Industry: Government media
Location: Abu Dhabi, United Arab Emirates
May 2023
CASE STUDY
The premier Abu Dhabi government-owned media organization acquires and produces TV, radio and print media for the country, it widely respected and considered as the ‘voice of the nation‘. Due to a rapid expansion and contraction, issues emerged with ineffective workforce planning, inaccurate skills mapping and in keeping pace with the content acquisition and market trends. This was raising concerns with staff morale, leadership direction and external market perception.
Key deliverables in development:
- Current state assessment report
- Worker psychometric testing
- Industry benchmarking reports
- Integrated processes with KPIs
- New company wide-organization chart
- Organizational Maturity Assessment
- Strategic transformation plan
- Awareness workshops
- Operational governance model
- Employee mapping to the new business model
- Desired / target state report
- Three-year Workforce plan
The Result
Under the direction of the Board of Directors, we were appointed to course-correct the agency and deliver streamlined results in Human Capital management. As such, I directed my team of four direct and eight indirect staff and budget of US$1.6M to concentrate this transformation on staff assessment, data analytics, human performance assessment tools, appraisal, structure and practices.
We conducted several interviews, staff assessments and testing to understand the potential career paths of key staff and leadership each each domain and plotted a course of long-term career growth and morale. To execute the new target state, we collaborated with domain area staff and redesigned the organizational chart for the entire business to refocus people where they could have the most positive influence the negative culture, foster greater collaboration and drive program acquisition through specific media content.
Final deliverables were presented to the Board for final approval and implementation along with staff assessment, decision-making governance and new operating model. The Board agreed in session that the deliverables had the potential to enabled higher revenue through focus on better content, increased market share, better staff retention and sustainable operations from functional governance and clear decision-making tolerances.