Building Teams That Keep Cities Clean

Case Study

Building Teams That Keep Cities Clean

Businesses looking to go from good to great realise that key to achieving this ambition is an effective and efficient Human Capital process. When designed and created specifically for a business and the situation, this can truly catapult the business transformation agenda.

Problem Definition Solution Description Results

Our Client is one of the leading and award-winning fully integrated environment and waste management companies in the Middle East. One of the reasons for their continued success has been the strong Human Resources Management function that was established to spearhead and facilitate the achievement of ambitious business goals set for the near and long term based on a sound talent strategy. The intent was to ensure that robust policies and practices under an agile and adaptive HR function would enable teams to work towards achieving targets with a single-minded focus on operations.

To understand the core of the organisation, we reviewed the business including the vision and the strategic goals, which in turn allowed us to develop and implement a robust and supportive organization structure. We designed a customized HR Policy Manual and an Employee Handbook for the Client. We also conducted a market benchmarking exercise to design a market aligned compensation & benefits structure including performance-based pay that would support recruitment and incentivise employees to do their best. We established performance standards and measures for all business units and functions within the Client organization including KPIs and KRAs to help develop talent. We designed a structured performance management process across the business that included an assessment against competencies which established competency gaps, thus leading to an integrated learning & development plan to address the gaps and develop critical competencies. The Daksada team worked closely as HR Consultants with the client team, and ensured a transfer of knowledge to the Human Resources team to institutionalize the new processes and procedures.

An employee satisfaction survey was conducted before the intervention to set a baseline and measure the real impact of the setup of the Human Resources Management function at the Client. We repeated the survey at the end of the first year to identify areas of strong impact, as also areas where the policies and practices needed to be strengthened further. It was heartening to see that the strategy and planning behind the implementation had exceeded expectations on most parameters, with just a few that met the set benchmark.

  • Regional Businesses; Family Owned Groups; Emerging Corporates
  • Human Capital Solutions; Talent Management
  • Hari Sutha Raj
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