Implementing HR Strategy: Family Business to Corporate Model Shift

This report outlines a human resource plan for a 50-year-old family business in the automotive, financial, and real estate sectors aiming to transition into a corporate structure. It emphasizes the importance of training the workforce according to the new HR strategy while balancing business verticals. The report recommends strategies to ensure employees understand organizational objectives, including clear communication, team building, and addressing job security concerns. It covers implementation strategies such as revising HR policies, recruitment and retention plans, workforce filtration, and training sessions. The HR budget is discussed in the context of hiring, benefits, salaries, and incentives, and the importance of succession planning is highlighted. The report also includes developing an employee loyalty program and a group training facility to ensure seamless and efficient services while maintaining a healthy workplace culture. This document is available on Desklib, a platform providing AI-based study tools for students.

Running head: HR STRATEGY IMPLEMENTATION
HR Strategy Implementation
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Executive summary
The purpose is to feature a HR plan and preparing its way through success for transforming a
family business structure into a corporate one. This report has recommended strategies to
make the workforce understand organizational objectives following with implementation
strategies. Before that, a good understanding of the nature of HR teams of different
department is felt to be necessary. Human resource development is another strategic
approach for accomplishing the target of business groups. Therefore, employee loyalty
programme, training sessions and appraisals have been discussed in terms of executing the
plan successfully. Fruitful implementation of HR strategy is likely to ensure seamless and
efficient services along with maintenance of a healthy workplace culture.

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Table of Contents
Introduction....................................................................................................................3
Human resource strategies.............................................................................................3
Winning over resistance.............................................................................................4
Motivating employees for increasing engagement with organisational goals...........4
Implementation strategies and operating budgets for the HR Department....................6
Communication..........................................................................................................6
Building teams and maintenance...............................................................................7
Job roles and security concern...................................................................................7
Workplace culture......................................................................................................7
Recruitment and retention..........................................................................................7
Filtration.....................................................................................................................7
Training sessions........................................................................................................8
Policy and agreement.................................................................................................8
HR budget..................................................................................................................9
Business plan and succession planning: HR perspectives.............................................9
Human Resources implications and gain agreement to implement manpower plans:
combination of external recruitment and internal training process..........................................10
Review, adapt and develop policies and procedures for Human Resources
development and operations and gain approvals.....................................................................12
Review and gain agreement to appropriate benefit policies in terms of recruitment and
retention....................................................................................................................................13

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Implementation of appropriate processes for performance management and appraisal
policies: linkages between performance and reward...............................................................15
Develop a program to build a “Values Based” Group culture in line with talent
development and appraisal system as well as Group’s stated vision and mission...................16
Develop and implement an employee loyalty program...............................................17
Develop and implement a group training facility........................................................18
Conclusion....................................................................................................................18
References....................................................................................................................19

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Introduction
This report intends to present a human resource plan as a 50 years old family business
operating in automotive, financial and real estate sector with almost 2000 employees wants to
shift their company structure into a corporate one. Therefore, the human resource department
needs to train their workforce according to new HR plan and strategy balancing with all the
business verticals. The CEO of the business group, considering its prolonged history of
success decided to make its structure more contemporary to sustain against the competitive
nature of the market. Hence, a request has been made from higher management to HR
department to implement effective HR strategies aligning with the new structure and a two
years HR plan. According to Bach (2013), no less than 70% of entrepreneurs believe that
employees are important as far as company’s economic prosperity is concerned. Improving
strategic alignment with the HR development planning will help them to meet the business
needs and combat future challenges.
In order to do that this report will first recommend the strategies to make the
workforce understand organizational objectives following with implementation strategies.
Before that, a good understanding of the nature of HR teams of different department is
necessary. According to Brewster (2017), human resource development is another strategic
approach for accomplishing the target of business groups. Therefore, employee loyalty
programme, training sessions and appraisals will be discussed in terms of executing the plan
successfully. Fruitful implementation of HR strategy will ensure seamless and efficient
services along with maintenance of a healthy workplace culture (Miller, Breton-Miller &
Lester, 2013).

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Human resource strategies
An inevitable truth of operating a business is it must be flexible and adaptive in nature
in order to ensure better revenue and sustainability. In order to grow anything needs to be
modify maintaining periodic gap. This 50 year old family business group has though of a
corporate shift for that reason and looking for answers in terms of arranging HR strategy that
will be balanced with future business structure. As discussed in Collings (2014), a business
market is competitive not in terms of profitability and revenue only, but also defined by
rivalry for recruiting and retaining skilled talent. A well defined and data driven HR solutions
can lead the company towards attaining the organizational goals of future. Therefore,
according to Nankervis et al. (2016), objective of succession planning and management is to
combine three areas: ‘right people in right place at right time’ as far as change management
situation is concerned.
In order to do that strategies are as follows.
Winning over resistance
 Clear and consistence communication must be maintained with the employees before
its implementation.
 Occasional meetings will be helpful to make the workforce understand about
requirements of such transition, reasons behind the shift to increase their engagement
with the organisational perspectives.
 There is a need of experienced change managers or HR leaders to spread positive
outcome of change aligning with employee benefits.
 Managing employee queries is another strategy and for that, line managers must be
trained with the transformation details in order to motivate employees accordingly
Kenworthy & Wong, (2014).

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Motivating employees for increasing engagement with organisational goals
By enhancing employee engagement, HR leaders can accelerate growth and omit
resistance against implementing transition.
 For doing that developing approach of teamwork can be helpful. Simultaneously,
allocating and clarifying job responsibilities will help them to understand the
procedures for implanting the change.
 Workers in operations has to be more flexible and learn the new formats and
processes in terms of business policy and customer handling. Management must focus
on their requirement first to ensure seamless and efficient operation for satisfying
customer requirement.
The next stage is implementation of the strategies in order to ensure desired change,
which is transforming family orientation into a corporate structure. The following table can
address strategies with specific objectives (Maheshwari & Vohra, 2015).
Strategies Objectives
 Communication An effective process of channelizing information to all the
internal stakeholders including employees through solving
queries, addressing complaints and giving suggestions to deal
with newly proposed change.
 Consistent
maintenance of
communication and
teams
Establish and cultivate new workplace culture and
regulations. Frequent discussion regarding major issues will
help to avoid them in new structure.
 Job responsibility
and security
Distinct allocation of job responsibilities and management
will propose appropriate plans for benefits and retains to

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fulfil future agendas.
 Workplace culture As family business and a corporate atmosphere is not the
same, employees will be notified officially about the changed
scenario (Sarbah & Xiao, 2015).
 Employment and
development
According to the changed business need there will be
opportunities to recruit new talents and skills along with
developing existing employees.
 Filtration in
workforce
Before the entire transition, there will be a filtration process
in terms of retaining the necessary talents excluding the
additional workforce behind tactfully.
 Training and
development
Consistent process of counselling, learning and development
sessions will be arranged in order to ensure more effective
and efficient operations in all the three business verticals
(Cascio 2014).
 Policy and
agreement
Revised and newly framed HR policies and agreement must
have areas where both the organisation and employee
benefits are aligned in parallel.
Implementation strategies and operating budgets for the HR Department
Communication
 Prepare communication plan through arranging meetings, sending emails, several
consultation sessions and various modes of sharing information will be encouraged.
 Development of an information broacher with details of structural change, its
rationale and shared objectives.

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 Clear indication of expectations from the employees and the probable time frame of
two years would be mentioned.
Building teams and maintenance
 Framing and implementing organisational cultural development tactics.
 Identifying future leadership capabilities to build effective and efficient teams.
 Socially HR management must be active in order to ensure smooth interaction among
the employees and between management and employees.
Job roles and security concern
 Again, effective role of two-way communication can be identified as in this case
interacting with employees with security, expectations and transform process will be
the most practical thing to do.
Workplace culture
 HR policies must be redefined and circulated to help employees adapting with the
changed scenario.
Recruitment and retention
 Strong placement policies, procedure to recruit new talents aligning with company
challenges and requirement must be conducted.
 Benefits, compensation and salaries will be revised according to new job roles for
retaining the employees with satisfaction.
 Development programme for existing employees will increse efficiency as well.
Filtration
 According to Sung and Choi (2014), workforce filtration is necessary in terms of
making HR department more aligned and customized to the objectives. Unnecessary,
under skilled and inefficient employees must receive notice to enhance their skill or to

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leave the organisation. This will help to reduce extra expenditure of monetary
resources as well.
Training sessions
 Vertical based training sessions will be provided to employees and on-floor assistance
will be available in case of any query or confusion.
 Management must conduct corporate training for employees regarding relevant
business verticals.
 ‘Organisational orientation sessions’ are important for all employees irrespective of
positions.
 Assistance will be provided in terms of preparation if employees serving notice period
want to re-apply or employees want to apply for new job role.
Policy and agreement
 New HR policies must be channelized through team leaders and small HR sessions to
resolve queries, for making the employees aware of structural changes and rules, and
regulations; they are going to abide by.
Implementation have some strategies as well. There are three phrases roughly for
implementation a successful change.
 Actions, which define change management strategy by developing efficient teams and
preparing them for upcoming challenges so that organisation can accomplish all their
targets.
 Communication and new process of operation must be managed in a way, which
complements the management skills of every verticals.
 Collecting occasional feedback as per requirement would be effective as far as
addressing the gaps are concerned. To ensure seamless execution consistent

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supervision is what a change management process needs when it comes to making
HR teams work as per the newly designed way.
HR budget
The HR budget is all about HR funds which are approved by HR heads after
scrutinizing the organizational needs. As argued by Bryant and Allen (2013), these needs
include; hiring process, benefits, monthly salaries and incentives, training sessions,
succession planning, engaging workforce through benefits and compensations. This budget is
dependable on financial whereabouts and employee performance. HR budget is important in
a change management scenario to filter unwanted employees, creates a clear indication for
future requirements of HR strengths, it is indeed a motivation for employees and help to
reduce voluntary turnover with its right use.
 As described in Patidar et al. (2016), choosing the right budgeting strategy based on
review of prior financial performance of the company will help to accomplish
objectives and succession plan.
 Real time budget vs. performance monitoring will help to structure budget with a
contemporary edge and it will be flexible and situational need oriented.
Business plan and succession planning: HR perspectives
In order to plan effective human resource strategies; succession planning and
management is one of the essential aspects to deliver customers’ requirements. It helps to
recognise, develop and retain eligible employees for the contemporary and future business
objectives. Objectives of succession planning are as follows.
 According to Cappelli and Keller (2014), this plan is aligned with core business plan
with all the verticals and provide assistance in broader human resource planning

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which is connected with talent management plan, learning and development scenario,
recruitment and retention and workplace culture.
 As per the study of Harris (2014), it is also effective while featuring the current and
future needs of human resource. It includes training and development of existing
employees according to future needs of business in a change management scenario.
 The entire process must be well communicated to ensure success of business plan
through executing effective HR strategies.
 As described in Bourne et al. (2013), this management policies once applied must be
monitored and examined maintaining a periodic gap to address ongoing issues and
measure performance of employees towards shared business goals. Based on which
learning plans are made for employees to make them deliver desired performance in
corporate scenario.
This succession management plan is essential for several reasons. Employees get
engaged with the shared objectives better than prior system. Employees will realise their
faults and try to bring perfection through relevant training programme. It is a great medium to
share corporate knowledge. Therefore, both the business needs and customers’ need will be
satisfied. It can be stated that with the help of succession management plan and planning
business goals can be reached through efficient HR department.
Human Resources implications and gain agreement to implement
manpower plans: combination of external recruitment and internal
training process
As discussed in Bidwell and Keller (2014), the motive of gain agreement is to solve
problems. In order to do that a company considers both the view of a consumer and internal
stakeholders as well. While management or other stakeholders are processing the information