Agile and Adaptable ZEO

?Introduction

? ZEO is a Company which started manufacturing operations in the last seven decades as a small company with no more than 100 employees. Today, ZEO, which has become a multinational manufacturing company with a workforce of more than two thousand employees distributed across the Arab Gulf Countries, still adopts a rigid form of a hierarchical machinist organisational model with centralised 'command and control' silos that operate independently, thus negatively impacting its operational growth, employees' retention, and customers' loyalty. Therefore, I would recommend three key organisational goals that would certainly help ZEO remain competitive and agile in today's fast paced VUCA business world. The first goal is to design a faster decision-making approach; the second is to create a high-performance culture; and the third is to implement digital transformation.

1. A faster decision-making approach

?? ZEO's current slow decision-making process is due to bureaucratic complexity, hierarchical structures, and multiple levels of management that are causing decisions to go through a lot of layers before they can be implemented.

1.2 HR case example

? When hierarchical structures and centralised command and control silos have been successful for ZEO in the past, they may not be effective for their current operations and goals.?

For example, for any new hire, the process of preparing a job offer takes a minimum of three weeks from passing the final interview with the relevant department head. The job offer will go through another round of checks as part of the current organisational risk aversion mindset. This is because HR, finance, legal, and other departments must review the job offer to ensure that it complies with all company policies and regulations.

The multi salary checks by finance department with too many people involved will lead to a lengthy time-consuming communication process buckled with too many individual justifications from concerned managers on any new hire. As a result, high turnover rates among new hires, financial losses resulting due to time spent on the interview process by relevant departments, and non-financial losses related to the ZEO’s declining employer brand will aggregately have a negative impact on business performance (Hatoum 2022).

1.3 External and Internal Factors

? It is significant to note that both internal and external factors affect a company's success in terms of its capacity to react quickly to market changes and make informed decisions.

1.3.1 External Factors

? The primary external factors, such as political, economic, sociological, technological, legal, and environmental, that have an impact on ZEO may be examined through a PESTLE analysis, which impacts strategy and influences the business decision process of any organisation (Battista 2021). Bans on certain nationalities to enter the countries, tough regulations on quality of livings , and economically speaking, the current high inflation rate that followed the COVID pandemic has driven experienced workforce to move for better-paying jobs in more flexible countries such as Saudi Arabia, which is undergoing huge economic and industrial developments.

1.3.2 Internal Factors

? Furthermore, internal drivers such as the current organisational structure, lack of clarity, work culture, inadequate communication, leadership competence, and outdated information can also disrupt the company's operations and goals. Therefore, it is crucial for ZEO to consider all these factors when making strategic decisions and planning for the future to sustain an agile and adaptable operational model. It is obvious that ZEO's last updated salary scale took place twenty-five years ago, with drastic changes occurring in both the economic and social aspects of the workforce's job expectations.

The lack of clarity resulting from poorly designed workflow processes and the absence of an authority matrix make the approach to a faster decision-making process almost impossible. Effective communication policies empowered by competent leadership are necessary to rectify this challenge by redesigning a clear strategy focusing on changing roles and not people and directed toward organisational agility capable of taking the right decision based on reliable data and a clear functional structure empowered by the right governance to avert risks and losses (Audit 2023).

1.4 The Holacracy Model

? To achieve a faster decision-making approach, ZEO could adopt the Holacracy model, which replaces traditional hierarchical structures with a self-organising system of circles and roles. This model can produce a ZEO that is quick, agile, and successful because it pursues its goals rather than adhering to a stale and artificial plan. It would also allow for faster decision-making by distributing authority and empowering employees (Robertson 2015).

Taking the new hire example from above, ZEO top management can support the creation of a cross-functional collaboration process when hiring for any open vacancy. The finance department can agree with department heads on a fair and equitable salary scale for all existing and open positions within relevant departments by having only one offer letter financial checkpoint instead of the current multi-check points in place. One portal of interviewers can lead assessment sessions with applicants to have a final decision effectively and efficiently; legal department can create a standard governance of the whole process without their individual involvement in each process step. This approach will create a people-practice hiring strategy that develops and maintains trust, creates vertical and horizontal integration, accelerates the decision-making process to serve organisational KPIs, and serves stakeholders with a success criterion in hand.

2. Create a high-performance culture.

?????Business success depends on organisational agility to control operational costs and gain a competitive edge through increased customer focus and innovation, it has the potential to provide them with real-world solutions to address the changing needs of their workforce by creating a high-performance “smart working” culture (Zheltoukhova 2014).?

High performance culture heavily depends on people where their job satisfaction is a key element that significantly affects business productivity and effectiveness. In theory and research, Herzberg motivation-hygiene theory discovered key motivators that drive employee performance which are: achievement, recognition, nature of work, responsibility, advancement and growth. On the other hand, he discovered the following demotivators to an employee's performance: bureaucracy, relationships, work conditions, work culture, salary, and job security (Nickerson,2022).

Furthermore, the process theory of Vroom’s expectancy theory defines people’s behaviour at work on personal attributes such as motives, skills, knowledge, experience, and abilities. Both theories are of an urgent call for ZEO to consider redesigning its ways of work aligned with working lives of people within thereof creating a high-performance culture. People can perform at best when their efforts are translated into joy and recognition while rewarded financially and non-financially in return to their on-the-job efforts.?

2.1 Competence and competency frameworks

? Developing a culture of high performance is a continuous endeavour that involves the entire organisation. The Chartered Institute of Personnel and Development (CIPD) stresses the significance of cultivating a culture that enables individuals and teams to perform at their peak (CIPD, 2019). Competency frameworks are necessary to guide practice in a variety of areas, including recruitment, talent development, and performance management, all of which are crucial to a successful talent strategy. (George 2021)

2.2 Developing a Competency Framework

? ZEO must redesign its job descriptions to set clear, measurable, and achievable goals for the organisation, teams, and individuals, thus ensuring that everyone understands the organisation's mission, vision, and values. Individual and team objectives are set with the overall organisational goals with the support of strong and effective leadership practice, which is essential for creating an example for others and providing guidance and support to teams in achieving the desired mutual goals. When creating a competency framework, only measurable elements are defined by management while limiting the number and complexity of competencies, aiming for no more than twelve for any given role, and clustering them to make the framework easily comprehended and effectively measured for both individuals and teams. Therefore, a competency dictionary can be set to have all the below competencies with diverse levels and definitions to define the behavioural level of the how-to in relation to the what-to in each role.

Core competencies support the values and mission of the organisation. Typically, they will apply to all positions within the organisation.

Common competencies pertaining to occupations, such as common management competencies, include strategic awareness, team leadership, and managing team performance.

Technical or job specific competencies relate to certain roles or job families within ZEO. They outline any technical expertise required and assess the depth and breadth of specific skills and knowledge.

Leadership competencies relate to the abilities and behaviours that contribute to leadership performance, which identifies and develops the next generation of leaders driven by future trends and strategies. (George 2021)

2.3 Agile learning and development

? ZEO requires an agile learning and development strategy that motivates employees and teams to perform at levels of desirable competence as defined in its organisational competency dictionary, in connection to all organisational roles. It is evident from reports that training sessions delivered to develop the behavioural competence of employees were minimal compared to compliance training such as food safety and environmental training. A considerable number of warnings issued by departments is a second crucial indicator that employees are misaligned with the overall organisational strategy, which requires immediate attention to introduce further training aimed at transforming employees' behaviour effectively to meet planned goals and objectives (Hatoum 2022).

An agile training calendar will certainly close the behavioural gaps resulting from both managers and their teams' actions. It shall include team collaboration and communication to foster a culture of working toward a common purpose. Leadership training can encourage a work culture rich with knowledge sharing and innovative sharing of ideas, so employees will feel comfortable sharing their views, ideas, concerns, and feedback. The outcome may lead to innovation, improved problem solving, and a stronger sense of camaraderie. (Zheltoukhova, 2014)

The learning process rewards relevant employees through an equitable performance management system that recognizes performance champions with a basket of financial incentives, promotions, and non-monetary rewards, including praise and recognition.

3. Implement digital transformation.

? Artificial intelligence, machine learning, robotics, and blockchain innovations are fuelling the exponential growth of technology, which is reshaping the nature of work and opening new opportunities for businesses to eliminate repetitive tasks, boost productivity, cut costs, and enhance customer service. A data-driven decision-making approach is a transformative and key solution for organisations to become more agile and adaptable in this world of uncertainty and rising competition.

3.1 Customer experience

? The customer experience is altering how businesses interact with customers because of the rise of digital capabilities. Companies will need to invest in innovative technologies and procedures to closely monitor changing customer preferences and provide personalised, seamless, and convenient customer experiences. To ensure competitiveness and long-term success, businesses should adopt these trends and create operating models that are agile, efficient, and effective. (Sheils 2023)

We must build a strategy to make ZEO products and services closer to customers than competitors, which is a smart move for businesses in all provinces. By establishing a local presence, companies can gain a better understanding of their customers' needs and preferences. This can lead to increased customer loyalty and repeat business. Additionally, fully digitising e-shops can streamline the ordering process and improve efficiency. Warehouse robotics can also help with order fulfilment by reducing errors and speeding up delivery times. However, it is important to note that simply adopting these technologies isn't enough. Companies must also invest in training their employees to use them effectively. By taking charge and embracing these changes, businesses can stay ahead of the curve and remain competitive in today's rapidly evolving market.

3.2 Full departmental automation

? Full departmental automation translated into implementation of new technologies supported by Artificial Intelligence across all departments will help increase productivity, reduce labour costs, and improve customer satisfaction. This can advance ZEO's customer experience to a higher level of excellence when combined with the agile learning strategy (Sheils 2023). Such a project requires a team from HR, IT, and department heads to study feasible approaches to transform current practice into a lean workflow that requires lesser human intervention with clear compliance system to corporate and legal governance of automated processes.??

4. Conclusion

By implementing these strategies, we can create a high-performance culture that supports employee growth, drives organisational success, and fosters a positive work environment. Real commitment to change and concrete investments in enhancing management practices and capacity are needed to make this vision a reality.

References

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(CIPD, 2019): CIPD BUILDING INCLUSIVE WORKPLACES research report. Available at: https://www.cipd.org/uk/knowledge/reports/building-inclusive-workplaces/ [Accessed: 5 May 2023].

(George, 2021): Competence and competency frameworks. Available at: https://www.cipd.org/uk/knowledge/factsheets/competency-factsheet/#what? [Accessed: 5 May 2023].

(Hatoum, 2022): ZEO HR Dashboard.

(Nickerson,2022 ) : “Herzberg’s Two-Factor Theory of Motivation-Hygiene.” Simply Psychology, 3 Nov. 2022, Available at: www.simplypsychology.org/herzbergs-two-factor-theory.html. [Accessed: 5 May 2023].

(Robertson, B.J. 2015): Holacracy. Henry Holt and Co., Audio Book available at: 07 | Brian Robertson on Holacracy and Social Technology - Heart of the Matter | Podcast on Spotify [Accessed: 3 May 2023]

(Audit, 2023) ZEO - HR Department - IA Final Report 2023, v1.0.pdf.

(Sheils, 2023): CIPD | Optimising your operating models for the future. Available at: https://www.cipd.org/uk/views-and-insights/thought-leadership/insight/optimising-operating-models/? [Accessed: 3 May 2023].

(Vulpen, M.E. van 2023): Organisational Design: A Complete Guide Available at: https://www.aihr.com/blog/organizational-design/? [Accessed: 3 May 2023].

(Vroom, V H ,1964): Work and Motivation. New York: John Wiley

(Zheltoukhova, K. 2014): CIPD | HR & Agile Working Policy | Reports. Available at: https://www.cipd.org/uk/knowledge/reports/agile-working-report/ [Accessed: 3 May 2023].