MEMORANDUM

TO: Sonja, CEO of T2T

FROM: Neeharika Reddy

DATE: August 10, 2019

SUBJECT: Implementation of Advance Work Automation (AWA) Program

Ms. Sonja,

The idea of implementation of AWA is a much-needed solution for some critical challenges
faced by T2T in this phase. Let me summarize some of the key business issues and
organisation challenges I’ve identified while going through T2T Business Unit headlines.

BUSINESS ISSUES ORGANIZATION CHALLENGES

Operational Efficiencies & Financial Results “Silo Mentality”
Emerging Competition Turnover in Key Personnel
Emerging Geo & Product Markets Lack of Leadership, Talent & Productivity
Improvement Programs
Business Processes No Company Wide Management Systems
and Governance
Revenue Growth Lack of Cross-Cultural Integration

Some of the HR tools which would help in addressing these organisation challenges are

 Talent Acquisition,
 Employee Engagement/ labour
 Organisation Development/Effectiveness
 Workforce Planning / Succession Planning
 Performance Management System

AWA program would help in addressing the organisation challenges by driving productivity
and improving the performance.
Management Challenge: Diagnose. Design and Deliver the AWA program to address the
Organisation Challenges & Business Issues

• Culture Distance
• Level of Subsidiary Development
Factors influencing
• Nature of products/ services and technology
the HRM Choices
• Management Skills/mindset
• “Time to Value” Talent Systems

• Staffing
• Training/Development
Major HRM • Unions (Cultural and Institutional Realities)
Functions: • Communications (Alignment, Socialization & Standardization)
• Performance Management
• Rewards

Key Stakeholders

Board of Directors (Corp. Customer Senior Management Executives (All

Management) (All departments) departments)

Shareholders Suppliers Unions All other employees

Design Team

 Liaison Team (Line Manager + Top Management + HR + Consultant)

 External Consultant
 Legal Consultant (For Union and Cross-Country issues)

Cross Country Issues

 Defining Performance Targets of the Employees

 Data Privacy Laws
 Country Specific Laws to deal with legal issues
 Measurement of Success of AWA

Productivity Measure Performance Measurement

• Management by Objectives (MBO): • Identification of KPIs
Measuring Employees outputs • Personal Development Plans (PDP)
measuring Company’s goals and
Targets
• Quantitative measurement of
Productivity
• 360 degrees feedback method
• Measuring Sales Productivity
• Measuring Productivity by Profit
• Measuring Time Management
Productivity: Improving the
efficiency

Communication Approach

Communication approach will play a major role in implementing the AWA program to
improve productivity because the productivity programs in the previous 3 years have failed
dur to strikes and no proper Communication Channel

 Townhall meetings to discuss the importance of AWA and the significance benefits to
all the Business Units
 Simple and Concise message to all the employees about the process of
implementation of AWA program
 Feedback from both direction and Minutes of Meeting of Townhalls to be shared
Governance Process

GOVERNANCE FRAMEWORK

Level 1: CEO, Sonja – Leading the Change

Level 2: Direct Reportees to CEO – Deciding

Level 3 : Subsidiary Top Management – Consults

• Global Express & Global Supply Chain Top management would lead the
discussions because they are operationally and technologically advanced
• The Domestic Freight 1 & 2 Top Management would pitch in the local
constraints in the implementation of AWA

Level 4: Subsidiary Top Management Reportees – Design

• Reportees from the Global Express and Global Supply Chain would lead the
design Process
• The other Business Units can pitch in the design flaws in implementation of the
program, if any with respect to the local needs of the business

Level 5: Line Managers – Deliver

• Line Mangers would deliver and monitor the progress of the AWA program

Critical Investment in People Projects - HRM Functions

Staffing

The Global Orientation of T2T is more of Ethnocentric wherein there is a tight control of
international operations; little autonomy and the key positions are held by HQ personnel.

 The staffing policies that will promote globalisation in T2T are as follow
 The organisation personnel should be rotated among the 5 groups to develop talent.
 After a certain period, the personnel should return to their respective countries to
bring lessons from his experiences from different countries.
 The staffing policies of the different groups (HQ, Domestic Freight 1, Domestic Freight
2, Global Express and Global Supply Chain) need to be refined to reflect the local
country input
 Training

 The training program should be deigned by an external trainer with relevant SME with the
inputs of the top management of all the Business Units.
 This would ensure Management buy in
 Customization of the training modules w.r.t to the Business of the Organisation
 Training Modules to be implemented batch wise in respective business units with a
supervision of the line managers
 The staff to be trained for AWA by trainers from a background of automation of work process
 The improved process and methods to be documented thereby converting the tacit
knowledge into explicit knowledge
 Manuals of the implemented program including a procedural change to be circulated to all
the employees

Unions

 Hire Legal Consultant to predict the possible legal flaws in implementation of the Program
thereby ensuring legal compliance in all the countries
 Contingent Plans to be developed keeping in mind the legal flaws

Performance Management

 Incorporate global and local corporate startegies roles, process and practises to create a
pattern of priorities.
 Remote and local appraisal inputs need to be incorporated to create performance
management process for individual employee.
 This will lead to following individual outcomes: Training, career implication and Financial
consequences. The organisational outcomes include control, reputation and legal compliance

Rewards

 Motivation to be imparted through a rewards and recognition

 Career Opportunities to be clarified
 Financial Incentives linked with AWA program’s success
 Industrial Relations

 Freedom to form association inter and intra Business Units

 Collective Bargaining should be promoted to negotiate and agree upon employment
conditions
 Forming Codetermination

Executive Leadership Program (Front Line Centric Leadership)

 Line managers to be rolled into leadership programs to imbibe “the ownership” culture
 Critical Issues to be considered
 Demographics of Leadership
 Changing required Leadership Capability with the implementation of AWA
 Robustness and Quantity of the pipeline
 Leadership Development Process
o Identify
 Line Mangers play a vital role in delivering the AWA program and hence
high potential program need to be identified
 Line Mangers’ role should be broadened from just a supervision role to
more of a coaching and mentoring role
 Know How of the Advanced technology to be imparted
o Insight
 Leadership Benchmarking with the competitors with advanced
technology
 Development Plans to be created thereby giving a career clarity to the
Line Managers
 Supportive Leadership Requirement
o Development
 Orchestrated Staffing
 Large Team Leadership is significant because they are the face
of top management’s decision among the front-line employees
 Global Thinking Perspective to ensure smooth implementation
of the Top Down decision process
 o Accountability
 Performance metrics of the employees to be linked with the
performance of the Line manager thereby imparting Ownership
Culture
 Consequence Management

EMPLOYEE ENGAGEMENT

Employee Engagement is one of the critical success factor of AWA program

Factors driving Employee Engagement

 Quality of Life  People  Opportunities

o Senior Leadership Support o Career growth and
Work Life Balance restored with reduction in
o Co-workers Support Opportunities
labour intensive work through the
o Line Mangers Support o Recognition
implementation of AWA

Safety ensured & Engaging Physical Work

 Compensation
Environment
Pay
 Work
o Intrinsic Motivation Benefits to be linked with the

o Resource Ownership success of AWA programs

o Work Tasks application

Change Acceleration Process

Leading Change: At the HQ it is essential to review the staff personnel, level and work
processes which hasn’t been done in the past 15 years. The leaders in the HQ domain need to
sponsor the change.

Following are the actions that will lead change

 Managing time, energy and focus in order to acknowledge the global interdependencies
among the 5 different groups.
 The leaders of the HQ should possess or develop the leadership competencies that is
required for the change.
 Creating a shared need

The resource planning, strategic formulation HRM and operation goal setting process are
separately conducted at the country level of each BU. Moreover 50% of the workforce in the
Domestic Freight 1 will be retired within the next 5 years.

Following actions should be taken to create a shared need

 Generating internal and external data to induce change

 Sharing of business results of all the BUs and thorough analysis of the competitors
 All these need to be communicated through various multiple channels and medias
Shaping a vision:

All the key holders of the organisation should have a clear understanding of the vision, the
need of change which should be articulated in both emotive and pragmatic ways.

 The organisational stakeholders should see the world from the customer’s point of view. The
focus should be on the product and services that can be sustained forever.
 Bold, clear and enthusiastic business objectives ought to be created and should be made
transparent to all.
Mobilising Commitment

 A strong commitment to invest in the change need to be made from all the BUs.
 Coalition of the key Business Holders. Engage in ways to deal with the conflicts
 Engagement in problem solving activity arising among different BUs
Monitoring Progress:

 Set Benchmarks
 Establish indicators to promote accountability.
 Individual domain wise and the organisation wise progress should be tracked.
 The results should be shared among all the BUs.
Making Change last

 Transfer learning from one BU to other.

 Leverage symbol, languages and culture to support the change.
 The change should be integrated among all the BUs
Changing system and Structure

 Need to analyse how the change has impacted the organisational relationship both lateral and
vertical
 Identifying the alternative structure
 Communicating the intent of all the changes