up with management and EHPC
the employee’s team identifies targets,
headquarters headquarters
capabilities and progress, projections etc.
motivations
Human to help employees Monthly feedback sessions in
process acquire and keep a groups of 4-7 persons. One Monthly feedback sessions for
Peer feedback Negotiation
level of self-esteem participant acts as clients, employees and managers
other counsellors Offer incentives
strategic employees will feel New cards, on which the Rebuilding for
R
motivated for their newly constructed vision and Employees will make use of the Commitment making the
Vision/mission direct effect on the mission will be printed. These tailored statements by carrying change
card organisation will be handed out to it with them on a card while at
employees and managers for work
their convenience
Human helps create an The team will collect all the Update and employee
process organisation culture necessary information from recognition tool during the
which appreciates the departments and people change process. Employees
Weekly news
exceeding in mention. The bulletin will be whom achieve change
expectations and high posted in a number of popular expectations will be presented
work quality locations around the hotel on the bulletin
76
Appendix 7: Monitoring tools
Questions
To what degree have you felt satisfied 0 1 2 3 4 5 6 7 8 9 10
with your job in the past?
Do you understand why the change plan
was implemented?
To what degree do you feel satisfied with 0 1 2 3 4 5 6 7 8 9 10
your job now?
What has, in your opinion, changed the
most noticeably?
To what degree do you feel motivated? 0 1 2 3 4 5 6 7 8 9 10
In what way do you feel the management
style has changed?
In what way do you feel the
communication between departments has
changed?
In what way do you feel the
communication between employees and
their superior has changed?
To what degree do you feel the teamwork 0 1 2 3 4 5 6 7 8 9 10
has improved?
To what degree do you feel appreciated? 0 1 2 3 4 5 6 7 8 9 10
To what degree do you feel you can trust 0 1 2 3 4 5 6 7 8 9 10
your fellow employees?
To what degree do you feel the company 0 1 2 3 4 5 6 7 8 9 10
is treating you fair?
Appendix 8: Resistance
Methods to overcome resistance (Kotter and Schlesinger, 2008)
77
Combination of ADKAR and The change curve
Appendix 9: Timeline of The Change Plan

The created timeline below, represents the progress and completion expectations of the
introduced change plan. The model is a combination of the all report’s interventions, the
ADKAR model steps and the ‘Grief Cycle’ or ‘Change Curve’ by Kubler- Ross (xxx). The
‘Change Curve’ is used to benchmark the resistance factors expected to be expressed by
organisational personnel. The corresponding interventions will be used to steer change,
as well as combat resistance. Based upon the risk assessment matrix, intended to
estimate the likelihood of problems expected during the change plan. As the
implemented change plan does not incorporate technological systems and major
restructuring. The estimated elapsed time will be one year and 9 months. Three months
over the expected time frame of tackling ‘Medium’ ‘Complexity’ and using ‘Current’
‘Technology’ (Nauheimer, 2005).
See the following page 
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MAKING CHANGE HAPPEN

Prepared for: Ms. Sok and Mr. Da Silva

Your change managers:

Isabelle – She is the

Jessica – She is very

CRC = Corporate Rebel Canvas

HRM = Human Resource Management

EHPC = Europe Hotels Private Collections

Human orientation is the extent to which a company ensures the employees

2.2. Internal and Current

2.4. Transition to the change plan

2.5. The change plan

1. Digitalization of Human Resources

3.2. Best practices

Please refer to Appendix 1. for an overview of the best practices

4.1. Introduction to Reinventing Organizations

An army An individual organism

Please refer to Appendix 2. for an overview of the evolution of behaviors of

Sir Albert boasts characteristics of a paternalistic management style, which implies

Flexibility and Motivation

Selection & Recruitment

Training & Incentives

Furthermore, Sir albert provides several training opportunities being:

4.5. Shared Values

Opera Hotel Management System

OpenTable Restaurant services

However, many employees admit they have encountered a lack of motivation

Additionally, the organizational structure supports the current situation of a strong

The vision statement of Sir Albert is as follows:

The vision’s statement long-term aspect is continuous improvement and offering a

The Mission statement of Sir Albert is as follows:

An example of an inspirational best practice is the one from Southwest-airlines, who

4.8.2. Sincere care

Moral decision making

The soft S’s

Becoming an individual organism

Becoming an individual organism

Additionally, trainings should be provided with the function of coaching sessions

Becoming an individual organism

In the desired situation, the employee’s individual values should therefore be in

Becoming an individual organism

The Hard S’s

Additionally, in these types of organizations, everyone should be aware of their role

Becoming an individual organism

Becoming an individual organism

Becoming an individual organism

5.9. Comparison to four pillars of HO

Please refer to Appendix 9 for the timeline of The Change Plan.

Intervention 1: Anonymous Feedback Box

Which root causes are 2, 3, 6, 8

Intervention 2: Departmental seminar

Which root causes are 3, 4

The factors of - Staff

Type of intervention Human resource intervention

Links to Major Force MF2, MF3

4) check-up with other departments for any changes

Communication is key when it comes to the functioning of any organizations as it helps

Intervention 3: Kahoot company culture game

Which root causes 1, 5, 7, 9

The factors of - Shared Values

How is this In order to create an environment of trust, transparency is

Type of Intervention Human resource intervention

Links to Major Force MF1