People and Organisations (HR4003): Ubisoft's Workplace Analysis Report

This report analyses Ubisoft's response to allegations of workplace misconduct, including sexual offenses and toxic behaviour. It examines the company's organizational context, including the impact of globalisation and changes to human resource practices. The report delves into the whole organization, groups, teams, and individual employee levels, including employee surveys and the company's gender balance initiatives. It also explores the effectiveness of work and organization, discussing group formation, work organization, and decision-making processes. The report also looks at relevant organisational behaviour theories, such as scientific management, classic theory, human relations theory and the systems approach, to understand Ubisoft's actions. The report highlights the company's efforts to address the issues, including changes in leadership and the implementation of new policies.

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SCHOOL – Assessment Feedback Front sheet
SECTION A:
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A
Student Number:
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Module Title: (e.g. Studying for Business) People and Organisations Seminar Group
Module Code: HR4003 Word Count
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and referenced, has been copied from material belonging to any other
person e.g. from a book, handout, another student. I am aware that it is
a breach of UEL regulations to copy the work of another without clear
acknowledgement and that attempting to do so renders me liable to
disciplinary proceedings.
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Ubisoft 3
Table of Contents
BUSINESS SCHOOL – Assessment Feedback Front sheet
SECTION A:...................................................................................................................................................1
Task 1...........................................................................................................................................................4
Introduction.................................................................................................................................................4
Organisational Context................................................................................................................................4
The Whole Organisation..............................................................................................................................4
Groups and Teams.......................................................................................................................................6
The Individual Level.....................................................................................................................................6
Conclusion...................................................................................................................................................8
Task 2...........................................................................................................................................................9
Group Formation.........................................................................................................................................9
Organisation of Work.................................................................................................................................10
Including Everyone and Their Ideas...........................................................................................................11
Focusing on Direction................................................................................................................................11
Making a Decision......................................................................................................................................11
Problems....................................................................................................................................................12
Floundering:...............................................................................................................................................12
Dominating or Reluctant Participants:.......................................................................................................12
Digressions and Tangents:..........................................................................................................................12
Getting Stuck:............................................................................................................................................12
Conclusion.................................................................................................................................................13
Task 3.........................................................................................................................................................14

The Effectiveness of Work and Organisation
Task 1
Introduction
The French video game Goliath Ubisoft describes today how it will deal with toxic
behaviour and sexual offenses in the work environment after several announcements about
events in the organisation. In a blog post, Yves Guillemot, CEO of Ubisoft, described the
changes the organisation is making in finding and resolving such complaints. Gaming companies
seem to be finding a way to respond to the barrage of disgusting complaints posted online last
week. Despite having written more than 350 grumbling articles about peeing and abuse in the
gaming industry through online media, Ubisoft has grown to become one of the largest gaming
organisations in terms of fees (Knight, et al., 2017).
Organisational Context
Organisational context refers to the background and environment, in which the business
runs its day to day activities. Even so, Capcom pulled out of Evo Online (the content of the
fighting game) on Thursday after Joey Cuellar, the competitor's supervisor, was granted a license
on allegations of rule violation. On June 24th, Ashraf Ismail, the resourceful boss of Assassin's
Creed: Valhalla, left his part of Ubisoft's next orienteering game after allegedly breaking the law.
Bloomberg also revealed that Ubisoft had Tommy François and Maxime Béland, two high-
profile playwrights, tested for their behaviour. Several employees were mentioned in some
provocative protests. Ubisoft declined to comment on the exam below (Grover and Furnham,
2016). Ubisoft has also get impacted by globalisation. Globalisation refers to the spread of
technology, business, job and culture across the national boundaries and terrestrials.
Globalisation has increased competition for Ubisoft as many gamin companies are trying to
attract customers in the global market. Due to globalisation Ubisoft has also launched different

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types of games and also the demand for this company and its games have been increased. Due
to globalisation, company has been improvised its technology as well. Owing to globalisation,
this comp-any get a platform where they can earn more profit and can generate sales.
The Whole Organisation
Guillemot said Ubisoft will change the way it handles human resources, change the
division of its subsidiaries, and hold all executives accountable for harmful behaviour such as
sex crimes. He also said he teaches Lidwine Sauer as the head of work environment culture. He
said Lidwine will be able to look at all aspects of the organisation's lifestyle and propose
sweeping changes that will benefit everyone. It reports directly to Guillemot and is holding
international and various interdisciplinary meetings at Ubisoft to support these efforts, he said
(Mathafena and Grobler, 2020).
Starting Monday, Ubisoft will hold a "listening meeting" to moderate outsiders. These
meetings provide an opportunity for representatives to express their concerns to the organisation.
Ubisoft will also conduct a secret audit of employees around the world. In addition, a categorised
out-of-the-box level has been established through which employees such as outsiders can report
provocations, segregation and other inappropriate behaviour, including behaviour that violates
the agency's ethical principles (Sarika and Jyosthna).
Ubisoft will replace top three executives as the French video game organisation grapples
with growing allegations of workplace misconduct. Yves Guillemot, CEO of Ubisoft, was drawn
into what he called "harmful behaviour" in the organisation behind the games "Assassin's Creed"
and after a report in the French newspaper Liberation late the week that described several cases
of inappropriate behaviour "Just Dance" was introduced. Behaviour and torture were described.
Serge Hascoët, a resourceful Ubisoft official, and Yannis Mallat, Ubisoft's head of Canadian
studies, were due to leave the organisation in Paris. Cécile Cornet, Head of Human Resources
worldwide, is also leaving the company. The trio is the most significant leadership change to

have occurred since the recent resurgence of the "MeToo" protests that have gripped the video
game industry. "Ubisoft missed a point in its commitment to providing a safe and comprehensive
work environment for its representatives," Guillemot said in a statement on Sunday. "It is not
appropriate because toxic behaviours are in stark contrast to values I have never undermined -
and I will never focus them on major organisational changes to improve and enhance the culture
of our work environment." The confirmation casts a shadow over Ubisoft Forward, an immediate
delivery scheduled for later Sunday. Mr. Hascoët joined Ubisoft as an actor more than 30 years
ago. He has long had a need for a five-man security guard who was very committed to his return
and who had sales of $ 1.5 billion a year ago (Sergeva, 2020).
Groups and Teams
Guillemot said he accidentally took control of Hascoët's commitments and oversaw the
"complete redesign" of the Ubisoft innovation groups that were at the center of the opposition.
Mr Hascoët's resignation follows a misconduct investigation that was nil against two other top
executives in his category and began in late June. Ubisoft also said Sunday it would rebuild its
human resources department and use outside critics to rethink its plans. Ms. Cornet, who lives at
Ubisoft, said she decided to step down as head of the office "because she believes this is the best
option for the organisation's solidarity." She did not respond to the organisation's request for
further contribution. Ubisoft didn't say whether Cornet would take over the organisation. Mr.
Hascoët and Mallat left the group. No boss immediately responded to requests to sign up through
their online media or through an Ubisoft representative on Sunday. "The current demands that
have become visible to a large number of delegates in Canada make it incomprehensible for [Mr
Mallat] to continue in this position," Ubisoft said in a statement on Sunday. Despite the
disclosures, Ubisoft's stock is up 25 percent since the start of the year as stocks have been aided
in many places by a barrage of blocks and moves (Thapa, 2020).

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The Individual Level
An unknown employee survey of Ubisoft's 14,000 employees found that 20% of
employees did not feel "protected or protected in the workplace" by the organisation, and 25% of
respondents - one in four - said they normally had what they had, regardless whether they were
working about experiencing or seeing misconduct in the work environment. According to The
Verge, in the reporting, the consequences of which are almost shared in a letter from CEO Yves
Guillemot, it was noted that women in particular and non-analog representatives had to see or
experience deception. Women now make up 22 percent of the agency's workforce. In a letter to
its staff, Guillemot confirmed that Ubisoft hopes to improve the organisation's gender balance by
increasing the number of women using Ubisoft by 2 percent by 2023, with an emphasis on hiring
another diversity manager Integration and a new CEO lies (Thapa, 2020).
"Everyone at Ubisoft should have the opportunity to be safe and have similar
opportunities and pay little attention to their sexuality, skin colour, religion, age or other unique
characteristics," Guillemot said in the letter. As we briefly summarised, Ubisoft has come to the
fore on several allegations of toxic working conditions among employees in the organisation,
including allegations of actual sexual misconduct against multiple executives - some going in
different directions with the distributor. Ubisoft CEO Yves Guillemot, recently vulnerable to the
situation, said he was "determined to do everything in his power to ensure that everyone at
Ubisoft feels invited, respected and safe" (Bhui, et al., 2016).
Ubisoft recently announced that Rayman and Michel Ancel, producers of the film
Beyond Good and Evil, are working in an untamed safe haven life after 30 years with the
organisation. However, another article in the French newspaper Liberation sheds light on its
beginning, as it would be accompanied by an investigation into the objections that hold him
responsible for the toxic initiative (Zincume and Jooste, 2020).

Theories of organisational behaviours
Organisational behavioural theories refers to the set of different consents which
explains the behaviour of employees and individuals , who work together to perform different
activities so that they can accomplish certain common goals.
Scientific management theory
This theory has been propounded by F.W. Taylor, this theory is concern with the
organisational behaviour (Larson and et.al, 2018). This theory sates that employees of Ubisoft
should use various scientific methods so that they can completer their task on time and also uses
various technology which helps them to finish their work on time and although company can
use technology.
Classic theory
This is one of the oldest and traditional theory organisational behaviour , it puts more
focus on the organisation rather then employees. If the Ubisoft adopts their theory then as per tar
theory they will give more wait-age to the organisation rather then their employees . This
theory considered that the organisation is a machine and the employees are its components. This
theory focuses on the finding out the errors and also correct them, so that organisation do not
have to face any kind of issues when Ubisoft imposed this theory on their organisation then the
chances of errors can be reduced and this will directly impact the profitability of the organisation
(Enya and et.al, , 2018.). According to this theory, organisation must follow the common
structure of working and also train the employees so that they may perform well but for that it is
the responsibility of the organisation that they states the goal of the organisation to the
employees then only they can perform well and also able to reduce the errors. This will bring a
competitive advantage to the organisation.
Human relation theory
This also known as neo- classic theory which states that while making and designing
any organisation structure, company should take care about the people who are working their
and also their behaviour and way of work must be considered. As per this theory, it is the
responsibility of the manager, that they should ask the employees if they feel any kind of change
in the behaviour, work culture and personality and they should know the reason behind the
changed personality and also who is influencing the employees. If Ubisoft uses this theory then
it can be possible for them to attain their desired goal because when the company take care about
its employees, their employees will also give their best. This theory speaks about the
development of employees, in every organisation employees must get promotional offers and
growth opportunity, when the employees get the growth opportunity then only the will perform
well and also they will not think to leave the organisation and remain for long in the organisation
because they know that they will get growth and new opportunities. So Ubisoft must follow this
approach in their organisation so that they can remain competitive in the market, and other
companies cant take over their employees by offering them handsome salary package.
The system approach theory
The system approach theory, states about the interaction of different variables a and their
interactionn (Baum and et.al, 2020). As per this theory, organisation should not deal with the
problems in the isolation but must focus them as an opportunity and also organisation should
consider all the aspects such as technology, people, structure of working etc. then only it can get

Ubisoft 9
success. As Ubisoft is a gaming company and technology is one of the important aspect for
them, so company should work on the implementation of new and advanced technology so that
they can attract new customers by offering them various new games.
Tuckman’s theory
This theory States about how a team take various task to complete the entire project. In Ubisoft team
will get different projects in which they need to work by cooperating each other.
Forming
In this step the team of Ubisoft will assembled different task and team members will behave
independently.
Storming
Team will address different task state relationship between team members will take place.
Norming
In this stage team will started agreeing on the suggestions and opinions given by each other.
Performing
This is the last step of this theory in which the task will be completed by all the team members.
Conclusion
Kim Belair, a seasonal accountant who has worked for Ubisoft and other gambling
companies, calls the family organisation a "direct role model" on social issues, arguing that many
top executives are so close together. "The whole mind-set of an organisation needs to change,"
said Belair. "These agitators are allowed to exist within this framework. We have to rethink this
framework. We have to focus a little on why this culture exists." This report states about
organisational context and also speaks about the globalisation and how globalisation is impacting
the overall business and company. Besides this, various organisational theories have been
elaborated in this report.

Task 2
In today's work culture, as well as in foundations and organizations with a dynamic
climate, signatories and representatives in groups must work together at certain levels and levels
of coordination and thus demonstrate "experience of working in groups or groups". Students
need to work in groups as they can adapt appropriately. In addition, researchers report on it and
notice little material; Students working in small groups generally learn more from what they
teach and last longer than when similar material is introduced into other educational institutions
(Barbara Gross Davis, Educational Tools). There are several possible reasons for seeking lower
level studies of working in small groups. Some of these are as follows: creating a wide variety of
possible options or answering questions, allowing creditors to work on a project that is extremely
large or complex for an individual, and providing information, experience, or talent to companies
of different backgrounds Bringing them into the business, giving creditors a chance to show off
to others, and providing the deceased with an organized experience so they can practice
slaughtering materials in good conditions (Caravan et al., 2020).
Our team was formed to complete the Blended School Business Study project. The task
was to thoroughly analyses the context research, identify compression problems, and make
technology and practice suggestions to the committee. The motivation for this report is to reflect
on my experiences with our group projects. In this report I will discuss my experiences, which
are similar to the development of the group, professional associations and the way we can
respond to our group work (Watson, 2017).
Group Formation
This is the basic level. This is the time when the people in the group and the group's
mission will be selected. Research can form its own groups or assign them. Our business is in the

Ubisoft 11
first class of teachers who gave us a great opportunity to shape our group. So we selected a group
of our individuals and put together a group of five. We were as natural to each other as the
cohorts; however, almost all of them introduce themselves to other people. We decided to do
pioneering work to make correspondence simple and understandable, but we have created
contact numbers among ourselves. We'll also be reviewing our group projects to see what needs
to be completed. Everyone shared their opinion about the project (Chiambaretto et al., 2019).
Organisation of Work
The main test that ensured the development of the group was the way to complete the
work according to the project. From the start, we split the message into different parts and assign
these things to each colleague. Building a schedule is the best way to get a project completed on
time. So we picked each task when it needed to be completed. At the moment, all colleagues
understand who is doing what when and in which design (Cohendet and Simon, 2016). We made
Gantt's drawings as follows:
After the above group measurement, we continued our group project as follows:

Including Everyone and Their Ideas
We let everyone contribute to the project. Our goal was to generate as many thoughts as
possible. We listened carefully to each thought and then referred to each thought sheet to
remember them or not to get lost. With this method, we have improved the tone of teamwork and
made original changes (Cohendet et al., 2017).
Focusing on Direction
Once we have gathered a large amount of thoughts, arrange and research them. At this
point we choose a few thoughts at a time. At this point we consider each individual's desires and
obstacles. In addition, we reach out to individuals in the group to make decisions about thoughts
that helped us to eliminate some of them. Subject to this, democratically organise thoughts into a
needs request and then complete them (Zhang, et al., 2017).
Making a Decision
After hearing everyone's opinion and acknowledging the purpose of the agreement and
the disagreement, the group tried to come up with an agreement that promised all. The choice is
important to the group. So we kept silent about the choice. Our team focused on making all
decisions based on information from everyone (Chiambaretto, et al., 2019).
Problems
Here are some hurdles which we have recognized during the group tour:
Floundering:
While we were distributing work and trying to choose the appropriate role for each and
every member of the group, the entire work got delayed.
Dominating or Reluctant Participants: