1. MGT600 Management, People, and Teams Assessment 2 Case Study Presentation and Summary Report Lecturer Sujatha Sridharan Group 7 Student IDStudent Name A00034113 Akombi, George Ayuk A00090613 Blanchard, Gerardo A00112789 Macharia, Rachael Wanjiru Anshuman Puli A00079954 Trimester 3 - 2023 Date: 19 November 2023

2. Table of Contents Introduction ............................................................................................................................................. 3 Methodology ........................................................................................................................................... 3 Objective 1: Change management model. .............................................................................................. 3 Objective 2: Retention and Engagement ................................................................................................. 8 Objective 3: Developing Future Capabilities ........................................................................................ 10 Recommendations ................................................................................................................................. 12 Conclusion ............................................................................................................................................ 12 References ............................................................................................................................................. 14

3. Introduction This report presents an evidence-based analysis and recommendations for Mallee Pharmaceuticals Limited (MPL) on their three vital people-related objectives: closing their Melbourne production facility by June 2025, retaining, and engaging high-performing employees, and developing future people management and IT capabilities. In this report, we will address three main objectives which align with MPL’s strategic development plan. Methodology The team reviewed academic literature and course modules, dug into industry reports, and examined case studies relevant to each of MPL's objectives to support our recommendations. The process of collecting data was done by extensive research of academic sources and analysis of the case study. Data analysis consists of secondary research only. Due to limited initial data and theoretical nature, findings may be inaccurate. Table 1 - Phases Objective 1: Change management model. Lewin's three- phase change model Description Timeline Company’s Take Step to

4. Unfreeze Lewin's unfreezing phase is the first step in the planned change process when an organization realizes it must change due to internal and external factors. Disrupting the status quo and generating desire or demand for change by identifying organizational weaknesses or opportunities organization for change (Hussain et al., 2018). This phase reduces customary resistance to change, fostering transformation. the strategic reasons for the closure stakeholders, emphasizing necessity for cost savings and long-term viability. - Communicate Immediate to December 2023 to all the anticipating prepares dialogue with employees to address their concerns and gather feedback, thus beginning to dissolve loyalty to the current state. - Engage in the Justification: analysis to understand how the closure will affect different roles and departments. - Conduct impact This stage is essential for preparing the organization for change. It addresses the potential resistance by helping employees understand the need for shifting production to a more cost-effective location. Given the previous trust issues, transparent communication and support are critical in this phase. transition outplacement programs affected employees. - Start career and support assist to

5. Change Lewin's "Changing process" phase combines leadership, involvement, knowledge exchange, and stakeholder engagement to change behaviours, processes, and organizational practices 2020). Employees share ideas and knowledge, boosting creativity and change commitment in this period. Transactional leaders focus on rewards and punishments, while transformational charisma and inspiration to align stakeholders with change goals (Hussain et al., 2018). execute relocation including timelines, new site selection, logistics. - Develop and a January 2024 June 2025 employee detailed plan, to and (Tracy, training development programs for employees taking on new roles or transferring to other facilities. - Implement and leaders use phased shutdown of the Melbourne ensuring productivity maintained overlap with the ramp-up of the new production location. - Execute a facility, that Justification: is through This phase is where the actual transformation occurs. MPL must manage this transition carefully, providing support and resources to maintain performance levels. Given MPL's global presence, a carefully orchestrated changeover period is critical to ensure service continuity. update all stakeholders on the progress of the relocation to maintain trust and anxieties. - Regularly manage

6. Refreeze In Lewin's "Unfreezing" phase, the organization must recognize internal and external pressures to change. This requires extensive activity planning to build a strategy roadmap that connects change initiatives with organizational commitment planning stakeholder and influential member support (Hussain et al., 2018). This phase establishes a structure to manage change, including leadership positions, resource allocation, and competency development. evaluate the performance of the new production facility to ensure it meets the strategic objectives. - Monitor and July 2025 onward the new processes and structures through policy updates, clarifications, integration corporate culture. - Institutionalize goals and win to role and the into reward the contributions of teams and individuals who played key roles in the smooth transition. - Recognize and Justification: This phase ensures that the changes made are sustained and become part of the organization's fabric. This is particularly important for MPL, which needs to ensure the closure of the Melbourne facility does not lead to a long-term negative impact on organizational performance culture. continuous loops to ensure the change has been adopted at all levels. - Engage in feedback or .

7. Table 2 –General Electric’s strategy Company Name Problem Solution General Electric announced it would close its Louisville appliance plant in 2019, which had over 1,000 employees and operated for 60 years. Unfreezing: GE informed employees of the need for change and its benefits, such as cost savings and efficiency, during the unfreezing phase (Nicoleturnbull.com, n.d.). It also stressed the urgency of closing the plant to stay competitive. Change: The moving stage saw GE create a detailed plant closure plan. included identifying mitigating disruptions and supporting and communicating employees (Nicoleturnbull.com, n.d.). Refreezing: GE helped the local community find jobs for displaced workers. assessed the change's success and made adjustments during re-freezing. The organization also honored employees for their contributions to the change (Nicoleturnbull.com, n.d.). General Electric The plan and and risks with GE

8. Objective 2: Retention and Engagement Table 3 - Strategies Retention Strategy Characteristics Competitive Compensation and Benefits - Competitive Pay and Benefits (Milkovich et al., 2021) Growth and Development Opportunities - Individual Development Plans (Wright et al., 2003) - Skill Enhancement through Training and Development (Noe, 2017) Positive Work Culture - Regular Feedback and Recognition (Eisenbeiss et al., 2018) - Engagement Surveys for Continuous Improvement (Harter et al., 2002) Work-Life Balance Initiatives - Flexible Work Arrangements (Allen et al., 2013) Clear Progression Paths - Career Pathing and Growth Opportunities (Scullion et al., 2010)

9. Sense of Purpose and Mission - Connect Employees to the Company’s Mission and Goals. (Locke, E. A., & Latham, G. P. 2006). - Regular Acknowledgment of Achievements with Incentives and Promotions. (Deci, E. L., & Ryan, R. M. 2008). Recognition and Rewards - Proactive Concern Addressed through Regular Stay Interviews. (Burke, R. J., & Cooper, C. L. 2012) Stay Interviews - Customized Strategies for Individual Needs. (Allen, T. D., & Meyer, J. P. 1996) Flexibility and Assessment Talent Management - High-potential programs for Nurturing Talents (Michaels et al., 2001) - Leadership Development and Knowledge Transfer (Rothwell & Lindholm, 2009) Succession Planning - Consistent Feedback, Recognition, and Individual Development Plans. (Armstrong, M., & Baron, A. 2012). Performance Management Table 4 –Google’s strategy Company Name Problem Solution Google’s Project Oxygen Problems employees’ performance with higher Google’s Project Oxygen (Bock, 2015) exemplifies by analysing employee

10. engagement performance data, Google identified key behaviours of their most managers. provided training to improve these skills across the board. This initiative led employee satisfaction, and retention. and effective then management They to higher performance, Source: (Bork, 2015) This integrated approach addresses various facets of employee retention, from compensation and career development to creating a positive work culture, supporting work-life balance, and identifying and nurturing talent. Regular assessment and customization of strategies help the organization adapt to changing employee needs and market conditions. Objective 3: Developing Future Capabilities Assumptions: •The strategies assume a level of organizational maturity to implement sophisticated HRM practices. •IT is presumed that employees are motivated by development opportunities and transparent communication. Limitations: •These approaches require significant ongoing investment and may not be applicable to smaller organizations with limited resources. •The effectiveness of these strategies can be contingent on the organization’s culture and employee demographics.

11. Table 5 – Strategies Characteristics Performance Management: Ensure continuous dialogue and feedback rather than annual reviews (Aguinis, Joo, & Gottfredson, 2011). For example, Adobe’s “Check-in” model focuses on clear expectations, frequent feedback, and no ratings, which increases employee retention by 30% post- implementation (Morris, 2016). 1 Talent Management: Offer career development opportunities. Deloitte’s career customization program allows employees to dial up or down their careers to fit personal needs without stalling their career progress (Bersin, 2013). 2 Succession Planning: Engage in transparent succession planning. General Electric’s Session C planning process identifies and develops high-potential candidates for leadership roles, significantly contributing to their executive retention (Fulmer & Conger, 2004). 3 Table 6 –Facebook’s strategy Company Name Problem Solution To stay competitive, social media company needs to constantly develop features and create innovative ideas. Organize cross-company meetings for all employees Hackathons. Those meetings help to generate ideas and promote creative thinking. People from different departments tend to think differently and can produce unique ideas. Such an approach helps employees feel that they are an asset to the company enhances team spirit and helps to build relationships. Which leads to creating a product-innovation- centered culture in the workplace. Facebook called new meaningful Source: (Chang, 2012)

12. Recommendations After extensive analysis of academic resources, our team proposed a structured approach to solve all three objectives. Practical implementation of suggestions is supported by real-life company examples such as General Electric, Google, and Facebook. Objective Recommended solution Five-step approach: 1.Develop an employer brand. 2.Targeted recruitment. 3.Social recruiting. 4.Emphasise career development. 5.Employee referral programs. Developing production, recruitment, and performance Six-phase approach: 1.Planning and communication 2.Goal setting and individual development 3.Regular performance reviews and feedback 4.Training and skill development 5.Recognition and rewards 6.Performance evaluation and continuous improvement Performance management system for all employees Four-step approach: 1.Conducting a survey to find suitable candidates. 2.Start-up meeting to set up the team. 3.Setting priorities to focus on in the next three months. 4.Emphasis on cultural and gender diversity Development of the strategic growth and innovation team Conclusion To conclude, MPL is planning to close its Melbourne production facility with a focus on minimising productivity losses by adopting Kurt Lewin’s 3-Stage Change Model. The success of this change plan relies on stakeholder commitment and adaptability. Additionally, MPL has devised a comprehensive strategy to retain employees with increased engagement, covering areas such as compensation, growth opportunities, work culture, work-life balance, progression paths, purpose, recognition, and flexibility. Furthermore, MPL’s IT team is preparing for the future with a ten-component strategy that involves skills assessment, staying updated on technology trends, enhancing people management and technical skills, talent acquisition and retention, fostering innovation,

13. partnerships, feedback, budget allocation, and compliance awareness. This strategy is designed to ensure the IT team can effectively meet future challenges and support the company’s vision.

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