Global Business Management
The different areas of HR that can be utilised to deal with team performance and their management are:
Recruitment: in order to successfully deal with VUCA issues Treebrain Plc need to focus on recruitment area of HR as it is vital function to source and hire suitable talent that fits with business objectives. As recruitment process includes time, efforts and costs so aligning a right fit of resource for right job role is essential to ensure managing the resources and their effective productivity to ensure performance at both individual and team level. A suitable resource hired for appropriate job role would mean they would deliver their responsibilities as expected and would remain self-driven and willing to contribute their efforts to attain specific objectives of roles and business. It even means they would be equally open to adapt and learn and would not quit easily due to demand of changes in objectives (Khalid and Tariq 2015). Thus effective recruitment process even needs HR planning to predict number of staffs to be hired in demand to business needs to fit with Treebrain’s future business strategies and remain profitable with appropriate match of demand and supply of qualified staffs who would perform roles and fulfil them to maintain performance level.
Selection: the managers of Treebrain also need to focus on employee selection process to screen appropriate qualified staffs in the company which would be suitable to job position and roles. The managers need to collect suitable information and apply them while selecting or screening appropriate potential resource. The selection should be focused on interview, physical examination and reference checks so as to select best match with job role. This will help to attract and retain appropriate staffs and also avoiding the cost of re-hiring which may occur in case of inappropriate recruitment and selection (Choudhury 2012). Also effective selection will ensure higher productivity of staffs, job satisfaction, low absenteeism and labour turnover rate which would help to manage the people and make them inspired to meet the expectation to their job roles to ensure better performance. Also this would ensure that appropriately selected staff would not feel inadequate on job or feel excessive work load which will lower error rate in job deliverable or fines or delays to ensure better performance.
Training: the managers at Treebrain also need to focus on Training and development of employees to mitigate VUCA issues and manage their performance levels as training will help to keep employees motivated to learn new concepts thus making them open to change and adaptable to volatile business changes. As learning and skill enhancement is essential for higher performance of employees so comprehensive training will develop employees and meet their professional needs. Also it would be beneficial for company as training would ensure competent staffs who would be suitable to meet business demands (Kalaiselvan and Naachimuthu 2016). Moreover training supports both technical and personal development of employees thus ensuring their willingness to get associated with firm for long time that supports their growth aspiration and helps in better management of employees.
Compensation: the managers of Treebrain also need to focus on appropriate match of compensation for employees to retain efficient employees and maintain their productivity level to attain better level of performance. Suitable remuneration and benefits also ensure employee loyalty and acceptability to change in business demands and even insures display of high level of dedication and commitment to their work which helps to attain objectives as desired. Further paying employees appropriately even ensures motivation and satisfaction level of staffs, lowers their absenteeism and turnover rate which all drives staffs to better performance by attracting and retaining competent resources (Antony 2018). In addition to compensation additional benefits like incentives, childcare and health facilities etc would help to attract employees commitment to work in alignment with strategic and tactical objectives of Treebrain thus making them contribute to achieve goals with better performance. Even it ensures employees can be managed well as they would be satisfied.
Yes the different teams would require approaches to manage their members and maintain their performance as each have different set of needs and goals to be fulfilled so different approach would ensure match with specific strategic goal and purpose for specific teams.
- The different management approaches that can be utilised to enable teams to become responsive to change and their role in managing change are:
- For design and customer service teams McKinsey 7S model of change management approach can be used by focusing on stages like strategy where a clear plan need to be defined to overcome change and competitive goals through development of step wise process. Also a definite structure need to be followed at Treebrain which will ensure line of responsibility and command to ensure effective management of change with appropriate specification of systems that will ensure the manner activities would be done to maximise performance (Talmaciu 2014). Also the teams need to share values that are core to firm to ensure Treebrain functions accordingly to their business and strategic goals followed with effective leadership to drive employees to manage and execute change to ensure adaptability to change. Also practise of McKinsey model will ensure employees skills and emotional capabilities to adapt to change are used effectively to handle change and its components thus supporting the managers of both design and customer service teams to develop strategies that would enable team members to cope with transition smoothly (Dhingra and Punia 2016). This approach will even help managers of both teams to give equal significance to aspects of change so as to address the change needs effectively with focused direction towards organisational change.
- For the manager of production team of Treebrain the change management approach given by Lewin is recommended as it will ensure possible understanding of organisational and structural change with focus on three aspects i.e. unfreeze, change and refreeze. Under unfreeze stage the manager of production department can ensure preparation for change in team members by generating awareness on change and vital facts associated with it so that team members understand the benefits and relevance of change and do not resist change. In the change stage the manager at Production department of Treebrain can ensure effective leadership, reassurance to members of team so as to support smooth transition of change and ensure that team embrace new happenings or development (Pãun 2014). The manager here needs to give right direction to guide team to change process with better communication and give them enough time to prepare and execute change. Lastly the manager of production department in refreeze stage needs to ensure that teams use new change guidelines every time and is implemented even after goal is attained so as to maintain stability. Managers need to buy in employee confidence to make them sense confidence to fulfil new needs.
- The recommended approach to managing teams to ensure effective management of VUCA issues at Treebrain will be communicated to managers through use of verbal communication methods that would consist of spoken message or correspondence done either through face-to-face or telephone or voice chats. These oral communication technique would be effective for formal communication and would ensure sound discussion on recommendations through conversation with managers. The face to face method will be used preferably as it will help to better understand the discussion and respond with better engagement and effective dialogue. This face to face technique will help to create better association between the manager to interpret the idea and conversation thus ensuring effective problem solving with better understanding (DuBois et al. 2015). Further the managers of design, production and customer service teams can communicate to their members through use of oral communication technique like meetings which is a two way process where discussion and feedback can be collected between managers and team members to ensure effective interpretation as well as to gain team’s insight to changes that will help to address their concerns and doubts further to ensure clarity of communication and enhanced performance to drive optimum results to meet business goals.
Personal development plan
Covering the period: 20 Dec 2018 -20 March 2019
My goal: to lead change and manage employee to fulfil new change needs or objectives
| What do I want or need to learn | What will I do to achieve this | What resource or support will I need | What will my success criteria be | Target date for review and completion. How I have chosen these dates |
| Communication skills | Watch self-learning video tutorial on effective communication skills development | Online tutorial, access to internet | Capability to confidently speak in public and communicate persuasively | 20 Jan 2019
This date was chosen as I will approximately require 1 month to learn and practice communication ways to demonstrate effectively |
| Negotiation skills | Contact senior HR manager for guidance | Coaching and mentoring from senior managers | Ability to negotiate change needs and buy in employees trust and acceptance | 30 Jan 2019
This date is chosen as the new change will be approximately implemented by the beginning of Feb 2019 |
| Decision making skills | Engage in training | Training opportunities, enrolment fee and permission | Ability to make effective decision in short time and under pressure | 15 Feb 2019
This date was chosen as from Feb 2019 likely the change will be implemented which may need sudden vital decision to handle uncertain situations. |
| Logical thinking ability | Practice learning and developing knowledge by reading management and subject books | Subject Books and regular time | Expertise knowledge on subject and related domain | 20 March and to be continued |
References
Antony, M. R. (2018). PARADIGM SHIFT IN EMPLOYEE ENGAGEMENT – A CRITICAL ANALYSIS ON THE DRIVERS OF EMPLOYEE ENGAGEMENT. International Journal of Information, Business and Management, [Online] 10(2), 32-46. Available from https://search.proquest.com/docview/2063288901?accountid=30552 Accessed on 19 Dec 2018
Choudhury, J. (2012). Recruitment and retention strategies in changing scenario. Review of HRM, [Online]1, 21-33. Available from https://search.proquest.com/docview/1655811919?accountid=30552 Accessed on 19 Dec 2018
Dhingra, R., and Punia, B. K. (2016). Relational analysis of emotional intelligence and change management: A suggestive model for enriching change management skills. Vision[Online], 20(4), 312-322. Available from: doi:http://dx.doi.org/10.1177/0972262916668726 Accessed on 19 Dec 2018
DuBois, M., Hanlon, J., Koch, J., Nyatuga, B., and Kerr, N. (2015). Leadership styles of effective project managers: Techniques and traits to lead high performance teams. Journal of Economic Development, Management, I T, Finance, and Marketing,[Online] 7(1), 30-46. Available from https://search.proquest.com/docview/1681254193?accountid=30552 Accessed on 19 Dec 2018
Kalaiselvan, K., and Naachimuthu, K. P. (2016). Strategic approach to talent management : A theoretical model. Journal of Contemporary Research in Management,[Online] 11(1), 1-22. Available from https://search.proquest.com/docview/1862134679?accountid=30552 Accessed on 19 Dec 2018
Khalid, S., and Tariq, S. (2015). IMPACT OF EMPLOYER BRAND ON SELECTION AND RECRUITMENT PROCESS. Economic and Social Review,[Online] 53(2), 351-372. Available from https://search.proquest.com/docview/1792214441?accountid=30552 Accessed on 19 Dec 2018
Pãun, M. (2014). Models of change. Valahian Journal of Economic Studies,[Online] 5(3), 7-14. Available from https://search.proquest.com/docview/1685869695?accountid=30552 Accessed on 19 Dec 2018
Talmaciu, I. (2014). Comparative analysis of different models of organizational change. Valahian Journal of Economic Studies,[Online] 5(4), 77-86. Available from https://search.proquest.com/docview/1685862337?accountid=30552 Accessed on 19 Dec 2018
