PBL – FILA

FACTS IDEAS LEARNING ISSUES ACTION PLAN

What are the Research By: wallace

Principles of To reinforce cultural
foundational principles Resources:https://psychsafety.com/
Organisational Culture values by co-creating
of organisational psychological-safety-edgar-scheins-three-layers-
"The company’s early a team charter or
culture? of-organisational-culture/
success was driven by a vision that links
strong entrepreneurial everyday tasks to the How does Q1: How does the alignment (or misalignment)
spirit, a flat organisational company's mission. organisational culture between an organisation's stated values and its
structure, and a culture evolve during company actual behaviours contribute to employee trust, or
Use storytelling and
that encouraged creativity growth and change? lack thereof?
symbols to reinforce
and collaboration." A1: TechNova’s shift from a collaborative culture
key cultural values. What are the
to an autocratic, results-driven one has eroded
"Employees were given consequences of
Conduct cultural trust. Leadership now values outcomes over input,
significant autonomy, and cultural misalignment
audits and pulse discouraging employee voice and idea-sharing.
there was a strong sense on employee morale
surveys to understand
of camaraderie among and innovation? Q2: How does TechNova assess and
employee sentiment
teams." communicate its values and mission to all levels of
and values alignment. How do leadership style
the organisation, particularly after rapid scaling?
"As the company scaled... and structure influence
A2: As TechNova scaled, it adopted a more
it began to face organisational culture?
hierarchical structure. Communication became
challenges in maintaining
What frameworks help one-way, with little room for discussion or
its original culture and
values." in analysing creativity. Managers now focus narrowly on
organisational culture? delivery over engagement.

How can middle Q3: What cultural factors are likely contributing to
managers act as culture Sarah’s team’s reluctance to speak up or
carriers during times of contribute new ideas in meetings?
transformation? A3: A top-down, output-focused culture has
replaced the earlier team-based model. Innovation
is deprioritised, and employees feel expected to
follow rather than contribute, discouraging open
dialogue.

Recruitment & Introduce a How does Poor Research By: mendel

Onboarding Mentorship Program Onboarding affect Q1: Can you describe the current steps involved in
whereby a Senior in Employee’s Morale and your recruitment process for customer care
“The company’s HR the company be performance? executives?
practices did not evolve assigned to the new Ans: Goal is to fill the position as fast as possible,
with its growth. hires, teaching them How do inadequate not much emphasis of the culture fit and the
Recruitment processes the ropes and let recruitment processes organisation.
were rushed, leading to them be equipped affect candidate Q2: What kind of support or training do new hires
poor candidate fit and with the necessary selections? typically receive during their first month?
high turnover rates.” skills and knowledge What are some of the Ans: Minimal support, halfday with the HR to brief
to take on their role practices that can be on policies. Moved to department head for a brief
“Onboarding was fully prepared. implemented for a on job scope but not much training during first year
inconsistent, and new effective recruitment instead more on safety and compliance.
hires often felt unprepared What can HR do to Q3: How do you currently measure the success of
for their roles.” Implement a newbie balance Speed and your onboarding process?
period of 3 months, Quality during hiring Ans: No tools to measure, more of hearing people
“Since joining TechNova that includes a full processes without complain anecdotes.
Solutions six months ago, structured teaching rushing? Q4: What internal opportunities are available for
Raj, a Customer Care process for systems What are the essentials existing staff to move into customer care roles?
Executive has been learning, easing the when onboarding a new Ans: Don’t have the culture or system to source
navigating his role with transition for new employee? internally first.
uncertainty. He received hires to the systems. Can poor onboarding
only a brief introduction to affect the companies'
the systems and was left Slow down turnover rate?
to ‘learn on the job.’” recruitment
processes, taking
extra time to vet
through candidates
and pick the most
appropriate for the job
description.
 Introducing interviews
at different stages of
management can
further vet through the
suitable candidates
Performance Introduce and - What performance Research By: wenquan
Management & improve the metrics are currently Qn -
Training & performance being used to evaluate
Development management system employee success, and How does the current performance management
in the company. how often are they system work, and what are its biggest
Replace the current reviewed? shortcomings in your view?
Tom, the Human
company
Resource Manager, has Around for long time. Over 15 years. More focus
performance -Are there clear career
noticed an uptick in on metric and result kpi. Short term result rather
management progression pathways,
complaints about than qualitative result. Cusomer care department
approach with a more and do employees
exhaustion, stress, and kpi is based on call volume. Track by number not
advanced and understand what is
burnout the quality
effective method. For required to advance?
example, have
"Raj, a Customer Care
monthly company - What tools or systems
Executive, has been
Do employees have access to clearly defined KPIs
checks in discussing are used for
navigating his role with
or role-specific expectations? How are these
uncertainty. He received goal progress and performance
only a brief introduction to development needs. appraisals, and how
communicated and updated?
the systems and was left user-friendly or effective
to 'learn on the job Clarify role and are they? By number and result
Performance
Expectations- Create - What learning and How is feedback typically given? Is it more formal
Performance
role specific development resources (e.g., during appraisals) or informal (on-the-go)?
management systems
performance target are available to During performance appraisals once a year. Not
were outdated, and
with KPI. Using employees, and how regularly as no time. Don't know what to improve
employees received little
SMART method accessible or utilized
feedback on their
setting goals for are they?
performance."
employees makes

Career development them understand their - Are team leads and

opportunities were limited, role clearer and be managers provided with

leading to stagnation and more efficient and formal leadership or

dissatisfaction among effective in their management training

long-tenured employees performance. before or after their

promotion?
Without clear goals or Create a
development pathways, Personalized - Is feedback provided
he’s losing confidence Learning Path for in a timely, constructive,
and considering whether every staff based on and actionable
this job is worth the stress their performance. manner?
 Design a
development plan - How consistent and
where achieving fair are performance
certain milestones assessments across
unlock new departments or teams?
opportunities such as
promotion, training for
leadership role and
enhance skill.
Introduce a talent
pipeline program
grooming high
performers for
leadership positions
to increase the
effectiveness and
performance of the
staff.

Diversity, Equity & How does diversity play Research By: ryan
Inclusion Creating team- a part in a company’s Targeted completion date: xxx
bonding activities so dynamics? Resources:
“Employees from diverse that everyone could
backgrounds reported work as a team and What are the benefits of
Qns:
feeling excluded and be more bonded so having a diverse work
that there are no setting with everyone What recruitment channels does technova
undervalued, leading to a
exclusions and feeling from different currently use?
lack of engagement and
of undervalued. backgrounds? Answer: No definite channels to use, main
higher turnover rates among
ones posting job sites, papers. There is no
these groups.”
Organisation could How does the lack of targeted talent pool or strategic pool that
have a wide spread of diversity and inclusivity the company is going after.
“The company’s early
different perspective impact company growth
success was driven by a
from different and change? What systems are in place to ensure
strong entrepreneurial
nationalities to make What are some underrepresented groups of employees are
spirit, a flat organisational
it a more diverse and practices that would supported in their growth?
structure, and a culture that inclusive workplace. help in diversity, equity
Answer: The leaders know it is important
encouraged creativity and and inclusion?
to have inclusion and diversity, but they
collaboration.” The company could
are not focusing on the area. There is
start to develop some
some kind of unconscious biasness,
“Leadership positions training programme or
usually the managers or leadership roles
remained predominantly a wellness program
are given to the people of the majority
filled by individuals from for the company,
group.
similar backgrounds, and which might include
there was little mentorship or some Is there a structured employee development
representation of minority mini getaway for them programme? How are participants selected for
groups.” to gel well with each training or promotions
other
Answer: there is minimal training for the
“Aisha, the People & Culture employees, they are only given when the
Lead, has observed that employees ask for them, maybe once a
colleagues from minority year, there is also no training programme
backgrounds are often for the leaders and for soft skills.
overlooked in meetings,
with their ideas dismissed
by leaders until repeated by
others.”

Employee Well-Being What are the key Research By: ziren

For Raj they should components of a Targeted completion date: 18 july
"Raj...received only a brief introduce a structured comprehensive
Questions to ask HR: How does TechNova
introduction to the onboarding program employee wellbeing
define or measure burnout internally — is it based
systems and was left to with a buddy or program?
on surveys, sick days, or feedback
'learn on the mentorship system for (To understand what Answer from HR: sick days and mc shows the
job.'...Feedback is rare, new hires. This kind of support systems definition of burnout.
and he’s unsure how his ensures guidance, are typically effective.) How do employees typically react to colleagues
performance is viewed. continuous feedback, who set clear work-life boundaries? Is this
and smoother How can organizations encouraged, ignored, or judged?
"Sarah...feels frustrated integration into the prevent burnout, Answer from HR: Is typically seen as ignored,
and questions her ability company culture and especially in high- nothing really changes
to lead effectively. She systems. pressure departments "Has there been any formal leadership training on
believes her team’s like software supporting employee well-being and modeling
innovative potential is For Sarah, conducting development and healthy work-life balance?
underutilised, but the leadership training customer service? Answer form HR: Doesnt know how to apply for
current culture seems to
workshops focused on well-being services provided in the company and
stifle initiative and What are best practices
coaching and if so, it is hard to voice out concern and may be
creativity for onboarding new
mentoring. Empower shameful or embarraseed
employees to ensure
leaders like Sarah with
Employees from diverse they feel supported and
skills to foster Resources:
backgrounds reported prepared, like in Raj's
psychological safety, https://www.imd.org/blog/management/employee-
feeling excluded and case?
encourage open wellbeing/
undervalued, leading to a How can regular check-
lack of engagement and communication, and https://www.singaporebrand.com.sg/blog/work-
ins between employees
higher turnover rates unlock team creativity life-balance-initiatives-supporting-employee-
and managers improve
among these groups." through supportive wellbeing-and-engagement/
mental health and
 leadership techniques. productivity in the
workplace?
Implement D&I training
at all levels to ensure What leadership
team leads foster training techniques are
inclusive environments effective in teaching
where all voices are managers to recognize
valued and diverse and address employee
employees feel a sense stress or
of belonging. disengagement?

1. Empowering How were the Research By: Kevin

Change Management
employees through employees informed Targeted completion date: 17 July
“When changes were thorough 2-way about the latest Qns for HR
implemented, there was communication change from the Q1: What has TechNova done to handle any
little communication or involves the company? resistance?
involvement from employees in a What are some A1: Nothing much, there isn't much known
employees, leading to way that makes change management about resistance as there is no channel to
resistance and them feel that their practices that can be talk about their concerns and there is no
confusion.” feedback and implemented to time for the company to know.
views are well further improve the Q2: What is TechNova’s main way of
“The lack of a structured
change management received. Involving employee rate of communicating to their employees about
process has resulted in the employees in change in the change?
low employee buy-in and leadership makes company? A2: Top down from main managers talks
aa reluctance to adopt them feel values How would the down. Employees do not have a channel to
new practices and and they will be company end up if feedback to the top management.
technologies." more likely to the employees all Q3: What the company has not done in
“In the new system embrace change. resist the change? change management?
implementation and user 2. Before change, To what extent are A3: The company has not done much; no
acceptance test meetings, the change the employees asked feedback channel for employees. No way
she met with crossed managers can for their feedback? and say for the employees to talk about
arms, eye rolls, and side inform employees What are the their troubles and concerns about the
conversations from the of upcoming attitudes of the change, leading to most resigning.
employees.” changes and employees when TechNova went through a major change a
explain the reasons faced with the while back and there are not much the
for such changes. changes made by employees could say about it. Making the
This helps the the company? communication top-down and one way only,
employees have a What is the not having a two-way conversation between
better company’s typical the employees and the management.
understanding of approach when it Making most of the change just one sided
why the change is comes to change and forced onto them.
being made and management?
thus be less
resistant. It would
be better for the
change manager to
explain instead of
report.