HUMAN RESOURSES STRATEGY FRAMEWORK

ADRIANA GOMEZ
CAROLINA ALMANZA
HADI JINNAH
KIM TRANG VO
SHU LING PHOA
SURYO ARIYANTO
PREPARED FOR:
DS&H
TEAM
Current Strategies
7S for Internal Analysis
Recommendations
Strategy Evaluation
5 Forces for External
Analysis
Agenda
Current Strategies
Relying heavily in brokers to maintain
customers.
Maintain current customers based on good
service/price relation.
Generate revenues based on commission
and sales volume.
7S
Strategy
Structure
System
Style
Staff
Skill
Internal Analysis (7S)
Shared Values
Hierarchical structure
Poor coordination between different departments & level of management
The CEO secretary did not facilitate the coordination between levels of management
Employees are promoted to become specialist in their focused area
Employees only look for best interest within their areas
Centralized decision making
Explicit line of command
Professional low cost - hybrid strategy
Differentiation via superior customer services
Conflict of strategy & objective in term of cost management
Internal Analysis (7S)
Mechanistic system (Burns & Stalker)
Bureaucracy slow down the company's speed to change,
unwilling to change attitude of managers
Margin requirement policy
Top management level (CEO/Chairman) sets the rules/
standardization/margin/operation management/etc.
Strategy
Structure
System
Integrity
Strong relationship with the clients
Trustable Reliable Role culture (Harrison): brokers
becoming the strongest role or "pillar"
Large regional broker that is famous with integrity,
trustworthy, reliability & ability to bond with the clients
Blake-Mouton Leadership theory:
- DS&H's CEO (Rupert) is the team management
- the chairman (Reginald) is authority-obedience style
- the corporate secretary (Margaret) is country club management style
The CEO's leadership style is effective for organizational needed improvements
There is a high competition between the brokers, while the cooperation across
functional is not good
Internal Analysis (7S)
Shared Values
Style
Strong relationship with clients IT staff (Michael) has good skills & suggested IT
improvements for cost efficiency & intergration among departments
The HR staff (Hillary) suggested a FGD process for best knowing employees
Small gap between each employees' competencies
Employees are performing well
Brokers KPI is achieving and increasing the sales ITs KPI is to maintain & upgrade
system/software
Chairman, CEO, Corporate Secretary, HR, Administration, IT, Brokers, Finance
Service Oriented (customer service), experience and reputation in brokering
industry and adaptability of the brokers with the clients
Communication gap because of hierarchy (bureaucratic approach)
The gap between the brokers' interest of sales increase and the organisational
interest of efficient cost
Internal Analysis (7S)
Staff
Skill
External Analysis (Porters Five Forces)
External Analysis (Porters Five Forces)
HR Strategy Recommendations
HR Strategy
Vertical Integration
Vertically integrate the HR
policies with the business
strategies by using HR
scorecard to increase the
cooperation between each
departments
Evaluate the brokers KPI by
adding the cost management
aspect within it, so the
brokers can increase the
sales as well as maintaining
the cost of sales
Horizontal Integration
Implementing the
decentralized chain of
command, because it will
increase the effectivity of
DSNH
Implementing IT based
management inside DSNH
Central data system can be
used to improve information
sharing between each
departments
Coordination among IT and
other departments to apply
the technology in improving
customers services' speed
and quality
Creating a weekly regular
general meeting that
required all of the staff to
attend it. The objective will
be for strengthening the
bond between each
employees as well as the
vertical (top-down) and
horizontal communication
line
Key Action Plan
Integration Strategy
HR Strategy Recommendations
HR Strategy
Recruiment
Hiring suitable core positions
(brokers, IT staffs and HR)
Hiring professional
marketing team to develop
marketing programs/plan for
promoting new differentiated
services as well as research
on
customers'needs/demands
Training and
Development
Emphasis on long-term
training and development for
the employees in order to
offer new services to
customers.
Insurance consultancy
training for the brokers, so
that they can get a
competency and skill in that
field
Give training and
development to back office
staffs, so that the brokers
can focus on giving many
differentiated services to the
clients
Designing a IT training for all
of the staffs to support the
implementation of IT based
management
Monitoring and
Evaluation
Implementing the peer-to-
peer review and also 360
degree evaluation to assess
the performance of the
company as well as to
ensure the development of
the employees
Reward and Recognition
Implementing the
performance based rewards
to increase both loyalty and
performance of the
employees
Creating extrinsic rewards
(payment/bonus/comission/e
tc) and intrinsic rewards
(personal
growth/achievement
recognization/career
development)
Key Action Plan
Commitment-Based
HR Strategy
HR Strategy Recommendations
HR Strategy
Leadership development
Creating a leadership
training and development for
the top management and
middle management that
focus on three factors, such
as leader-member relations,
task structure, and position
power
Coaching Culture
Development
Hire the external
professional coach for the
top management
Implementing the team-
leadership coaching for
enhancing the leader-
member relations
Peer coaching
implementation to improve
the peer to peer relationship
Leadership and
Change
Management
Key Action Plan
Strategy Evaluation
FEASIBILITY
Funding requirements
Fit with DS&Hs current employees' competences and skills
Time to implement (When)
Improving DS&Hs known reputation
Attain customers needs
Increasing competitive advantage
SUITABILITY
Impact on return
Risks of strategy implementation
Stakeholders reactions
ACCEPTABILITY
Appendix
Final Outcome
Evaluate the brokers KPI by adding the cost management
aspect within it, so the brokers can increase the sales as
well as maintaining the cost of sales
4.3
Vertically integrate the HR policies with the business
strategies by using HR scorecard to increase the
cooperation between each departments
3.7
Key strategy factors
Strategic option
Vertical Integration 4.0
Training and Development 3.7
Horizontal Integration 3.6
Leadership development 3.6
Coaching Culture Development 3.6
Reward and Recognition 3.4
Monitoring and Evaluation 3.2
Recruiment 3.0
FSA RESULT
Final Outcome
Key strategy factors
Strategic option
Vertical Integration 4.0
Training and Development 3.7
Horizontal Integration 3.6
Leadership development 3.6
Coaching Culture Development 3.6
Reward and Recognition 3.4
Monitoring and Evaluation 3.2
Recruiment 3.0
FSA RESULT
THANK YOU
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Appendix
!"# $%& ())*% $%& +*%),-". /-.0-.1)
WhaL ls Lhe currenL ob[ecLlves of uSnP? rofesslonal low cosL - hybrld sLraLegy
WhaL are Lhe currenL sLraLegles of uSnP?
ulfferenLlaLlon vla superlor cusLomer
servlces
Pow ls Lhe correlaLlon beLween Lhe sLraLegles
and Lhe ob[ecLlves? Are Lhey alllgned?
ConfllcL beLween currenL sLraLegy and
almed ob[ecLlves ln Lerm of cosL
managemenL as cusLomers servlces
focus lead Lo hlgh cosL/Llme spenL
!"# $%& ())*% +*%),-". /-.0-.1)
Plerarchlcal sLrucLure wlLh declslon
maklng auLhorlLy aL Lhe Lop
managemenL level
MechanlsLlc sysLem - bureaucracy
slow down Lhe company's speed Lo
change, unwllllng Lo change aLLlLude
of managers (chalrman and
CorporaLe secreLary)
oor coordlnaLlon beLween dlfferenL
deparLmenLs and from low Lo hlgh
level of managemenL
1he CLC secreLary dld noL faclllLaLe
Lhe coordlnaLlon beLween Lhe low
and hlgh level managemenL
Lmployees are promoLed Lo develop
Lhelr focus area's sklll Lo become
speclallsL - brokers are speclallsLs
Lmployees become loyal Lo Lhelr
deparLmenL and looklng for besL
lnLeresL only wlLhln Lhelr areas
Pow ls Lhe declslon maklng process? ls lL
cenLallzed or decenLrallzed?
CenLrallzed declslon maklng from Lop
level of managemenL - Lop
managemenL level ls responslble for
any buslness changlng declslon
Pow ls uSnh's llne of command? ls lL
expllclL or lmpllclL?
CurrenL: expllclL llne of command vla
moLlvaLlon rewards of commlslon for
brokers
1 SLraLegy
2 SLrucLure
WhaL klnd of organlzaLlon sLrucLure LhaL
uSnP adopL? Pow ls Lhe hlerarchy?
Pow ls Lhe coordlnaLlon lnslde LhaL
sLrucLure?
Pow can Lhe employees adapL Lo Lhls
sLrucLure?
Appendix
!"# $%& ())*% +*%),-". /-.0-.1)
WhaL are Lhe sysLems LhaL becomlng Lhe
sLrengLh of Lhls company?
MechanlsLlc sysLem (8urns & SLalker) -
clear auLhorlLy and managemenL
level, speclallsL employees (brokers)
WhaL are Lhe sysLems LhaL becomlng Lhe
weakness of Lhls company?
MechanlsLlc sysLem - bureaucracy
slow down Lhe company's speed Lo
change, unwllllng Lo change aLLlLude
of managers (chalrman and
CorporaLe secreLary)
WhaL are Lhe pollcles LhaL malnLaln Lhe
company's performance?
Margln requlremenL pollcy - brokers
perform well Lo meeL Lhe mlnlmum
margln sales LargeL
Who dld geL Lhe auLhorlLy Lo conLrol Lhe
sysLems and how can Lhey be evaluaLed?
1op managemenL level
(CLC/Chalrman) seLs Lhe
rules/sLandardlzaLlon/margln/operaLl
on managemenL/eLc.
!"# $%& ())*% +*%),-". /-.0-.1)
lnLegrlLy, lL ls shown by Lhelr
behavlour Lowards Lhe cllenL and Lhe
compeLlLors
SLrong relaLlonshlp wlLh Lhe cllenLs
by knowlng Lhe cllenLs needs and
wanLs
1rusLable, lL ls proved by Lhe loyalLy
of Swans 1ransporL Lo become lLs
cllenL
8ellable, by glvlng a good quallLy
servlce Lo Lhe cllenLs
Pow ls uSnP's worklng culLure?
uSnP's organlsaLlonal culLure ls role
culLure (Parrlson). lL ls shown by lLs
brokers becomlng Lhe sLrongesL role
or "plllar"
Pow sLrong ls uSnP's core value?
uSnP ls famous among lLs cllenLs for
Lhe lnLegrlLy, LrusLworLhy, rellablllLy
and also Lhelr ablllLy Lo bond wlLh Lhe
cllenLs, LhaL ls why Lhey can become
a large reglonal broker
3 SysLems
4 Shared values
WhaL ls uSnP's core value? Lxplaln
Appendix
!"# $%& ())*% +*%),-". /-.0-.1)
WhaL are Lhe sysLems LhaL becomlng Lhe
sLrengLh of Lhls company?
MechanlsLlc sysLem (8urns & SLalker) -
clear auLhorlLy and managemenL
level, speclallsL employees (brokers)
WhaL are Lhe sysLems LhaL becomlng Lhe
weakness of Lhls company?
MechanlsLlc sysLem - bureaucracy
slow down Lhe company's speed Lo
change, unwllllng Lo change aLLlLude
of managers (chalrman and
CorporaLe secreLary)
WhaL are Lhe pollcles LhaL malnLaln Lhe
company's performance?
Margln requlremenL pollcy - brokers
perform well Lo meeL Lhe mlnlmum
margln sales LargeL
Who dld geL Lhe auLhorlLy Lo conLrol Lhe
sysLems and how can Lhey be evaluaLed?
1op managemenL level
(CLC/Chalrman) seLs Lhe
rules/sLandardlzaLlon/margln/operaLl
on managemenL/eLc.
!"# $%& ())*% +*%),-". /-.0-.1)
lnLegrlLy, lL ls shown by Lhelr
behavlour Lowards Lhe cllenL and Lhe
compeLlLors
SLrong relaLlonshlp wlLh Lhe cllenLs
by knowlng Lhe cllenLs needs and
wanLs
1rusLable, lL ls proved by Lhe loyalLy
of Swans 1ransporL Lo become lLs
cllenL
8ellable, by glvlng a good quallLy
servlce Lo Lhe cllenLs
Pow ls uSnP's worklng culLure?
uSnP's organlsaLlonal culLure ls role
culLure (Parrlson). lL ls shown by lLs
brokers becomlng Lhe sLrongesL role
or "plllar"
Pow sLrong ls uSnP's core value?
uSnP ls famous among lLs cllenLs for
Lhe lnLegrlLy, LrusLworLhy, rellablllLy
and also Lhelr ablllLy Lo bond wlLh Lhe
cllenLs, LhaL ls why Lhey can become
a large reglonal broker
3 SysLems
4 Shared values
WhaL ls uSnP's core value? Lxplaln
Appendix
!"# $%& ())*% +*%),-". /-.0-.1)
WhaL ls Lhe CLC's leadershlp sLyle?
Lxplaln
Accordlng Lo 8lake-MouLon
Leadershlp Lheory, uSnP's CLC
(8uperL) ls Lhe Leam managemenL,
Lhe chalrman (8eglnald) ls auLhorlLy-
obedlence sLyle and Lhe corporaLe
secreLary (MargareL) ls counLry club
managemenL sLyle
Pow effecLlve ls Lhe leadershlp sLyle?
1he CLC's leadershlp sLyle ls effecLlve
for Lhe company's condlLlon LhaL
need some lmprovemenLs, because
he has Lhe capablllLy and knowledge,
whlle he can also uLlllze Lhe poLenLlal
of Lhe members Lo achleve hlgher
performance
Are Lhe employees compeLlLlve or
cooperaLlve wlLh each oLhers?
1here ls a hlgh compeLlLlon beLween
Lhe broker, whlle Lhe cooperaLlon
across funcLlonal ls noL good
!"# $%& ())*% +*%),-". /-.0-.1)
! Chalrman
! CLC
! CorporaLe SecreLary
! P8
! AdmlnlsLraLlon
! l1
! 8rokers
! llnance
! Servlce CrlenLed (cusLomer
servlce)
! Lxperlence and repuLaLlon ln
brokerlng lndusLry
! AdapLablllLy of Lhe brokers wlLh
Lhe cllenLs
! CommunlcaLlon gap because of
hlerarchy (bureaucraLlc approach)
CommunlcaLlon gap because of
hlerarchy (bureaucraLlc approach)
1he gap beLween Lhe brokers lnLeresL
Lo lncrease Lhe volume of sales and
Lhe needs of Lhe company Lo manage
lLs cosL efflclenLly
3 SLyle
6 SLaff
WhaL are Lhe [ob roles LhaL have been
creaLed ln uSnP?
WhaL are Lhe core compeLencles for
uSnP's employees?
Are Lhere any gap beLween uSnP's core
compeLency wlLh lLs currenL employees'
compeLencles? WhaL are Lhey?
Appendix
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Appendix
!"#$%&"'( )$*+%$((
uSnP has Lhe core values (lnLegrlLy, sLrong cusLomer
relaLlonshlp, LrusLable, and rellable) LhaL wlll be
lmporLanL Lo achleve lLs ob[ecLlve (rofesslonal-low
cosL)
lL wlll be dlfflculL Lo achleve lLs ob[ecLlve Lo have a low cosL
operaLlon by heavlly relylng on Lhe brokers
CLC's leadershlp sLyle (Leam managemenL) ls sulLable
for achlevlng uSnP's ob[ecLlve
1he chalrman's and corporaLe secreLary's leadershlp sLyle
are noL approprlaLe Lo achleve Lhe low-cosL focus ob[ecLlve
Lxperlence, repuLaLlon and brokers' adapLablllLy wlll
be lmporLanL Lo acheleve lLs ob[ecLlve (well known ln
Lhe markeL). 8rokers can creaLe a sLrong relaLlonshlp
wlLh cllenLs
Lack of cooperaLlon and communlcaLlon beLween Lhe
deparLmenLs ln uSnP
l1 sLaff's skllls and proacLlveness Lo lmprove Lhe cosL
managemenL performance wlll be a valuable asseL for
uSnP
8roker's kl and Lhe margln requlremenL pollcy Lo achleve
and lncrease sales ls lack of conslderaLlon on cosL
managemenL performance
1he P8 sLaff's sklll and commlLmenL Lo geL Lhe lnslghL
of Lhe employees
8ureaucracy and cenLrallzed (from Lhe Lop managemenL)
declslon maklng slow down uSnP's speed Lo change
Lmployees are performlng well because of Lhe
hlerarchlcal sLrucLure LhaL supporL Lhem Lo do so
Chalrman and CorporaLe secreLary's unwllllngness Lo change
MechanlsLlc sysLem (8urns & SLalker) - clear auLhorlLy
and managemenL level, speclallsL employees
(brokers)
1he CLC secreLary dld noL faclllLaLe Lhe coordlnaLlon
beLween Lhe low and hlgh level managemenL
uSnP servlce ls poorly dlfferenLlaLed, Lhe maln way Lo
compeLe ls prlce.
,--.#"/%0"0$(
1he cllenL's lncreaslng need for an lnsurance consulLanL" can open
new ways Lo servlce Lhe cllenL and generaLe lncome.
CommlLmenL-based P8 sLraLegy: locus on core
employees skllls and compeLences. 1he proacLlve P8
employees can supporL LhaL sLraLegy as Lhey have Lhe
lnslghLs of Lhe employees. 1he focus ls also on l1
deparLmenL.
Leadershlp Lralnlng and developmenL for Lop managemenL
Lo effecLlvely uLlllze Lhe company's performance
uslng lnLerneL Lo develop Lhe buslness.
1. 8ecrulLlng: Plrlng sulLable core poslLlons (brokers,
l1 sLaffs and P8)
Change managemenL Lralnlng for Lhe Lop managemenL Lo
ensure Lhe poslLlve change lnslde Lhe company
Plgh number of ManufacLurlng companles (LargeL markeL) 8Ll.
allows Lhe company Lo offer more servlces, aLLracL more cusLomers
and Lherefore more revenues
2. 1ralnlng: emphasls on long-Lerm Lralnlng and
developmenL ln order Lo offer new servlces Lo
cusLomers.
LvaluaLe Lhe brokers kl by addlng Lhe cosL managemenL
aspecL wlLhln lL, so Lhe brokers can lncrease Lhe sales as well
as malnLalnlng Lhe cosL of sales
3. 8eward pollcy: creaLlng reward pollcy for brokers,
P8 and l1 deparLmenL Lo moLlvaLe Lhem as well as
enhance Lhe engagemenL of employees Lo Lhe
organlsaLlon. 1he reward pollcy lncluded exLrlnslc
rewards (paymenL/bonus/comlsslon/eLc.) and
lnLrlnslc rewards (personal growLh/achlevemenL
recognlzaLlon/career developmenL).
Clve Lralnlng and developmenL Lo back offlce sLaffs, so LhaL
Lhe brokers can focus on glvlng many dlfferenLlaLed servlces
Lo Lhe cllenLs
Plrlng professlonal markeLlng Leam Lo develop
markeLlng programs/plan for promoLlng new
dlfferenLlaLed servlces as well as research on
cusLomers'needs/demands
verLlcally lnLegraLe Lhe P8 pollcles wlLh Lhe buslness
sLraLegles by uslng P8 scorecard Lo lncrease Lhe cooperaLlon
beLween each deparLmenLs
lmplemenLlng l1 based managemenL lnslde uSnP by glvlng
l1 Lralnlng and developmenL Lo all of Lhe sLaffs
8roker's are Lhe maln source of buslness so LhaL need Lo be
Lraln Lo ldenLlfy more producL and servlces Lo Lhe exlsLlng
cllenLs and new producL Lo markeL ln general
lmplemenLlng Lhe decenLrallzed chaln of command, because
lL wlll lncrease Lhe effecLlvlLy of uSnP
1'#$*"(
number of compeLlLor has been lncreaslng. lL generaLes hlghly
compeLlLlve envlronmenL based on prlces.
CoordlnaLlon among l1 and oLher deparLmenLs Lo
apply Lhe Lechnology ln lmprovlng cusLomers
servlces' speed and quallLy.
CreaLlng an evaluaLlon Lools for brokers, LhaL conslsL of
several facLors, such as: number of sales LhaL Lhey can
achleve, cosL of sales efflclency and cllenLs' saLlsfacLlon
CompeLlLors are developlng new Lechnology and servlces LhaL
respond fasLer Lo cusLomers
CoordlnaLlon among funcLlonal deparLmenLs can be
lmproved wlLh Lhe cenLral daLa sysLem whlch
enhance Lhe lnformaLlon sharlng.
CreaLe a performance based rewards Lo lncrease boLh
loyalLy and performance of Lhe employees
lncreaslng expenses and lower proflL marglns wlll hlL hard on Lhe
smaller agencles and lnsurance companles.
lmplemenLlng Lhe peer-Lo-peer revlew and also 360 degree
evaluaLlon Lo assess Lhe performance of Lhe company as well
as Lo ensure Lhe developmenL of Lhe employees
Low swlLchlng cosLs (cusLomers have sLrong negoLlaLlng poslLlon).
CreaLlng a weekly regular general meeLlng LhaL requlred all
of Lhe sLaff Lo aLLend lL. 1he ob[ecLlve wlll be for
sLrengLhenlng Lhe bond beLween each employees as well as
Lhe verLlcal (Lop-down) and horlzonLal communlcaLlon llne
uncerLalnlLy of new leglslaLlon . 8Ll
Plgh cosL of Lechnology lnvesLmenLs
lor fund ralslng, hlgh caplLal lnLenslve brokerage company ls heavlly
dependenL on Lhe banks.
ConcenLraLed suppllers (banks) creaLe llmlLed opLlons for Lhe
brokerage lndusLry
Plgh swlLchlng cosLs ln Lerm of Llme Lo move from one suppller Lo
anoLher
CompeLlLors could easlly hl[ack Lhe brokers (8rokers have Lhe
capaclLy Lo lnfluence cusLomer's declslons)
SWC1
AnAL?SlS
Many markeLlng Lools Lo aLLracL cusLomers (Lo offer dlfferenLlaLed
servlces)
Appendix
Key strategy factors
Strategic option
Vertical Integration 4.5 3.5 3.0 3.7
Horizontal Integration 3.6 3.2 3.2 3.3
Recruiment 1.5 3.0 2.5 2.3
Training and Development 3.5 2.8 3.5 3.3
Monitoring and Evaluation 5.0 3.0 3.0 3.7
Reward and Recognition 3.5 3.0 3.0 3.2
Leadership training and development 3.0 2.0 3.0 2.7
Coaching Culture Development 4.3 3.0 3.7 3.7
Vertical Integration
Vertically integrate the HR policies with the
business strategies by using HR scorecard
to increase the cooperation between each
departments
Evaluate the brokers KPI by adding the
cost management aspect within it, so the
brokers can increase the sales as well as
maintaining the cost of sales
Average
Funding requirement 4 5 4.5
Fit with DSNHs current employees' competences
and skills
2 5 3.5
Time to implement (when) 2 4 3.0
Average 2.7 4.7
Horizontal Integration
Implementing the decentralized chain of
command, because it will increase the
effectivity of DSNH
Implementing IT based management
inside DSNH
Central data system can be used to
improve information sharing between
each departments
Coordination among IT and other
departments to apply the technology in
improving customers services' speed and
quality
Creating a weekly regular general meeting that required all
of the staff to attend it. The objective will be for
strengthening the bond between each employees as well as
the vertical (top-down) and horizontal communication line
Average
Funding requirement 4 2 2 5 5 3.6
Fit with DSNHs current employees' competences
and skills
4 2 2 3 5 3.2
Time to implement (when) 3 3 2 3 5 3.2
3.7 2.3 2.0 3.7 5.0
Recruiment
Hiring suitable core positions (brokers, IT
staffs and HR)
Hiring professional marketing team to
develop marketing programs/plan for
promoting new differentiated services as
well as research on
customers'needs/demands
Average
Funding requirement 1 2 1.5
Fit with DSNHs current employees' competences
and skills
3 3 3
Time to implement (when) 2 3 2.5
2.0 2.7
FEASIBILITY
Funding requirements
Fit with DSNHs current employees'
competences and skills
Time to implement (When) Average
Back
Appendix
Training and Development
Emphasis on long-term training and
development for the employees in order to
offer new services to customers.
Insurance consultancy training for the
brokers, so that they can get a
competency and skill in that field
Give training and development to back
office staffs, so that the brokers can
focus on giving many differentiated
services to the clients
Designing a IT training for all of the staffs
to support the implementation of IT based
management
Average
Funding requirement 4 3 4 3 3.5
Fit with DSNHs current employees' competences
and skills
3 2 3 3 2.8
Time to implement (when) 4 3 4 3 3.5
3.7 2.7 3.7 3.0
Monitoring and Evaluation
Implementing the peer-to-peer review and
also 360 degree evaluation to assess the
performance of the company as well as to
ensure the development of the employees
Average
Funding requirement 5 5
Fit with DSNHs current employees' competences
and skills
3 3
Time to implement (when) 3 3
3.7
Reward and Recognition
Implementing the performance based
rewards to increase both loyalty and
performance of the employees
Creating extrinsic rewards
(payment/bonus/comission/etc) and
intrinsic rewards (personal
growth/achievement recognization/career
development)
Average
Funding requirement 4 3 3.5
Fit with DSNHs current employees' competences
and skills
3 3 3
Time to implement (when) 3 3 3
3.3 3.0
Leadership training and development
Creating a leadership training and
development for the top management and
middle management that focus on three
factors, such as leader-member relations,
task structure, and position power
Average
Funding requirement 3 3
Fit with DSNHs current employees' competences
and skills
2 2
Time to implement (when) 3 3
2.7
Coaching Culture Development
Hire the external professional coach for the
top management
Implementing the team-leadership
coaching for enhancing the leader-
member relations
Peer coaching implementation to improve
the peer to peer realtionship
Average
Funding requirement 3 5 5 4.33
Fit with DSNHs current employees' competences
and skills
3 3 3 3
Time to implement (when) 3 4 4 3.67
3.0 4.0 4.0
Appendix
Vertical Integration
Vertically integrate the
HR policies with the
business strategies by
using HR scorecard to
increase the cooperation
between each
departments
Evaluate the brokers KPI
by adding the cost
management aspect
within it, so the brokers
can increase the sales as
well as maintaining the
cost of sales
Average
Improving DSNHs known reputation 4 4 4.0
Attain customers needs 4 4 4.0
Increasing competitive advantage 5 4 4.5
Average 4.3 4.0
Horizontal Integration
Implementing the
decentralized chain of
command, because it will
increase the effectivity of
DSNH
Implementing IT based
management inside
DSNH
Central data system can be
used to improve
information sharing
between each departments
Coordination among IT
and other departments to
apply the technology in
improving customers
services' speed and
quality
Creating a weekly
regular general meeting
that required all of the
staff to attend it. The
objective will be for
strengthening the bond
between each
employees as well as
the vertical (top-down)
and horizontal
communication line
Average
Improving DSNHs known reputation 4 4 4 5.0 4.0 4.2
Attain customers needs 3 4 4 4.0 4.0 3.8
Increasing competitive advantage 4 4 4 4.0 3.0 3.8
3.7 4.0 4.0 4.3 3.7
Recruiment
Hiring suitable core
positions (brokers, IT
staffs and HR)
Hiring professional
marketing team to
develop marketing
programs/plan for
promoting new
differentiated services as
well as research on
customers'needs/demand
s
Average
Improving DSNHs known reputation 4 4 4
Attain customers needs 4 4 4
Increasing competitive advantage 5 4 4.5
4.3 4.0 4.2
Training and Development
Emphasis on long-term
training and development
for the employees in
order to offer new
services to customers.
Insurance consultancy
training for the brokers,
so that they can get a
competency and skill in
that field
Give training and
development to back office
staffs, so that the brokers
can focus on giving many
differentiated services to
the clients
Designing a IT training
for all of the staffs to
support the
implementation of IT
based management
Average
Improving DSNHs known reputation 4 4 4 4 4.0
Attain customers needs 4 5 4 4 4.3
Increasing competitive advantage 4 5 4 4 4.3
SUITABILITY
Appendix
Monitoring and Evaluation
Implementing the peer-to-
peer review and also 360
degree evaluation to
assess the performance
of the company as well as
to ensure the
development of the
employees
Average
Improving DSNHs known reputation 3 3
Attain customers needs 3 3
Increasing competitive advantage 3 3
3.0
Reward and Recognition
Implementing the
performance based
rewards to increase both
loyalty and performance
of the employees
Creating extrinsic
rewards
(payment/bonus/comissio
n/etc) and intrinsic
rewards (personal
growth/achievement
recognization/career
development)
Average
Improving DSNHs known reputation 4 4 4
Attain customers needs 4 3 3.5
Increasing competitive advantage 3 3 3
3.7 3.3
Leadership training and development
Creating a leadership
training and development
for the top management
and middle management
that focus on three
factors, such as leader-
member relations, task
structure, and position
power
Average
Improving DSNHs known reputation 4 4
Attain customers needs 4 4
Increasing competitive advantage 5 5
4.3
Coaching Culture Development
Hire the external
professional coach for
the top management
Implementing the team-
leadership coaching for
enhancing the leader-
member relations
Peer coaching
implementation to improve
the peer to peer
realtionship
Average
Improving DSNHs known reputation 4 4 3 3.67
Attain customers needs 3 3 3 3
Increasing competitive advantage 4 3 3 3.33
3.7 3.3 3.0
Appendix
Vertical Integration
Vertically integrate the
HR policies with the
business strategies by
using HR scorecard to
increase the
cooperation between
each departments
Evaluate the brokers KPI
by adding the cost
management aspect
within it, so the brokers
can increase the sales as
well as maintaining the
cost of sales
Average
Impact on return 3 4 3.5
Risks of strategy implementation 4 5 4.5
Stakeholders reactions 5 4 4.5
Average 4.0 4.3
Horizontal Integration
Implementing the
decentralized chain of
command, because it
will increase the
effectivity of DSNH
Implementing IT based
management inside DSNH
Central data system
can be used to
improve information
sharing between
each departments
Coordination among
IT and other
departments to
apply the technology
in improving
customers services'
speed and quality
Creating a weekly regular
general meeting that
required all of the staff to
attend it. The objective will
be for strengthening the
bond between each
employees as well as the
vertical (top-down) and
horizontal communication
line
Average
Impact on return 3 4 3 4.0 2.0 3.2
Risks of strategy implementation 3 2 4 4.0 5.0 3.6
Stakeholders reactions 4 4 4 4.0 4.0 4
3.3 3.3 3.7 4.0 3.7
Recruiment
Hiring suitable core
positions (brokers, IT
staffs and HR)
Hiring professional
marketing team to develop
marketing programs/plan
for promoting new
differentiated services as
well as research on
customers'needs/demands
Average
Impact on return 4 3 3.5
Risks of strategy implementation 1 2 1.5
Stakeholders reactions 3 2 2.5
2.7 2.3
Training and Development
Emphasis on long-term
training and
development for the
employees in order to
offer new services to
customers.
Insurance consultancy
training for the brokers, so
that they can get a
competency and skill in
that field
Give training and
development to back
office staffs, so that
the brokers can
focus on giving
many differentiated
services to the
clients
Designing a IT
training for all of the
staffs to support the
implementation of IT
based management
Average
Impact on return 4 5 4 3 4
Risks of strategy implementation 4 2 4 4 3.5
Stakeholders reactions 4 3 4 4 3.75
4.0 3.3 4.0 3.7
ACCEPTABILITY
Appendix
Monitoring and Evaluation
Implementing the peer-
to-peer review and also
360 degree evaluation
to assess the
performance of the
company as well as to
ensure the
development of the
employees
Average
Impact on return 2 2
Risks of strategy implementation 4 4
Stakeholders reactions 3 3
3.0
Reward and Recognition
Implementing the
performance based
rewards to increase
both loyalty and
performance of the
employees
Creating extrinsic rewards
(payment/bonus/comission
/etc) and intrinsic rewards
(personal
growth/achievement
recognization/career
development)
Average
Impact on return 4 3 3.5
Risks of strategy implementation 4 3 3.5
Stakeholders reactions 4 4 4
4.0 3.3
Leadership training and development
Creating a leadership
training and
development for the top
management and
middle management
that focus on three
factors, such as leader-
member relations, task
structure, and position
power
Average
Impact on return 3 3
Risks of strategy implementation 4 4
Stakeholders reactions 4 4
3.7
Coaching Culture Development
Hire the external
professional coach for
the top management
Implementing the team-
leadership coaching for
enhancing the leader-
member relations
Peer coaching
implementation to
improve the peer to
peer realtionship
Average
Impact on return 3 4 4 3.67
Risks of strategy implementation 3 4 4 3.67
Stakeholders reactions 3 4 4 3.67
3.0 4.0 4.0