COURSE/UNIT INFORMATION

SCQF – LEVEL 11 EXTENDED DIPLOMA

Course
IN GLOBAL BUSINESS MANAGEMENT
Course Level Postgraduate
Strategic Leadership and HR Practices in
Module Name
Organizations
Awarding Body SCQF/SQA

Module Code HX3W04

Faculty Dr. Merwyn Emmanuel

Turnitin ID 25791289

Enrolment Key SQA2020

ASSIGNMENT INFORMATION
Full/ Part Assignment Full
Assignment brief IV by Dr.Vivek Mohan
Assessor
Assignment due date

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 TO BE FILLED BY THE STUDENT
Student Name –
Student ID -
Email ID –
Date Submitted –

ASSESSMENT FEEDBACK

TO BE FILLED BY THE ASSESSOR

Assessment type Marks Marks Awarded
Introduction 15
Literature Review 25
Application 20
Change Management 30
Recommendations and conclusion 5
Presentation and Referencing 5
Overall Score 100
Overall Marks achieved
GRADE ACHIEVED

Summative Feedback by Assessor for further improvement

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 Comments for REDO submission(If applicable)

GRADE DESCRIPTORS

70% and above The assignment evaluated is of a high to exemplary standard. The work
(Distinction ) addresses clearly and articulately the assignment requirements and thus meets,
and satisfies all the learning outcomes (either well or in an exemplary way).
The work demonstrates: clear knowledge; references to appropriate academic
literature; analysis; critical evaluation; and originality of argument. It is
structured and presented to a high (or exemplary) standard. Referencing
conventions are fully observed.
60 to 69% The assignment evaluated is of a good to a high standard. Substantial
(Merit) knowledge, comprehension and analysis is evident throughout. Arguments
presented are clear and focussed with a logical structure in place. There is clear
evidence of critical evaluation of a wide range of theories/perspectives from
academic literature and some independent thought. The work is well-written
and addresses well all of the learning outcomes. Referencing conventions are
fully observed.
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 50 to 59% The assignment evaluated is of a fair to good standard. Adequate knowledge,
(Pass) comprehension and analysis is evident throughout. The arguments presented
have a logical structure and show some critical evaluation in places, although
there may be limited evidence of an independent perspective. There is
evidence of some good engagement with some of the appropriate literature.
Learning outcomes have been largely met and to an appropriate degree.
Referencing conventions are observed.
40 to 49% The assignment evaluated is of a basic standard. The arguments presented
(Fail/Redo) have some logical structure and are supported by academic literature in most
cases. The academic literature used is outside of the suggestions made in the
module guide but remains limited. Little critical evaluation is evident, and the
work tends more widely towards a descriptive style. Learning outcomes have
been addressed in a basic but satisfactory way. Referencing conventions are
mostly observed.
Fail Grades
30 to 39% The assignment evaluated is of a limited standard. Limited use of academic
(Module retake) literature and as such knowledge and argument is very weak. A simple
descriptive style with no evidence of critical evaluation throughout. Over-
reliance on simplistic, limited sources. Referencing conventions may not be
observed. Some learning outcomes met but in a weak and simplistic way. The
work is needs to be developed in greater depth and detail to move to a passable
standard at this level of study
29% and Below The assignment evaluated is of an unacceptable standard. There is little or no
(Module retake) evidence of knowledge and understanding that is required at this level.
Referencing is inadequate or non-existent. The learning outcomes have not
been addressed fully and the work requires significant modification to bring it
to a passable standard.

Strategic Leadership and HR Practices in Organizations

Module Description
This module aims to build the understanding of aligning business strategy with Human resource

management and talent to close the gap between HR development and proficiency in delivering

organizational goals and objectives. The module helps learners to connect organizational strategy to HR

strategy and determining its effectiveness.

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 Learning Outcomes

LO1.Critically analyze the significance of Strategic Human Resource Management and its

changing landscape in organizations.

LO2. Critically discuss the impact of HR management activities on the organizational performance

LO3. Evaluate various leadership styles and practices in organizations

LO4. Plan how to implement change in an organization.

Expectations

1. Materials Access

All learning materials are provided in the form of a module kit and can be accessed from
the Learning Management system (LMS)

2. Learning Hours

Students need to be aware of their commitment requirements in regard to study time. In

order to give you an indication of that, we have based the following information on the
United Kingdom (UK) Higher Education Quality Assurance Agency guidelines. “The
notional learning hours associated with qualifications, programmes and individual units of
study are based on a broad agreement across institutions that students can expect to spend
10 hours learning on average in order to gain one academic credit unit” (QAA 2006).

3. Re-sit

If you do not secure a pass, please read closely the feedback and speak with your Course
leader(s) or faculty. After consulting the feedback, close attention is essential to rework on
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 the areas of weakness, and thenresubmit the work at the next opportunity. As per the QAA
requirements, only one REDO is allowed where the marks will be capped at a Pass.

4. Plagiarism

All forms of plagiarism are taken seriously, and any suspected cases will be investigated
thoroughly. If a case is found proven then the work will be graded as a fail and the case
will be reviewed by the academic committee.

5. Student appeals

There are no re-evaluations as the marks are graded and internally verified before release.
However, as per our appeals policy, a student can make an appeal to the course leader
which will be then reviewed by the academic committee (please check our academic
policies and procedures manual for more information)

6. Assignment submission extensions

Students can apply for extensions via the LMS based on extenuating circumstances (if any)
with evidence (proof) as per our extensions policy

General Guidelines

1. Complete the ‘ To be filled by the student section’ in the cover page

2. All assignments must be submitted as an electronic document in MS word via the LMS (Use
12 Times New Roman script with 1.5 spacing between lines)
3. The results are declared only if the student has met the mandatory attendance requirement of
75% and/or minimum 50 % under extenuating circumstancesapproved and ratified by the
academic committee and the examination board

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4. The assignment should not contain any contents with references cited from websites such as
ukessays.com, styudymode.com, slideshare.net, scribd.com, Wikipedia but should contain
references/citations from credible academic journal and articles.
5. Submit the assignment in MS word document with the file name being:
First Name Last Name _ Module Code
Example: John Smith_GM701

Checklist

 I have filled the student Information columns below.

The contents of my assignment have been submitted to Turnitin and I have attached
 the Turnitin report
 I have strictly followed Harvard Referencing Style and Citations.

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 ASSIGNMENT TASK

Task 01- Report

Word count - 6000 max (marks allotted in each section below give the approx. weightage of words
count required in every section)

Scenario:
You are the Senior Regional Head of your company department and have identified a need to set up a new
functional branch office. This requires you to present to the team and stakeholders a compelling report on
your change proposal. You must develop a model for change, synthesizing issues related to strategic HRM
in the chosen organisation. You need to show how you will lead and implement chosen model for change
by managing the current Human Capital at hand as well the ways in which this change can enable for HR
activities in your organization to contribute strategically. This report must be submitted in the following
format in 6000 words max.
1. Introduction: This section must cover the following agenda.
a. Company profile: The Candidate shall provide a brief introduction of the chosen organization
with details on its aim, mission, vision, headquarters, key operational areas, business activities,
subsidiaries of the company, geographic presence of the company (globally), number of
employees, clients, and competitors. The learner must critically analyse the key purpose and
functions of the chosen organization’s current HR activities by evaluating and showing
evidence of whether the HR objectives have been fulfilled or not.(6 marks)
b. Aim& Objectives: The aim statement of intentmust describe what the learner proposes to
achieve by undertaking the task. A max. of 3 objectives must be listed here. (3 marks)
c. Significance and Contextual Relevance: The Candidate is expected to demonstrate his/her
knowledge and understanding by elaborating on the various activities undertaken
underStaffing, Development and Compensation. Further, the candidate must analyse whether
these activities are strategic in nature and if they contribute in helping the company achieve its
organizational goals and objectives.(6 marks)

2. Literature Review: The learner is expected to undertakesecondary study from a range of academic
and commercial publications to critically analyse the various perspectives that have changed over time
as well as on the ways in which HRM activities can be Strategic in nature. The literature review must
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 be able to establish a rationale between the Strategic HRM activities and it’s relation to organizational
performance bydetermining if those activities contribute to organizational performance outcomes like
growth, profitability, ROI, competitive advantage, legal compliance, strategic objectives attainment,
and key stakeholder satisfaction. The learner should also critically analyse by going through 6-8
research articles and journals how the organisation’s strategic HR direction is affecting the basic
contemporary HR issues like staffing, compensation and development of the organisation. (25 marks)
3. Application of understanding and knowledge:The Candidate must understand the chosen
organization’s objectives and working procedures related to the HR department. The Candidate shall
map out clearly the chosen organization’s goals and objectives against the HR objectives. Here the
candidate must demonstrate a critical rationale between HRM activities and the organisational
performance based on its objectives. An analysis should be done to check if both are aligned or not.The
Candidate must justify how the chosen organization’s HRM activities are contributing to the
organizational performance objectives. Demonstrate the impact of HRM towards implementation of
organisational goals, and analyse whether these activities aided in the organisation’s development. (20
marks)
4. Change Implementation Plan: The Candidate will critically analyse factors driving change in
organisations by reviewing literature from 6-8 research articles/ journals. With this researched
background, the candidate will now evaluate from a range of change management models like Kotter’s
7 Step Model for Change, ADKAR Model for change and Kurt Levin’s 3 step change management
model, by applying any two of these change models to the chosen organisation. The Candidate will
evaluate by developing a change management implementation plan, by use of the change models on
the following HR functions.
a. Forecasting Demand and Supply of Human Capital: The Candidate will be required to
evaluate the change management implementation plan with relevant details on addressing the
Forecasting Demand and supply of Human Capital of the chosen organisation. This must
illustrate the forecast in form of graphical representations to project the candidate’s views and
analysis. Further, the work must be justified with a rationale of the proposed plan, including a
gap closing strategy should be tabulated as given below.
i. Current Human Capital Supply
ii. Projected Human Capital Demand
iii. Gap Closing Strategy(10 marks)

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 b. Stakeholder Analysis: The Candidate must demonstrate responsibility to identify and
communicate changes of the implemented plan to the organisation’s stakeholders, by
addressing all issues and challenges related to resistance, risk and contingency planning. The
Candidate will critically analyse the factors contributing to resistance towards change and
strategies to overcome them, in the chosen organization, by critically reviewing from 4-6 peer
reviewed research articles. (10 marks)
c. Communication and Leadership: The Candidate must critically evaluate and determine the
rationale and application of various leadership theories and models like Trait Theory,
Behavioral Styles Theory, Situational Theories, and Shared Leadership Style for organizational
managementand direction,compare and contrast the advantages and limitation of different
leadership styles used by leaders.This will be done by reviewing of literaturefrom 6-8 research
articles/ journals. Conceptualize and justify the most 'suitable/best/fit’ leadership styles for the
change plan in the given organisational context. (10 marks)
5. Recommendations and Conclusions: Overall recommendations and final conclusion to be given for
the chosen organisation. (5 marks)
6. Presentation and References: The work must adhere to the Harvard Style Referencing System with
in-text citations. (5 marks)

(START WRITING YOUR ANSWER HERE…..)

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Contents
Introduction ......................................................................................................................................... 12
Literary Review ................................................................................................................................... 13
Learnings from the Literary Review............................................................................................... 18
Understanding the organizations HR objectives and work processes................................................ 18
Organizational change......................................................................................................................... 20
Lewins’s 3 step model for change .................................................................................................... 22
Kotter’s 8 step change management model .................................................................................... 23
Forecasting Human Capital Demand ..................................................................................................... 26
Current Human capital supply........................................................................................................... 26
Projected Human Capital Demand .................................................................................................... 28
Gap Closing Strategy ......................................................................................................................... 26
Stakeholder Analysis............................................................................................................................. 30
Leadership styles ................................................................................................................................. 31
Recommendations and Conclusions ..................................................................................................... 33
References ............................................................................................................................................ 35

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Introduction
Founded in 2008, We Will Fix It (WWFI) are a home maintenance and handyman services company
headquartered in Dubai currently serving the GCC market. They provided Business to Consumer (B2C)
mechanical, electrical, Plumbing, air conditioning, painting, handyman, and water tank cleaning services.
In 2015 a maintenance contracts division was launched where customers could enter into annual and
multiple year maintenance contracts, this also introduced a Business to Consumer (B2B) model for
maintenance on commercial and industrial properties.
WWFI’s mission is to be the most reliable, professional and cost-effective property maintenance service
for customers. We achieve this through our 5 core values which are the building blocks for our culture;
1. Be Motivating
2. Be Empowering
3. Be customer focused
4. Be a Role Model
5. Achieve High Standards

The company currently has Circa 1400 staff across 4 GCC countries (UAE, Qatar, Bahrain, Oman), Each
country has a country wide General Manager with a Business Unit Head for each of the two business
streams (B2B & B2C).
Competition in each country differs, however, In general, B2B competitors are smaller and more agile
companies who trade off word of mouth and local advertisements to sustain and grow their business. B2C
competition are larger more established organizations with centralized control functions and dedicated
corporate support structures, many have a presence competing in more than one country.
WWFI employs a small HR team tasked largely with the traditional operational HR functions of
recruitment, compensation and benefits, grievances, Training, attendance, and performance management.
The number of HR representatives in any given country is largely based on the volume of work created
from these functions based on the number of staff operating in country. Although there is a HR function in
each country they have all created their own processes and workflows, and each country has formed its own
way of operating based around the 5 core values of the business.
Currently there are no specific HR objectives outlined separately from the main company objectives. The
success of the HR team is understood to be based on a ratio of HR personnel to employees, cost of training
per employee, speed of vacancy filling, and percentage of appraisals completed. Each of the 4 countries is
benchmarked against the other 3 countries.

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The Company wishes to expand into Saudi Arabia and Kuwait by year end 2022. The Aim of this report is
to elevate the current HR practice to the strategic level and therefore better assist the organization in
achieving its expansion goals. There will be 3 main objectives;
1. Identify areas to improve the current HR strategy.
2. Provide a roadmap to implementation of improvements across the whole organization controlled
in a centralized manner.
3. Use the improved Strategic Human Resource Management (SHRM) approach to launch services
in Saudi Arabia and Kuwait by year end 2022.

Although the current HR activities undertaken fall under categories of SHRM, they are not being
undertaken in a unified strategic approach. The 5 core values which drive the culture are promoted in each
country and form the basis of a SHRM approach, however, the organizations mission has not yet been
embedded into a SHRM methodology or goals.
Training currently conducted largely takes the form of local familiarization training, customer service
training, and English skills training. This is due to the nature of the workforce in the CGG being foreign
workers who need to understand the local culture, do’s and don’ts, how to conduct themselves when
working, and English communication is the business langue meaning a basic understanding is key.
Current compensation structures are very similar in each country and comes in 2 forms;
• Blue collar compensation structure
• White collar compensation structure

The blue collar workforce generally work a 6 day 12 hour week, the structure comprises of basic salary,
overtime for working 12 hours, food, accommodation, and transportation is provided by the company.
The white collar workforce generally work a 5 day week and receive a fixed salary with additional
allowances; family status, schooling, housing, transportation, insurances etc. these allowances depend on
the position and the location of the worker.
Each country manager has autonomy to employ staff at any given compensation based on their individual
business cases for each position which has lead to a large difference in the compensation of the workforce
across the business.
Literary Review
The term Human Resources was first used by Peter F. Drucker in The Practice of Management, this was
a change from the terminology of the time which referred to the “Personnel” department. The understanding
was that the personnel dept. was a clerical function, tasks being conducted under instruction from

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management. Drucker’s’ new understanding described a much more complex strategic function focusing
on workforce motivation.
(Ogilvie, J. R., & Stork, D. 2003) describe a transition of HR through its early stages and describe the first
functions of what we now call HR to be in 3 key areas;

Scientific
management The centralization of administrative
function

Welfare Looking after the interests of the

Work workforce both outside the work
environment and within it.

Vocational
guidance
Providing education to workers
These 3 focusses created the first corporate roles specifically dedicated to managing the personnel within
an organization and extracting the most value from them.
Moving forward to present day, there is no broadly, industry accepted definition for Strategic Human
Resource Management (SHRM), however, (CIPD 2021) states that “Strategic human resource
management (SHRM) provides a framework linking people management and development practices to
long-term business goals and outcomes.” This definition alone demonstrates that the focus of HRM has
now fully developed from a clerical afterthought in putting people to work, through a more thought out
tactical function of manpower management, to a forward thinking, future focused, strategic position with a
specific goal to drive long term human capability within an organization to obtain the business goals and
outcomes.
With so many complex ideas and functions being included within the HRM function, and with no agreed
upon definition of SHRM, there has grown to be many understandings of what SHRM actually is, this leads
to multiple approaches to the implementation of each approach. (Kazmi, A., & Ahmad, F. 2001) reviews
many studies of SHRM and concludes that it can be broadly Grouped into four main categories;

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 Strategy- Decision- Content- Implementation
focussed focussed focussed -focussed
• where the HR where the Where the • where the
approach is strategic, functional company uses
considered and managerial, and activities are specific types of
included within operational blended into the HR systems to
the wider functions (Long companies design and then
company term, medium strategy which implement the
strategic term, and short slowly forms HR strategy.
approach to the terms into the HR
market. respectively) are strategy.
performed in
line with a
previously
defined strategy.

Each of these approaches ultimately aim to achieve the same outcome which is a cohesive strategy for the
SHRM function to follow which provides guidance and support to the business and the employees within
it.
With this broader understanding of HRM driving a workforce towards defined organizational goals
(Shalini, L. 2020) outlines 12 key areas for SHRM managers to include within the HRM strategy in order
to successfully align the HRM strategy to the organizational strategy and goals;
1. Job design and job analysis
2. Employee hiring and selection
3. Employee training & development
4. Compensation and Benefits
5. Employee performance management
6. Managerial relations
7. Labour relations
8. Employee engagement and communication
9. Health and safety regulations
10. Personal support for employees
11. Succession Planning
12. Industrial Relations

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When grouped and measured appropriately HR metrics can demonstrate if the cost of employment is
up/down, the motivation of employees is up/down, if employee learning and development is progressing
them within the business, if employees feel valued, feel suitably compensated and much more. All of these
metrics and measurements can build a quantifiable picture of the success of the HRM strategy of the
organization. (Fottler, M.D., Erickson, E. and Rivers, P.A. 2006) discuss examples of HR metrics from the
Society for Human Resource Management which can assist in assessing if each HR initiative is providing
the desired result or not;
• HR to employee ratio
• HR expenses to operating expense ratio
• HR expense to FTE [full-time equivalency] ratio
• Number of positions filled
• Time to fill positions
• Cost per hire
• Annual overall turnover rate
• Annual voluntary turnover rate
• Annual involuntary turnover rate
• Percentage of employees participating in tuition reimbursement
• Revenue per FTE

(Vantage Circle HR Blog. 2020) give examples of how to make HR goals SMART (Specific,
Measurable, Attainable, Relevant, Timely). To use an example from the HR metrics above, the time it
takes to fill vacancies is a crucial HR performance indicator. The longer positions go unfilled the longer
others within the business are burdened with covering the additional workload, the longer the
organization cannot derive the benefit from that position, the more resources are spend searching for a
suitable person to fill the position. All of these reasons create a strong case to fill all positions as soon as
possible.
Example;
Measurement - Time to fill positions
Goal – To increase the percentage of filled positions within the targeted timeframes from 50% to
60% by Q2 of 2022.

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 Specific •Reduce the hiring timeframes and increase the
number of placements filled.

Measurable • Increase to 60% filled within timeframes by

Q2 of 2022.

Attainable • Only a 10% increase on current performance.

• Reduces cost to hire, reduces downtime due

Relevant to vacant positions, increases efficacy of HR
process.

Timely • by Q2 2022

Care should be taken to ensure that the HR strategy is broken down into measurable goals which can be
demonstrated and benchmarked as above, once an organization can clearly see the efficacy of its HRM
strategy it can make amendments until it is reaching the desired business outcomes.
As SHRM becomes more complex and metrics to be measured increase in number and complexity many
organizations now require more sophisticated methods of tracking, logging, and reporting on the
individual metrics, grouped metrics and in the interpretation of the data, this has lead to an entire support
industry of Human Resource Management Software (HRMS) and Enterprise resource planning (ERP)
systems.
(Hart, C. A., & Snaddon, D. R. 2014) conduct a comprehensive study across multiple companies into the
benefits derived from using such ERP systems, these are broken down into 23 measurable benefits to
an organization and then grouped into 4 key areas;
• Financial Perspective
• Customer Perspective
• Internal Business Perspective
• Learning and Growth Perspective

The results are measured over a 3 year period and demonstrate that by the end of year 1, on average 19
out of the 23 expected benefits achieved a noticeable improvement, this rises to 22 out of 23 by the end of

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year 3. They note that financial performance was consistently the first to show beneficial results across
the board with the only area not achieving an improvement being in “IT operating costs”.
Learnings from the Literary Review
From the literature review we have identified that the SHRM function needs to provide a forward looking,
SMART, quantifiable, technologically driven strategy which ties the HR functions goals in to the
organizations mission and goals and assists in pushing the organization towards its desired position.
Understanding the organizations HR objectives and work processes
The company started without a HR department in the UAE, as the company processes and the processes
of personnel management became more complex and the headcount grew it became necessary to create a
HR department. The UAE still has the largest HR department of the 4 countries as it has the largest
headcount and holds the main corporate offices, therefore it is the UAE team which provide any
centralized HR services.
The company’s mission is “to be the most reliable, professional and cost-effective property maintenance
service for customers” this gives three distinct areas where the HR strategy should focus on assisting and
improving the business, all three of these rely heavily on the personnel within the company meeting
certain criteria. A HR strategy is required to drive these 3 areas, therefore, below is a mapping which
demonstrates how the HR function can support the company aims;
Requirement HR solution
Reliable – reliability of staff and services
Technical skill / competency Staff selection, blue collar training, management training
Dependability Staff selection, company culture
Robust working systems Recruitment, onboarding, ERP
Flexibility of service offering Management training, communication lines, industry benchmarking
Professionalism – being perceived by the market as professional;
Thoroughness of work staff selection, blue collar training
Presentation of staff blue collar training
Communication HR comms strategy, Language training, external brand messaging,
Integrity and openness Company culture, staff selection, management training
Cost Effective – providing a valuable service at a competitive price;
ERP, maximising HR output, improving staff efficiency, minimising
Reducing costs
non-productive time
Improving operations improving workforce task management, providing additional services,
Improving service Staff training, company culture,

From this mapping we can see that the HR strategy is required to focus heavily on staff selection &
onboarding, multiple areas and levels of training of both blue and white collar workers, promoting the
company culture, providing workforce management support, and in the provision of both internal and
external communications.
The current HR system is meeting some of the requirements highlighted above and is, therefore,
assisting the business in achieving its goals, however, the strategy is not specifically targeting each of

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the company’s goals and is therefore only partially aligned to the organizations goals. Below is a review
of where the HR system is aligned to the organizational goals and where it is lacking;
• Staff selection and onboarding is being completed, however, there is significant room for
improvement in both areas.
o Technical skill, dependability, thoroughness, integrity are all key attributes of potential
candidates that can be assessed at the staff selection stage. Currently technical skills are
assessed, however, personalality traits are not. The HRM Strategy can be enhanced by
assessing personality traits.
o The onboarding process currently monitors and tracks the basic functions of staff arriving
in country, receiving orientations, opening a bank account, and obtaining working visas
and permits etc. then the staff member is handed over to the operations team, this is as far
as the HR team are involved. If the HR team owned the entire onboarding process up
to the employees 1st salary payment there are plenty of opportunities for the team to assist
in other areas and to streamline the end to end process.
• Training is being completed, however, the current training only focusses on the information
required for the onboarding process and government mandated training.
o There are both 3rd party provided and inhouse technical training, company cultural
training, education grants for personal development, and management training programs
which can be implemented company wide. Management training will have a huge impact
on the alignment of the company to its core values since those values are woven into the
business from the top down.
• Promoting the company culture is not currently a HRM activity.
o Whilst the company has its core values which the culture is built upon which is taught at
the induction and is emphasized in the regional offices, most staff are based out on site
and do not have the message reinforced so strongly. The HR team can work with the
operations teams to close this gap.
• Providing workforce management support is currently only offered in a very limited capacity
through areas such as the official grievances and disciplinary processes.
o If the HR team is to maximize its efficacy towards the company goals it needs to
measure its key areas, a centralized ERP system is the best tool for achieving this,
there is currently no ERP system in place.

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 o The daily technical workflows also require software solutions to maximize worker
output, This Computer Aided Facility Management (CAFM) system is currently only in
place in 2 of the 4 countries currently served (UAE Qatar), the HR team should support
the business by assisting in the implementation of these software systems and
integration.
• Being cost effective has historically meant “cutting costs” or “not spending”, however, if the HR
team can increase the capacity of the existing workforce this has a greater impact to the
companies cost effectiveness. Selecting the right staff, onboarding them quickly and effectively,
offering education and training, implementing software solutions should all assist in increasing
the capacity of the individual staff.
• Internal communications is currently being provided in a limited capacity (annual appraisals,
company announcements, new hires welcome message etc.), there is currently no external
communications issued by the HR team.
o Whilst the internal communications is assisting the business assess its staff, and passing
messages inwardly, there is no communications with the client base, local authorities, or
local media etc. An external communication strategy should be implemented to assist in
market branding and in assessing if the client base believes that the company is “reliable,
professional and cost-effective”

Organizational change
(Swaim, R.W. 2014) describes 9 reasons for organizational change;
1. Crisis: The most obvious current crises which has forced many organizations to change is the
Covid 19 Pandemic.
2. Performance gaps: Change is required to close any gaps in performance, both from an internal
goals and/or objectives perspective, and from a customer needs perspective.
3. New technology: Generally technology makes certain things easier, more efficient, or more
automated which changes many aspects of an organization. (Broberg, O. 2013) identifies 8
ways that technology is changing the way we do business;
I. The Way We Communicate + Share Information
II. Mobile-First Business Environments
III. Enablement of Remote Working
IV. Use of Artificial Intelligence (AI)
V. Decreasing Cost/Increasing Functionality

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 VI. Buyer Enablement
VII. Increased Collaboration
VIII. Cloud Computing + Digital Transformation

These changes, however, are not all good. Whilst these technologies make peoples lives easier and more
efficient, they also reduce face to face interaction, opportunities to build meaningful personal
relationships, and are often the cause of people no longer being required within an organization. (Dillon, P.
M. 2011) reviews the work of Sherry Turkle and points out that “we seem determined to give human
qualities to objects and content to treat each other as things”. Treating each other as things enables
companies to make decisions which are potentially detrimental to people, communities, the Environment
etc. without guilt, all in the name of business progress.
4. Identification of opportunities: areas to increase competitive advantage.
5. Reaction to internal and external pressure: Internal pressure from employees and
management . External pressures from customers, governments, competition, shareholders etc.
6. Mergers and acquisitions: Generally these create change in the form of reductions as merging
companies have duplicated functions.
7. Change for the sake of change: for example, a newly appointed manager making changes to
“leave their stamp on it”. Whilst this is often be perceived as a negative reason for change,
(Vermeulen, F., Puranam, P. and Gulati, R. 2010) identify many positive reasons to change for
changes sake, in addition they identify negative outcomes from simply not changing;
I. The Formation of Silos
II. The Deadening Impact of Routine
III. The Emergence of Entrenched Interests

They identify that “The human dynamics within an organization are constantly shifting—and require the
organization to change along with them”. They observe that when everything is going well within a business
no one notices the negative impacts, however, this does not mean that they do not exist, therefore, a constant
cycle of change for changes sake is a beneficial solution.
8. Something sounds good: copying what other organizations are doing because “it sounds
good”.
9. Planned abandonment: Certain products, markets, activities etc. have declining benefits,
therefore regular innovation of new ideas is implemented over set time periods with the
abandonment of the old.

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In the (CIPD 2015) report on landing transformational change, it is highlighted that some studies cite as
high as 70% of change management initiatives fail. This shows that organized, planned change isn’t easy
and with such high failure rates a structured and thoughtful approach is required.
(Chiu, M. and Salerno, H. 2019) identify in their Gartner report that the largest key reason for the failure of
initiative is the “top down” approach adopted by management and dictated to staff, more than 80% of
companies adopt this approach. Whilst 74% of management feel that they have included the workforce in
the decision making, only 42% of employees feel they were truly included. In order to bridge this gap they
propose 3 simple steps;
I. Adopt a “Co-created change strategy” which genuinely includes staff and management.
II. Use “Employee-owned implementation planning” which takes a more bottom up approach.
III. Focus Communication on “talking” rather than dictating.

Change Implementation plan

The situation and what change is required
WWFI currently have a contract in the UAE with a major retailer conducting maintenance on circa 1,000
stores and restaurants, due to the success of this contract the client has decided to expand the contract into
all GCC countries with WWFI. WWFI currently operates in 4 GCC countries, therefore, this requires
WWFI to expand into 2 additional countries (Saudi Arabia & Kuwait). With over 2,000 stores KSA has
50% of the total contract value in one country, and makes KSA the 2nd largest revenue generating country
overnight, therefore, significant change is required to the entire organization and its operations to effectively
mobilize and operate this contract under one operating methodology.
Changes that are therefore required are;
I. Roll out operations in 2 additional countries.
II. Change the management structure to incorporate centralized operations management controls.
III. Implement a centralized call center and workforce management system.
IV. Standardize training across the region.

Lewins’s 3 step model for change

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Unfreezing
Here we identify a need to change from the status quo, and ensure the workforce are ready to accept the
change by highlighting a desired way forward. In this instance the need for change is self-evident in the
new contract which requires a unified approach across the region.
Changing
Executing the four required changes listed above whilst managing the workforce expectations, feelings of
uncertainty, and ensuring the behavioral and process changes occur. Each change will be broken down into
smaller executable tasks for staff to individually action. A dedicated change management team of
enthusiastic staff should be appointed.
Refreezing
Solidifying the new processes, behaviors, and structures by rewarding the changes people make and
including the changes into the culture and mission etc.
Whilst Lewin’s model gives a good high level view of how to approach the required changes, the 8 steps
developed by Kotter give a more granular actionable perspective.
Kotter’s 8 step change management model

Create Urgency
Urgency has been created already by way of the awarding of a regional contract which will begin 6 months
in the future. WWFI will need to explain to the whole company the opportunity that has been presented,

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the need for the key changes, and open dialog with all countries to start understanding how best to begin,
where and how each country can assist, and where to locate functions etc.
Form a guiding coalition
There are country managers, contract mangers, and function managers in each country, these will need to
be “on board” in order for the change to succeed. If not managed carefully each of these key persons may
feel like they are losing control of what they see as “their area”, therefore, it is crucial for them to see the
benefits of the change and endorse it fully from the top down.
Develop the vision and strategy
The company mission is to be reliable, professional and cost-effective. Centralizing the workforce
management software (CAFM System) and the training will bring reliability, consistency, and a perception
of professionalism to the company which will not only benefit this contract (which is the largest contract
every issued to the company), but will open the door to other regional contracts. In addition, it will be
significantly more cost effective than having individual CAFM and call centers in each country.
Changing to a regionalized management structure from individual country management structures also aid
in gaining service consistency and in keeping the management structure lean.
To achieve the changes the following are required;
• A single software solution is to be implemented
o A main call center in a centralized location
o Satellite teams in each country accessing the software
o All functions operate under a single management structure with supervisors in each
country.
• A training department is to be formed in a central location with a mixture of in country and roaming
trainers working under one manager to standardize the training issued to staff.
• A single regional uniform is to be agreed upon by all countries.
• A contract based operations management structure will be implemented whereby a contract
manager will have control over the staff for that contract in each country, this means that the country
managers role will change to a logistics support function to the contract managers ensuring the
contract managers have the resources they need to operate their contracts (vehicles, tools, passes,
permits accommodation etc.), the country managers will not have control over the regional
contracts staff daily operations.
• A centralized HR management function with business partners in each country and administration
support is to be implemented.

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 • Full management and organizational implementation in the 2 new countries.
o Opening new offices
o Placement of General Management
o HR rollout
o Training team rollout
• Centralize the Business development (BD) function with smaller, in country, BD teams report to a
regional BD Manager.

Communicating the vision

The new regional focus will be required to communicate at all levels, all monthly reporting, billboard
notices, weekly updates will be directed to highlight how the new structure operates. A direct email address
to the HR department is to implemented for all staff to raise any concerns over the changes.
Empower employees and remove obstacles
In order to keep the momentum of change each country will have a nominated change agent who is to act
as the “go to” person for staff to highlight improvements, recommend alterations, and to show where
processes are not functioning as intended. These change agents are to then disseminate this information
regionally so that unified approaches can be taken to resolving issues. The bottom up information flow is
a key part to ensure momentum is not lost.
Identify short term goals and wins
In this instance some wins would be;
• Announcement of new management strategy and alterations of positional responsibility
• Implementation of new software
• 1st instances in each country;
o Local training under new training structure
o Local CAFM rollout
o Successful recruitment trips
o Local rollout of services

Produce bigger results (sustained wins)

The business development function should now specifically target similar regional contracts where the same
operational structure will be advantageous and will be easy to mobilize. Smaller contracts with 2 or more
countries would fit this mold as well.
Anchor the changes in the culture

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The company mission can be slightly amended to include the word regional to emphasize this shift in
strategic focus and also explain the need for a centralized structure with localized support.
The annual organizational awards and recognition can have additional acknowledgements for people who
have embraced the regional approach and continue to offer up better ways to improve how this is done.
Forecasting Human Capital Demand
Aspects which will impact the Human Capital requirements are;
• Expansion into 2 additional countries
• Consolidation of corporate services
• Increased IT requirements
• Future BD expectations

Expanding into 2 new countries requires additional blue collar workforce, white collar, and aspects of
corporate support, this is required to be taken into consideration.
Each country currently contains its own full complement of support staff, when this is centralized the
number of staff required will decrease in certain areas, however, with the localized requirements for
training and support resources may increase.
With the implementation of Call center, CAFM, and ERP systems the IT manpower requirement will
increase significantly.
Taking into consideration the future increase in workforce from the newly focused BD initiative will drive
up the human capital requirement further.
In order to forecast the actual manpower requirements moving forward WWFI can use 2 simple
benchmarks; revenue V’s the number of site based staff (COS) and Revenue V’s Head Office staff
(OH). These 2 benchmarks can assist the management in forecasting the labor requirements once
they have forecast the revenue expectations.
Current Human capital supply
The table below shows the current revenues and headcounts by country including the 2 expansion
countries. We can see how efficient each country is in providing its support services by looking at
the “OH as % of staff” column. UAE being most efficient.

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 Growth Expectation
COS OH COS per OH OH as % of staff 2021 Revenue
2022
UAE 724 21 34 2.90% UAE 140,000,000 161,000,000.00
Qater 419 13 32 3.10% Qater 78,000,000 89,700,000.00
Oman 178 9 20 5.06% Oman 31,000,000 35,650,000.00
Bahrain 89 7 13 7.87% Bahrain 14,000,000 16,100,000.00
KSA 220 15 15 6.82% KSA 41,000,000 47,150,000.00
Kuwait 44 5 9 11.36% Kuwait 6,000,000 6,900,000.00
Total 1674 70 123 4.18% total 310,000,000 356,500,000

The graph below demonstrates what the increase of staff would need to be if the revenue growth
targets for 2022 we met assuming that the current efficiency of the OH staff in each country
remains the same as 2021.

Increase in Manpower for 2022 based on expected revenue

growth at current efficiency levels
300 12

250 10

200 8

150 6

100 4

50 2

- -
UAE Qater Oman Bahrain KSA Kuwait Total

COS OH

This graph shows at total site staff increase of 250 with an Overhead increse of 10 staff.
With the implimentation of the change plan WWFI aims to obtain the same efficiency as the UAE
across all countries i.e. keep OH headcount down to 3% of total staff. In addition, some efficiencies
in COS staff are expected from using the workforce managemetn software.

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Projected Human Capital Demand
It is intended that once the new structure is in place the organization will have a significantly more
efficient support structure to grow the business without the need to increase these support
functions.
This is demonstrated in the following graph;

Increase in Manpower for 2022 based on targeted staff

efficiency from change plan
250 2.50

200 2.00

150 1.50

100 1.00

50 0.50

- -
UAE Qater Oman Bahrain KSA Kuwait Total

COS OH

We can see that the efficiencies from implementing software solution reduce the OH manpower
increase down to only 2 staff with reductions in site staff also.
The graph below shows the potential reductions in manpower requirements for 2022 with a saving
of 34 site based staff and 8 office staff which demonstrates that the restructure should make the
workforce more efficient and reduce the recruitment requirement.

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 Difference in Manpower increse between current efficiency and
target efficiency from change plan
40 9

35 8

7
30
6
25
5
20
4
15
3
10
2
5 1

- -
UAE Qater Oman Bahrain KSA Kuwait Total

COS manpower increase OH manpower increase

As all the efficiencies won’t fall at once for all countries, the WWFI management will need to
closely monitor the progress of the change management plan and adjust the individual recruitment
numbers accordingly based on when each benefit from the change plan lands in their country,
however, they now have a clear maximum and minimum to work within.
Gap Closing Strategy
In order to maximize the full benefits of the centralization strategy WWFI is required to fully utilize the
implemented software to maximize the workforce efficiency. If this is achieved they will be able to increase
revenue without employing additional back office staff, and they will be able to achieve more work from
the site staff meaning they will spend less on COS salaries for every Dollar earned. Oman, Kuwait, and
KSA have the least efficient office staff per dollar earned due to the low revenues, therefore, they must
focus on significantly growing revenues whilst leveraging the support from the centralized support services
in the UAE and not increasing the support staff in country.
The recruitment requirements of the blue collar workforce will also change slightly, in addition to the
regular recruitment criteria the following will also be required;
• There is an increased requirement for technology savvy employees to use the software systems
on a daily basis.
• All IT systems operate in English, therefore, staff comprehension of English will become a
mandatory requirement.
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 In addition to the recruitment criteria being increase, the training teams will also be required to transition
all currently employees to use the software solutions and, where applicable, provide English proficiency
skills training so that everyone has an opportunity to participate in the elevation of the company.
Select management staff will take up temporary positions in the 2 new countries in order to roll out the
operations and instill the company culture, values, and processes, and to drive the recruitment and
mobilization of the new management. The new management will all initially spend time in the UAE
operation before heading out to their full time posts and relieving the temporary management in place.
Stakeholder Analysis
Prior managing the stakeholders and the communications to and between them we must first identify who
the stakeholders are and what their roles are in the change plan. The RACI matrix below identifies this;

(R=Responsible, A=Accountable, C=Contributor, I=Informed)

Operations Corporate
Clients Training Team HR Team IT Team Executive team Board members
teams finance team
Roll out operations in 2 additional
I R C C C C A I
countries.
Change the management structure to
incorporate centralized operations I I I C I C R A
management controls.
Implement a centralized call center
I I C C A+R C I I
and workforce management system.
Standardize training across the
I C R A C I I I
region.
(Costello, T. 2012) identifies that all people influenced by the RACI matrix should understand the
importance of the model and what it means to hold any of the 4 levels of responsibility within it. This way
the tool reinforces the desired outcome which is clarity of responsibility.
It is crucial that the responsible people for each outcome communicate effectively to all stakeholders,
(Washington, M., & Hacker, M. 2005) identified a direct link between how much a manger understood a
change and how much they wanted the change to succeed, they state “the more a manager understood the
change, the more likely they were to be excited about the change, the less likely that they would think the
change effort would fail, and the less likely they were to state that they wished their organization had never
implemented the change”
Further to the comments above, (Goman, C. K. 2012) highlights brain analysis research which demonstrates
that all people inherently avoid change. Habitual, repetitive tasks are less taxing on the brain i.e. what is
familiar is comfortable. Change, unfamiliarity, and complex concepts drive the prefrontal cortex into action,
“when the prefrontal cortex is overwhelmed with complex and unfamiliar concepts, the amygdala
connection gets kicked into high gear” the amygdala controls our fight or flight function, broadly speaking

30 | P a g e
this means that we are programmed to dislike and avoid change. 6 ways are presented to assist in making
changes less of an afront to our brains;
1. Trust people to see the need for change

2. Make new ideas become familiar

3. Condense your goals into 2 or 3 easily digestible simple goals

4. Provide a vision a vision (a clearly articulated picture of what you are trying to achieve)

5. Don't sugar coat the truth

6. Ensure your body language tells the same positive story as your words.

All of these points are targeting the same goal, make the change simple, familiar, and unscary to the
employees brains so they won’t try to avoid and reject the idea. All of these direct towards a sound
communication strategy which continually engage with and update all stakeholders.
(Butler, J. 2003) also highlights an economic concept of “discounting” whereby people will attribute less
value to something which is further away into the future. This adds further emphasis to the point raised
previously which is to break the change down into smaller achievable goals and obtain some “quick
wins” and then reinforce the change with further goals to achieve. If the goal is deemed to be “present” it
will receive more emphasis from staff.
Leadership styles
It is important to note that that this change project requires multiple experts to work together on different
aspects of the project which creates the issue of superior knowledge over authority (Pearce, C. L., & Barkus,
B. 2004) identify that a vertical leader who allows team members to take the lead when required perform
best, they note that “poor-performing teams tend to be dominated by the team leader, while high-performing
teams display more dispersed leadership patterns. The role of the vertical leader is critical to the ongoing
success of the shared-leadership approach to knowledge work”, therefore, WWFI should apply a vertical
leadership approach in this situation.
The Institute for Management Developments’ describes 5 key management styles (IMD business school,
n.d.), they highlight that each style has both positive and negative aspects to them;
1. Authoritarian
• Positives - Fast decision making, clear chain of command.
• Negatives – reduced collaboration and innovation.
2. Participative / laissez faire
• Positives - Increased creativity and team bond.
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 • Negatives - Slow decision making and communication difficulties.
3. Delegative
• Positives – positive creative work environment.
• Negatives -difficulty adapting to change.
4. Transactional
• Positives – Effective goal setting and minimized confusion in command chain.
• Negatives – lack of empathy and innovation.
5. Transformational
• Positives – High value on company vision and relationships.
• Negatives – deviation from protocols and slow task progression.
Understanding the natural resistance to change previously highlighted WWFI would be wise to steer clear
of any management style which is not conducive to team communication and resistance to change. With
that in mind laissez faire and delegative leadership styles would not suit the current business situation which
requires heavy communication and forms part of a change plan.
In order to gain buy in from all employees with the concept of change a transformational style of
leadership would be best used taking advantage of the clear vision and relationships. Once people are
clear and accepting of where the company is going and the change project is required to move very
quickly, authoritarian and transactional leadership styles offer a clear chain of command and clear
goal setting which may be useful approaches to achieve the initial successes required and mobilization of
new countries, However, once the need to achieve fast results declines and “business as usual” takes over,
a transformational approach will reap the ongoing rewards that WWFI are aiming for.
Leadership Trait Theory assumes that people have certain innate leadership qualities and style, and
therefore places emphasis on the person in the role over the role itself. Taking into consideration the
suggested management styles above and the time constraints from this change project, WWFI will
consider placing managers in roles which suit their natural management style to shorten the time to
make the managers effective.
Adding further weight to the suggestion of styles to be adopted above, (Legier, J. T., Jr. 2007) investigate
the correlation between emotional intelligence and effective management styles, they identify that this
link for “All five transformational leadership styles and Contingent Reward (transactional leadership
style) were significant”. This correlation between EI and effective management is further demonstrated by
(Cuéllar-Molina, D., Antonia Mercedes García-Cabrera, & M a de la Cruz,Déniz-Déniz. 2019) who state

32 | P a g e
in their research “with respect to EI as a whole, we found that in SMEs, the more emotionally intelligent
the HR decision makers were, the more they would adopt high-performance HR practices”
WWFI will need to be cautious of the negative side to authoritarian management, (Miloloža, I. 2018)
conducted research on management styles and the companies financial success, they identified that when
an authoritarian style is used “a negative impact is present in enterprises in the growth and maturity
phase” WWFI falls precisely into this category.
Having noted some of the pitfalls from using an authoritarian management style WWFI also needs to be
cognizant that shifting to a higher goal structure often increases the stress felt by the management which
in turn leads to a more authoritarian approach (Korten, D. C. 1962). WWFI must expect this and actively
avoid inappropriate management techniques at an inappropriate time.
Recommendations and Conclusions

WWFI are in an expansion phase of their business cycle and as a result is launching operations in two
new counties whilst refocusing the business model from Business to consumer to Business to business.
This requires a complete reorganization of the corporate structure from a regional controlled approach to
a functional controlled approach in order to retain sight of the company values and mission.
We have identified that the current HR approach is largely a clerical function and is required to be more
strategically focused. This strategy will align all countries operated in with a unified methodology to
approach the 12 key HR areas highlight.
The HR team will identify and begin to measure key metrics for success and for each metric will set
SMART goals to hold the HR team accountable for its efficacy, being careful not to allow the stresses of
the transition to overwhelm the staff.
To assist in this new goal focused structure the company will launch an ERP system, CAFM system, and
call center, these will create a unified and centralized method of operations and measurement across the
whole company.
The change management plan will be implemented using Kotter’s 8 step methodology as laid out in this
document which takes into consideration the altered requirements for IT, Training, and Business
Development.
To forecast the human capital demand manpower metrics Vs revenues will be used which also assist in
benchmarking each counties operational effectiveness against the other countries.
Using the RACI matrix key stakeholders have been identified and their responsibilities for the key change
deliverables will be explained and enforced.

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WWFI will implement a strong communication strategy to combat resistance to change along with a
blend of management styles which will suit the changing circumstances throughout the project, all whilst
taking into consideration leaders natural tendencies and, due to the specialist nature of this work, a need
for a vertical leadership approach.

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