hr strategy framework presentation (client: ds&h)

7/22/2019 HR Strategy Framework Presentation (Client: DS&H)

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HUMAN RESOURSES STRATEGY FRAMEWORK

ADRIANA GOMEZ CAROLINA ALMANZA HADI JINNAH KIM TRANG VO SHU LING PHOA SURYO ARIYANTO

PREPARED FOR:

DS&H

TEAM


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Current Strategies

7S for Internal Analysis

Recommendations

Strategy Evaluation

5 Forces for ExternalAnalysis

Agenda


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Current Strategies

Relying heavily in brokers to maintaincustomers.

Maintain current customers based on goodservice/price relation.

Generate revenues based on commissionand sales volume.


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7SStrategy

Structure

System Style

Staff

Skill

Internal Analysis (7S)

Shared Values


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Hierarchical structure Poor coordination between different departments & level of management The CEO secretary did not facilitate the coordination between levels of management Employees are promoted to become specialist in their focused area Employees only look for best interest within their areas Centralized decision making Explicit line of command

Professional low cost - hybrid strategy Differentiation via superior customer services Conflict of strategy & objective in term of cost management


Mechanistic system (Burns & Stalker) Bureaucracy slow down the company's speed to change,

unwilling to change attitude of managers Margin requirement policy Top management level (CEO/Chairman) sets the rules/

standardization/margin/operation management/etc.

Strategy

Structure

System


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Integrity Strong relationship with the clients Trustable Reliable Role culture (Harrison): brokers

becoming the strongest role or "pillar" Large regional broker that is famous with integrity,

trustworthy, reliability & ability to bond with the clients

Blake-Mouton Leadership theory:- DS&H's CEO (Rupert) is the team management- the chairman (Reginald) is authority-obedience style- the corporate secretary (Margaret) is country club management style

The CEO's leadership style is effective for organizational needed improvements There is a high competition between the brokers, while the cooperation across

functional is not good


Shared Values

Style


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Strong relationship with clients IT staff (Michael) has good skills & suggested ITimprovements for cost efficiency & intergration among departments

The HR staff (Hillary) suggested a FGD process for best knowing employees

Small gap between each employees' competencies Employees are performing well Brokers KPI is achieving and increasing the sales ITs KPI is to maintain & upgrade

system/software

Chairman, CEO, Corporate Secretary, HR, Administration, IT, Brokers, Finance Service Oriented (customer service), experience and reputation in brokering

industry and adaptability of the brokers with the clients Communication gap because of hierarchy (bureaucratic approach) The gap between the brokers' interest of sales increase and the organisational

interest of efficient cost


Staff

Skill


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External Analysis (Porters Five Forces)


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External Analysis (Porters Five Forces)


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HR Strategy Recommendations

HR Strategy

Vertical Integration

Vertically integrate the HR

policies with the business

strategies by using HR

scorecard to increase the

cooperation between each

departments

Evaluate the brokers KPI by

adding the cost management

aspect within it, so the

brokers can increase the

sales as well as maintaining

the cost of sales

Horizontal Integration

Implementing the

decentralized chain of

command, because it will

increase the effectivity of

DSNH

Implementing IT based

management inside DSNH

Central data system can be

used to improve information

sharing between each

departments

Coordination among IT and

other departments to apply

the technology in improving

customers services' speed

and quality

Creating a weekly regular

general meeting that

required all of the staff to

attend it. The objective will

be for strengthening the

bond between each

employees as well as the

vertical (top-down) and

horizontal communication

line

Key Action Plan

Integration Strategy


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HR Strategy RecommendationsHR Strategy

RecruimentHiring suitable core positions

(brokers, IT staffs and HR)

Hiring professional

marketing team to develop

marketing programs/plan for

promoting new differentiated

services as well as research

on

customers'needs/demands

Training and

Development

Emphasis on long-term

training and development for

the employees in order to

offer new services to

customers.

Insurance consultancy

training for the brokers, so

that they can get a

competency and skill in that

field

Give training and

development to back office

staffs, so that the brokers

can focus on giving many

differentiated services to the

clients

Designing a IT training for all

of the staffs to support the

implementation of IT based

management

Monitoring and

Evaluation

Implementing the peer-to-

peer review and also 360

degree evaluation to assess

the performance of the

company as well as to

ensure the development of

the employees

Reward and Recognition

Implementing the

performance based rewards

to increase both loyalty and

performance of the

employees

Creating extrinsic rewards

(payment/bonus/comission/e

tc) and intrinsic rewards

(personal

growth/achievement

recognization/career

development)

Key Action Plan

Commitment-BasedHR Strategy


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HR Strategy Recommendations

HR Strategy

Leadership development

Creating a leadership

training and development for

the top management and

middle management that

focus on three factors, such

as leader-member relations,

task structure, and positionpower

Coaching Culture

Development

Hire the external

professional coach for the

top management

Implementing the team-

leadership coaching for

enhancing the leader-

member relations

Peer coaching

implementation to improve

the peer to peer relationship

Leadership and

ChangeManagement

Key Action Plan


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Strategy Evaluation

FEASIBILITY

Funding requirements Fit with DS&Hs current employees' competences and skills Time to implement (When)

Improving DS&Hs known reputation Attain customers needs Increasing competitive advantage

SUITABILITY

Impact on return Risks of strategy implementation Stakeholders reactions

ACCEPTABILITY

Appendix


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Final OutcomeEvaluate the brokers KPI by adding the cost management

aspect within it, so the brokers can increase the sales as

well as maintaining the cost of sales

4.3

Vertically integrate the HR policies with the business

strategies by using HR scorecard to increase the

cooperation between each departments

3.7

Key strategy factors

Strategic option

Vertical Integration 4.0

Training and Development 3.7

Horizontal Integration 3.6

Leadership development 3.6

Coaching Culture Development 3.6

Reward and Recognition 3.4Monitoring and Evaluation 3.2

Recruiment 3.0

FSA RESULT


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Final Outcome

Key strategy factors

Strategic option

Vertical Integration 4.0

Training and Development 3.7

Horizontal Integration 3.6

Leadership development 3.6

Coaching Culture Development 3.6Reward and Recognition 3.4

Monitoring and Evaluation 3.2

Recruiment 3.0

FSA RESULT


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THANK YOU


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hr strategy framework presentation (client: ds&h)

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