The organisation, in the Automotive Industry, was facing a number of issues across various aspects of its organisation design. It had a tensed work culture and poor communication and teamwork. Its appraisal systems were characterised by ambiguity and poor transparency. It had unclear career growth paths and inadequate growth for performers. There were no reward systems and no clearly defined HR policies. It had differential standards of compensation, centralised authority leading to slow decision making, a lack of clarity on reporting relationships and ambiguity and a lack of adherence to the defined job descriptions.
UC Strategy studied the needs of the organisation to suggest means to increase its effectiveness and to improve HR policies. As a part of the engagement, UC Strategy undertook the following:
- Developed a performance appraisal system that incorporated core and job-related assessment parameters
- Defined initiatives to decentralise decision making and empower employees across the organisation
- Developed the organisation structure to balance focus on emerging business and independent operations for established business
- Job descriptions to reflect new roles and responsibilities
- Developed KRA’s based on the strategy of the group
- Identified team building initiatives like workshops, group dinners, annual functions
- Defined HR Policies for administration, recruitment, performance evaluation, reward systems, career growth, employee resignation and termination.
The client received recommendations to increase the company’s effectiveness and HR policies to be implemented. The performance appraisal system minimised subjectivity by allowing evaluators to only select behavioural statements, while the rating was calculated only on completion of evaluation