Analyzing Process Problems, Risks and Necessary Leadership Approach at Workplace

Analyzing Process Problems, Risks and Necessary Leadership Approach at Workplace

Chhitiz Shrestha
Westcliff University
Introduction
Sooner or later, a business will have to face various risks to survive. In the long run,
there are plenty of fumbles, missteps and problems in processes in any business. But these are
less the result of risk-taking and more of ineptitude (Doss, 2013). However most people will
only take risk when they feel that it is safe to do so. Hence it becomes crucial for leader at all
levels to be proactive in cultivating a culture of taking risks where the people feel secure
enough to exit their comfort zones (Warrell, 2015). This is very important as it can be the
difference between survival and death of a business.
Problem in the Process
I currently work for my family business, Hotel Himalayan Horizon, a resort located in
the outskirts of Kathmandu. Having joined the family business officially after my
undergraduate degree, I have been working at the resort for approximately 2 years now. I
started looking after the Operations of the resort as the Operations Manager. Gradually I
began to understand how exactly my family business operates. And in the process I found
some problems in the process of things being carried out.
As the organization that I work for is not very large, the Operations Department
would also look after the Human Resources. And the primary problem in our Human
Resources Process was that our traditional way of hiring people. This meant that the staff we

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had working for us had not signed a contract with us. The concept of contractually obliging
an employee to work for us under certain terms and conditions was not being practiced.
To be honest, the staff that we had working for us belonged to a background that
lacked education. They simply worked for pay. But with time there were certain aspects that
were overlooked by the employees. For instance, the staff were not always dressed in their
uniforms, some employees were found not to be punctual, and some staff were found
utilizing the hotel resources reserved for the guests. More over the staff turnover was also
very high. We would hire young people who would learn the trade with us and go abroad for
work as soon as they found an opportunity. This simply meant that we were training people
so that they could find a better place to work. This in fact was a trend of most of the hotels
and resorts in Dhulikhel were facing. And all because the staff were not contractually obliged
to work under certain terms and conditions. I found that very alarming at first. But then I
realized that making 50 people work for you without a contract itself was a big thing, which
my Grandfather and my Father were able to do. And it was up to me to bring change to this
issue in the process of HR in my organization to help my family business adapt to the current
business environment.
Many organizations are slow to change as the internal politics makes it difficult to
reach consensus across all levels of leadership even when the necessity for change is
urgent. This is why many companies unknowingly lose momentum as they fail to change fast
enough allowing the marketplace and competitors to pass them by. The result: valuable
time is misspent, resources applied and money invested without the required outcomes to stay
competitive, keep clients satisfied and employees engaged (Llopis, 2014). This was very
relevant to my workplace as well. I had to bring change to the process to thrive in the
dynamic business world.

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Improving the Process

Improving the Human Resources Process by tying up the employees in a standard
contract was became my next goal. Employees must be considered assets in an organization.
And most competitive companies will be the ones that manage their employees like the assets
they are (Bassi & McMurrer, 2007). So I am in the process of carrying out a simple research
to determine how a standard contract for a hotel employee should be with regards to the
Labor Law of Nepal. I have been through some contracts offered by 5 star hotels to their
staff. But since our organization is a bit modest, I am preparing to make changes aligned with
the best interest of the organization, yet keeping in mind that the interests of the employees
are not undermined. And in the process conceptual and human dimensions of management
will also be covered as it is important for leaders of today and tomorrow (Luthans, 2002). I
will also be able to learn and implement the aspect of Social Cognitive Theory while I
approach the employee Union to discuss about the problem in the process.
Undertaking Risks to Improve the Process
Risk and failure are the foundational elements of innovation (Doss, 2014). And
innovation is an integral aspect in a good leader. In the present context, when there is cut
throat competition all over the place, innovation and risk taking becomes very essential for a
business to survive. Hence I will also have to take risk by presenting this proposal in front of
the employee union. Since my father, the Managing Director and my Grandfather the CEO of
the Resort, have already approved my proposal, I know I will have their support. And I will
be needing it very much as I would have to deal with the employee Union. It is common for
people to be afraid of change. And unions can be very troublesome, especially in a country
like Nepal. So I will have to approach them in a calm and composed manner. As they are not
much educated, I feel they will be skeptical in the beginning. But I am confident in my

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abilities to convince them that this is in the best interest for the management as well as the
employees.

Tradeoffs and Benefits of Change

I see a lot of benefits of this change to our Human Resources Process. It will help the
management to ensure that the employees are working under the specified terms and
conditions as well as the Hotel Policy. As I am planning to add some important clauses to
prevent an employee from suddenly leafing the organization it will also greatly help to reduce
employee turnover, which has been a constant problem in our organization. On the other
hand, the organization would also have to be more cautious regarding aspects timely payment
of staff salaries, providing the promised services to the staff and other obligation to the
employees, all of which are mentioned in the contract. This cannot exactly be termed as a
tradeoff, but fulfilling our side of the bargain can be difficult at times.
Planning Required to Change Process
Being forward looking, having the ability to envision the future and enlisting others in
a shared vision are the attributes that distinguish leaders from non-leaders (Kouzes & Posner,
2009). This view can be very much applicable in my organization as it is high time we stop
lagging behind our competitors and be more forward looking. Keeping this in mind I have
developed a plan to change the Human Resources Process in my organization. I have
frequently consulted my Father and Grandfather, both of whom have been involved in the
business for decades, as well other fellow Hoteliers. I am in the middle of my research of a
basic layout of a contract with respect to the Labor Law of Nepal. After I have completed my
research, I plan to make a draft of a contract. And after that, if my Father and Grandfather

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Approve, I plan to approach the Union Leader of our employees and discuss it with him. And
after I get a positive response I will present the contract to all the employees in our
organization. Hence this is my plan to eliminate the problem in the process in my
organization.
Building Commitment in the Organization
Trust and, in-turn, commitment can be considered the bedrock of an organizational
foundation. It is also linked to a number of attitudinal outcomes, particularly organizational
commitment and job satisfaction (Dirks & Ferrin, 2002). I firmly believe that I am committed
to the Organization. Bring about this change is a necessary step to remain competitive in the
long run. Therefore I am fully committed to take every measures necessary to correct the
problem in the process of HR in my organization. Tying up employees in contracts, on the
other hand will also ensure their commitment to the organization.
References:
Doss, Henry. (July 2013). Three Critical Innovation Roles: Broker, Role Model, Risk-Taker.
Forbes
Doss, Henry. (April 2014). How to Lead A Culture of Innovation. Forbes
Dirkes, K. T., & Ferrin, D. L., (2002). Trust in Leadership: Meta-Analytic Findings and
Implications for Research and Practice. Journal of Applied Psychology
Kouzes, James M. & Posner, Barry. (Jan 2009). To Lead Create a Shared Vision. Harvard
Business Review
Llopis, G. (June 2014). Change Management Requires Leadership Clarity and Alignment.
Forbes Luthans, F. (2002), Organizational Behavior, MGM Publication: India

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Warrell, Margie. (January 2015). Leadership Courage: Creating A Culture Where People Feel
Safe To Take Risks. Forbes