10 PEARLS

GROUP MEMBERS:
HADIA SIDDIQUI
HAFSA SHAKOOR
MARIAM SIDDIQUI
YUSRA YOUSUF
COMPANY BACKGROUND
• Was started by Imran and Zeeshan Aftab in 2004.
• As a software and web development shop that catered to small businesses.
• Today, a 320+ person organization
• Now, it deals with clients of all sizes—from start-ups to Fortune 500 enterprises.
• Specializes in mobile apps, enterprise software, gamification
• Offices in DC, Karachi, Toronto, Dubai, and San Francisco.
VISION
• 10pearls Is founded on the principles that the generation of opportunities,
value and wealth can change the world in a positive way.
• We strive to be a company that creates tremendous value for our customers by
helping them deliver on their technical and business challenges.
• It is equally important for us to leave behind a legacy of grooming our
employees to be the next leaders, giving back to society and the world at
large.
ORGANIZATIONAL CULTURE
Level 1
ORGANIZATIONAL CULTURE
Level 2
CORE VALUES
Customer Satisfaction – our No. 1 goal

Quality is everyone’s responsibility

Our employees are our asset

Commitment to innovation

Social responsibility
HIRING OF NEW COUNTRY MANAGER
• March 2016 – Mr. Ahmed Ayub was appointed as the Country Manager
• Mr. Ayub had an experience of 15+ years in the industry, nearly 7 years with
previous employer
• The environment of the previous organization was significantly different
• Centralized decision making
• String intervention of senior management in low level decision making
• Client base included large number of local firms

• July 2016 – Mr. Zeeshan Aftab was relocated to the Dubai office, leaving the
Country Manager in charge
EARLY SIGNS OF PROBLEM
Performance Evaluation Score

•
90
Dip in general performance level in January 2017
cycle 80

• General dissatisfaction about work conditions among 70

employees at all levels 60

• Employees were uncertain about their career 50

progression
40

• A total of 11.2% employees were on their exit track

30
in months of December 2016 and January 2017, last
year the figure for the same period was 6% 20

• Severe issues in Project Delivery, with a potential loss 10

of customer due to project mismanagement 0

0 1 2 3 4 5 6 7 8 9 10

2016 2017
FEEDBACK FROM EMPLOYEES
• Add snips here
INVESTIGATION OF ISSUES
• HR launched multiple investigations for various complains and issues raised
• Most cases could be summarized along following lines
• Misallocation of work – burdening employees unduly
• Lack on planning for resource allocation – employees were continuously being assigned
and reassigned to projects
• Uncertainty about key deliverables
• Lack of Information sharing PMO (senior management)
• Overlapping resource demand between Project Managers (mid tier)
• Low motivation among employees dues to perceived growth stagnancy
MAIN CAUSE OF PROBLEM
• Upon further probing following issues were discovered
• The problems initiated due to the change of Leadership
• The new Country Manager was not the right fit for the organization
• The senior management moved from holistic decision making approach to myopic
approach
• Managers were operating in silos, leading to disrupted information flow between teams
• With the external Country Head coming in, employees could not see growth for
themselves
• There seems to be a case of Competing Commitment
NEW V/S OLD LEADERSHIP

Zeeshan Aftab Ahmed Ayub

Transformational Leader Transactional Leader

Risk Taker Risk Averse

Directive
Visionary
Centralized Decision making
Decentralized V/S Severely Practical

Had been a part since origin Task Oriented

Negotiator
Charismatic
Emotionally Intelligent
Employee Empowerment One-on-One Communication
 PERSONALITY – JOB - ORGANIZATION FIT

Individualistic Decentralized Decision

Risk Averse Making
Emotionally Intelligent Innovation Oriented
Self Centered Personality Organization Collective Culture
Micro Management Challenge Oriented
Employee Empowerment

People Orientation
Job Quick Decision Making
Strategic Leadership
Free flow of information
Macro Management
PROPOSED SOLUTION

Leadership Strategic

Role of HR

Employees
STRATEGIC PLANNING
LEADERSHIP
• Regional Head mentorship
• smoothen transition between

• Weekly meetings with departments

• eliminate one-on-one interaction
• ensure all teams are on the same page
• strengthen partnership between departments
ROLE OF HR
David Ulrich
• Defined a strategic role of HR in organizations
• Identified 4 key HR roles which make organization effective and friendly to employees
1. HR Business Partner
2. Change Agent
3. Administration Expert
4. Employee Advocate
ROLE OF HR
GAINING BACK TRUST OF EMPLOYEES

Hygiene
• Working conditions
• Work/Life Balance
• Supervisor relations
• Policies and Rules
Motivator
• Recognition & Responsibility
• Growth Opportunities – Internal Promotions
• Sense of Personal Achievement - EOTM, Awards, Bonuses
 GAINING BACK TRUST OF EMPLOYEES
• Project Updates
• Avoid overwork
• Motivate employees to work harder
• Visibility of work at managerial level
• IssueTrack
• Maintain an issue-tracking sheet (accessible by other all departments and Country Head)
• Discuss issues on priority basis in weekly meetings
Date Department Employee Issue/Concer Course of Next
Name n Action Discussion
QUESTION AND COMMENTS
Thank you!