Below is my paper that I pasted. I need help writing my introduction and conclusion.

Introduction

Vision

Striving to emerge as a foremost global entity, we aspire to spearhead innovation, foster diversity, and exemplify cultural competence, thereby effecting substantial enhancements in the corporate realm and redefining how individuals engage in professional pursuits.

Mission

Our mission is to support our valued clients and enterprises in cultivating sustainable and significant advancements in their overall business performance. We are dedicated to contributing to the establishment and maintenance of exceptional organizations that excel in attracting, retaining, developing, and accommodating highly qualified professionals from diverse backgrounds.

Values

In this global enterprise with a pervasive international presence and diverse outlets, adherence to core values is imperative for employees and managers. These values serve as guiding principles crucial for Global Success Organization's mission and vision. Furthermore, they empower employees to address challenges associated with globalization, cultural competence, and diversity, facilitating organizations in attaining coveted global expansion. These values are as follows:

1. Abiding by the highest professional and safety standards.

This will be achieved by putting clients first and maintaining excellent professional standards to help them get high-quality services. This is also achieved by applying cost-effectiveness in managing the client and company's resources.

1. Enhancing the performance of the clients.

GSO (Global Success Organization) achieves this by applying a top-management strategy and relying on the objectives and goals of the firm to inspire employees to deliver excellent services to clients. The employees are also taught to create long-lasting relationships with the GSO's clients through trust and honesty.

1. To create and develop a good working environment for the exceptional individuals.

This is achieved through inclusivity and non-hierarchical approaches. GSO also aspires to sustain a caring meritocracy in its daily operation. Finally, this is achieved by accommodating employees' and clients' diverse opinions and perspectives.

1. GSO's essential core values are commitment to one another, integrity, transparency, and honesty (Schroeder et al., 2019).

Change Management & Organizational Politics

Strengths

• A clear vision, mission, and values are set and strong.
• Support of executive staff (CEOs, HR, and Finance).

Weaknesses

• Combatting CEOs.
• Lack of team leadership.
• Not adhering to the vision and mission set forth by the company.

Description of the Challenge

Encourage all staff, contracted or full-time, to adhere to values two and three, providing exceptional support to all clients and creating a great working environment.

Year One

Goal One

• All individuals employed by the Global Success Organization (GSO) must acknowledge the importance of working together for the greater good of the company, its clients, and its employees.

Objectives

1. Despite their differences, the CEOs should identify common goals that align with the interests of clients and employees. This could include improving customer satisfaction, enhancing employee morale, increasing productivity, or achieving financial targets.
2. Develop shared values that reflect the common goals identified. These values should articulate the organization's desired future state and serve as a guiding principle for decision-making and actions.
3. Re-outline the roles and responsibilities of each CEO and executive based on their strengths and expertise. Establish boundaries to prevent conflicts of interest and ensure accountability. Foster open communication and collaboration between the CEOs and key stakeholders, such as department heads, managers, and employees. Regular meetings, workshops, and team-building activities can help build trust and improve teamwork.
4. Keep the needs and priorities of clients and employees at the forefront of decision-making processes. Solicit feedback through surveys, focus groups, and one-on-one meetings to understand their concerns and preferences.
5. Demonstrate leadership behaviors that reflect the organization's values and promote a positive work culture. Lead by example in integrity, humility, empathy, and commitment to continuous improvement. Be transparent about the leadership team's decisions, policies, and actions. Hold each other accountable for upholding the shared vision and values of the organization.
6. Continuously monitor the effectiveness of organizational changes and adjust strategies as needed. Solicit feedback from clients, employees, and other stakeholders to identify areas for improvement and innovation.

Metric

Employee engagement survey results measuring alignment with company values and mission statement will be conducted using established survey tools such as Gallup Q12 or Culture Amp. Results will be analyzed quantitatively, focusing on scores related to perceptions of organizational values and mission alignment. Qualitative feedback from open-ended survey questions will also be considered to provide deeper insights into areas of improvement.

Timeframe:

Quarterly assessments will ensure that any deviations from the desired alignment can be promptly identified and addressed, allowing for agile adjustments in strategy.

Responsible person

• Human Resources Department

Year Two

Goal Two

• Strengthen communication and collaboration between CEOs and critical stakeholders to ensure alignment on GSO's goals and values.

Objectives

1. Increase the frequency of CEO meetings to discuss alignment on company goals and values. Meetings will occur bi-weekly to ensure regular communication and synchronization of efforts.
2. Implement a cross-departmental task force comprising representatives from various departments to address conflicts or discrepancies in vision and mission adherence. The task force will utilize conflict resolution strategies such as mediation and negotiation to foster consensus and alignment.
3. Conduct regular team-building workshops facilitated by external experts to foster better relationships and trust among executive staff. These workshops will include activities designed to improve communication, collaboration, and understanding of each other's perspectives.

Metric

The frequency of CEO meetings and task force resolution rate will be tracked using a designated project management tool such as Asana or Trello.

Timeframe

CEO meetings will occur bi-monthly, and task force resolution rates will be measured quarterly to ensure timely response to conflicts and discrepancies.

Responsible person

• Executive Assistant
• Human Resources Department

Year Three

Goal Three

• Enhance accountability and transparency in decision-making processes to foster trust and employee engagement.

Objectives

1. Implement a transparent decision-making framework outlining how decisions are made and communicated across the organization. The framework will include clear guidelines for involving relevant stakeholders, documenting decision rationale, and ensuring timely communication of outcomes.
2. Conduct regular town hall meetings led by the CEOs to update employees on company initiatives and address concerns. These meetings will allow employees to ask questions, share feedback, and gain insights into the organization's strategic direction.
3. Establish a feedback mechanism for employees to provide input on decision-making processes, such as suggestion boxes, online forums, or dedicated email addresses. This will empower employees to contribute ideas and voice concerns, promoting a culture of inclusivity and transparency.

Metric

Employee satisfaction with transparency and accountability measures will be assessed annually through anonymous surveys. The survey will include questions about employees' perception of decision-making transparency, opportunities for input, and overall trust in leadership.

Timeframe

Annual assessments will provide insights into the effectiveness of transparency and accountability measures over time, allowing for iterative improvements.

Responsible person

• Chief Operating Officer (COO)

Talent Management and Teamwork

Strengths

• CEO responsibilities are split by function, setting clear boundaries, and optimizing tasks for the co-CEOs.
• Clear hierarchies, which, in theory, facilitate reporting and communication 'up and down the chain of command.'

Weaknesses

• High turnover rates for consultants.
• Strained working relationships among upper management.
• 'Overwhelming' workload assigned to middle management, increasing potential burnout rate and turnover of managers.
• Unorganized delegation of assignments. No formal matching processes. Unclear team roles and responsibilities.
• Conflicts of interest generated by workplace relationships, straining team dynamics.
• Lack of regular communication among middle management.
• Lack of workplace safety guarantees for consultants, impacting their well-being.
• Non-existent orientation and training programs for consultants.

Description of the Challenge

Structural changes within GSO are required to create a strategy for developing effective onboarding and talent management processes and fostering a positive teamwork environment. The main challenge lies in designing and implementing formal orientation, training, and communication systems. The previous tackles the company's primary deficiencies in global communication and employee training.

Year One

Goal One

• To improve organizational communication.

Objectives

Good communication is crucial for team coordination and collaboration. Communication in virtual teams is influenced by three key aspects: frequency, quality, and content. High diversity in virtual teams may lead to better communication due to limited interaction. To address this, diverse teams must exchange accurate information frequently to enhance understanding and leverage different perspectives (Kriek, 2019). Effective communication begins from onboarding and extends into day-to-day operations. The following objectives represent the milestones in GSO's communication transformation.

1. Develop an employee orientation program for all new hires and current staff (full-time employees and independent consultants) by the end of the year.
2. Introduce a centralized communication platform by the end of the third quarter.
3. Implement regular meetings between management, employees, and consultants by the end of the second quarter.

Metric

Effective metrics for decision-makers should be clear, outcome-based, and aligned with overall goals. They must understand customers and be transparent, reproducible, quantifiable, and verifiable (National Research Council, 2013). The following metrics document GSO's achievements toward an improved organizational communication system.

1. 50% completion rate for current employees and contractors and a 90% completion rate for new hires after implementation.
2. Daily active users equivalent to 135 (or 90% of the total number of contractors).
3. Bi-monthly (twice a month) meetings between all managers, managers and consultants, and employees and CEOs, with an average attendance rate of 80%.

Timeframe

1. The employee orientation program must be implemented by the end of Year One (December 2024). Upon integration, all employees must complete the program within six months (current employees and contractors) or three months (all new hires).
2. The centralized communication platform must be launched by the third quarter of Year One (September 2024).
3. Regular meetings between all types of staff must be scheduled and underway by the second quarter of Year One (June 2024).

Responsible person

1. Human Resources Director
2. Chief Operating Officers
3. Managers

Year Two

Goal Two

• To reduce turnover rate for consultants.

Objectives

Reducing the fluctuation rate of consultants is crucial for organizational stability and long-term success. High turnover can lead to losing institutional knowledge, disrupt project continuity, and incur significant recruiting and training costs (van Zyl, 2011). Additionally, a high consultant turnover rate can negatively impact team morale and client relationships, ultimately hindering the organization's effectiveness. In the following, three specific steps are listed to counteract a high fluctuation rate:

1. Establish a continuous learning and professional growth culture by offering ongoing training and development opportunities.
2. Foster a positive and inclusive work environment through employee engagement initiatives.
3. Establish transparent career pathways within the organization, outlining potential career trajectories and consultant advancement opportunities.

Metric

1. Continuous Learning and Professional Growth: Implementation and measurement of a 20% increase in consultant participation and a 15% increase in average training hours per quarter.
2. Positive and Inclusive Work Environment: Achieve a 15% increase in employee satisfaction scores and a 15% decrease in turnover rates through regular surveys and engagement initiatives.
3. Transparent Career Pathways: Ensure 80% of consultants are aware of career pathways, target a 15% increase in internal promotions and reduce the average time to progression by 10%.

Timeframe

1. Continuous Learning and Professional Growth: The training program's success is evaluated quarterly to increase consultant participation by 5% and average training hours by 3% by the end of each three months.
2. Positive and Inclusive Work Environment: Monitoring the impact of engagement activities and satisfaction surveys takes place every two months, aiming to increase satisfaction levels by 10% and reduce the fluctuation rate by 7.5%.
3. Transparent Career Pathways: The assessment of progress in communicating career paths and tracking internal promotions takes place every quarter to increase awareness by 20%, increase the number of promotions by 5%, and reduce the average time to promotion by 2.5% at the end of each three months.

Responsible person

1. Human Resources Director
2. HR Director and team leaders
3. HR Director and managers

Year Three

Goal Three

• To increase workplace satisfaction.

Objectives

In today's dynamic and competitive business environment, the importance of workplace satisfaction cannot be overstated. Employee satisfaction is intricately linked to organizational success, affecting productivity, employee retention, and overall workplace morale (Adenike, 2011). A satisfied workforce is more engaged and motivated and contributes positively to the organizational culture, fostering innovation and collaboration. Recognizing and addressing the factors contributing to workplace satisfaction is paramount for companies aiming to enhance organizational dynamics and effectiveness. The specific objectives of GSO are set out below.

1. Flexible working arrangements, such as remote working or flexible working hours, contribute significantly to job satisfaction.
2. Implementing robust training and development programs equips employees with the skills needed for their roles and signals a commitment to their professional advancement.
3. Encouraging employees to share their opinions, ideas, and concerns fosters a sense of inclusivity and demonstrates that their input is valued.

Metric

1. The percentage increase in the employee engagement surveys specifically addresses work-life balance and satisfaction with flexible working arrangements is measured. The target is a 15-20% increase in positive responses regarding work-life balance and satisfaction with flexible working arrangements in employee surveys within a certain period.
2. Participation rates in training and development programs will be tracked, and the percentage increase in employees who indicate their satisfaction with the available development opportunities in regular surveys will be evaluated. The aim is to increase the participation rate in further training programs by 10-15% and to increase the positive responses regarding satisfaction with development opportunities by 15-20%.
3. Evaluate the frequency and effectiveness of communication channels such as team meetings, feedback sessions, and suggestion boxes. The percentage increase in employees reporting satisfaction with the communication and feedback processes will be measured. The aim is to achieve a 15-20% improvement in employee satisfaction with the communication and feedback mechanisms.

Timeframe

1. After six months, a mid-term evaluation assesses the progress in introducing flexible working arrangements and the initial impact on employee satisfaction.
2. A quarterly review will be introduced to assess participation rates in training programs and gather feedback on the perceived effectiveness of the programs.
3. Bimonthly pulse surveys measure employee satisfaction with the communication and feedback mechanisms.

Responsible person

1. HR Director and managers
2. Training and Development Manager
3. Internal Communications Manager

Cultural Appreciation

Strengths

• Culture of workforce diversity and equal representation of gender.

Weaknesses

• Poor company culture and lacking leadership qualities among the CEOs.

Description of the Challenge

Build diversity, equity, inclusion, and goals that include increasing diversity in the workforce, implementing culture, and creating initiatives to promote inclusion.

Year One

Goal One

• Implement CEO's effective leadership in their roles and responsibilities.

Objectives

Leaders should lead by example, embodying the desired organizational values and behaviours. Their commitment to continuous learning, adaptability, and a positive cultural shift is a powerful model for employees, inspiring them to do the same. This establishes a solid foundation for leadership development, change management, and cultural transformation initiatives (Panel, 2023).

1. GSO's leadership should create a clear set of corporate values. To become an inclusive leader, start with self-awareness of the biases. Self-awareness is one of the most powerful traits of successful leaders. What you accept as a leader tells your employees everything they need to know. Being intentional and leading by example is how you will develop more buy-in from your team (Dennison, 2021). Employees and team members need to see the two CEOs as true leaders and not argue about the organization's finances, consultants, and direction.
2. Create a positive company culture and improve employee engagement. It requires continual effort and commitment from all levels of the organization. Make sure the company's values and goals are clearly and consistently communicated. Ensure all employees understand how their roles and contributions fit into the organization's larger goals and how they help the company achieve its mission and vision of success.
3. CEOs need to prioritize culture as part of everyday operating and decision-making processes. GSO culture needs to be adaptable. When culture is strong, you can trust that everyone is doing the right thing.

Metric

1. Increase cultural diversity in the workforce: GSO can have training courses implementing policies and practices to attract and retain employees from diverse backgrounds with 100% employee participation.
2. The two CEOs can survey employees to determine what values are important to them and then create a set of values that reflect those. The values should be communicated to all employees and used to guide decision-making and behavior within the organization. An 80-90% recommended rate is an excellent minimum benchmark, as it allows GSO to hear from 4 out of 5 people on average.
3. Create a culture committee that meets regularly to discuss and address issues related to culture; at least 90% of employees will have to attend. The committee should also develop and implement policies and practices that promote a positive culture.

Timeframe

1. Training Courses- conducted quarterly with quiz requirements of 80% passing rate or must be retaken (March 2024).
2. Employee Surveys- to be rolled out within three months. They will be taken every year and will be measured to ensure improvement (March 2024).
3. Culture Committee Meetings- meet on the first Wednesday of each month for the entire first year (January-December 2024).

Responsible persons

1. Chief Operating Officers
2. Human Resources Director
3. Team members

Year Two

Goal Two

• Offer language courses to all employees to help expand our global communication methods.

Objectives

Offering language courses contributes to creating a more inclusive and diverse workplace by breaking down language barriers, fostering cultural understanding, and providing equal opportunities for all employees to succeed and contribute.

1. In a global organization, teams may be distributed across different countries.Providing language courses ensures that all employees can fully participate in meetings, discussions, and collaborative projects. This promotes a more equitable workplace where everyone's voice is heard. For organizations serving a global customer base, language skills among employees can improve customer relations.
2. Communicating with customers in their language enhances the customer experience and builds stronger relationships. Providing language courses reflects an inclusive organizational identity that values diversity. It sends a message that the organization is committed to creating an environment where employees from various linguistic backgrounds can thrive.
3. Offering language courses as part of professional development can enhance employee engagement. Employees may feel more valued and supported in their career growth, contributing to a positive and inclusive organizational culture. This can effectively lower the high turnover rate the organization is currently facing. Highlighting language courses in recruitment efforts signals a commitment to diversity, inclusion, personal growth, and mobility (O'Rourke & Brennan, 2023).

Metric

Focus Groups will be administered to all GSO employees, contracted or not. The groups will be split by job level. Each group will be asked the same questions, and the Human Resources Director will review the data at the completion. The following will be the focus points for each group:

• Measure participants' expectations regarding how language course availability may positively impact their job performance.
• Assess participants' commitment to completing the language courses; gather suggestions from employees on how to make the language courses more engaging and effective (Hennick, 2014).
• Understand the motivating factors for employees to learn a new language, such as career advancement or personal mobility.

Timeframe

• Focus Groups= 3 weeks (April 2024).
• Software/ course research= two weeks (May 2024).
• Open forum for all staff twice a year (March 2024, November 2024).
  • Use the first forum to gather insight after focus group completion.

Responsible person

• Human Resources Director
• Employees
• Chief Operating Officers

Year Three

Goal Three

• To foster global cultural integration and understanding among its employees and stakeholders.

Objectives

1. To develop and implement cultural integration programs and initiatives that promote respect, collaboration, and appreciation for cultural differences.
2. To create a work environment where employees feel comfortable expressing their cultural heritage and where cultural diversity is celebrated and integrated into daily operations.

Metric

By focusing on cultural integration, GSO aims to create a more inclusive and diverse workplace that values and respects employees from all cultural backgrounds. Here are some examples (LinkedIn, n.d.):

1. One of the most common ways to measure culture is to ask your employees how they feel about working for your organization. Employee satisfaction surveys can help you gauge the level of alignment, trust, and commitment among your staff. You can use different scales, questions, and formats to capture various satisfaction aspects, such as overall happiness, engagement, motivation, recognition, feedback, and growth opportunities. Conduct regular surveys to gauge employee satisfaction with cultural diversity initiatives, aiming for an 80% satisfaction rate.
2. Another metric that can reflect the quality of your culture is employee referrals. How many employees refer their friends, family, or network to work for your organization? How many of these referrals are hired and retained? Employee referrals can help measure the reputation, advocacy, and pride of employees, as well as the attractiveness and fit of culture for potential candidates. 82% of employers claim that referrals generate the highest ROI because hiring them takes 55% less time than job boards (Dennison, n.d).
3. A third metric that can help you evaluate your culture is employee feedback. How do you collect, analyze, and act on the feedback from your employees? How do you encourage and enable your employees to share their opinions, ideas, and concerns? Employee feedback can help you measure the communication, collaboration, and innovation of your employees, as well as the responsiveness and accountability of your culture initiatives. Employee issues were identified and addressed within 90 days of the problem and reduced by 10% by the 3rd quarter of year one.

Timeframe

1. Employee satisfaction surveys- conducted on all employees with the participation of managers and performed once a year at the end of the year or as needed (December 2024).
2. Employee referrals- Conduct regular and attract strong candidates from diverse cultural backgrounds by the end of the year (December 2024).
3. Periodic reviews by the end of the third quarter will be made, and adjustments to the plan based on organizational feedback and cultural landscape changes (June 2024).

Responsible person

1. Chief Operating Officers
2. Managers
3. Human Resources Director

Global Leadership and Collaboration

Strengths

Global Success Organization (GSO) prides itself on maintaining a diverse workforce, encompassing individuals from varied ethnic backgrounds, cultures, and genders. This diversity serves as an asset, fostering a rich tapestry of perspectives and experiences within the organization. According to Schroeder et al. (2019), such diversity is instrumental in driving innovation and problem-solving, contributing to GSO's global success. Additionally, the commitment to core values, including integrity, transparency, and honesty, establishes a strong ethical foundation. These values not only guide the organization's internal operations but also foster trust among employees, clients, and partners.

Weaknesses

GSO faces challenges that need addressing to sustain its global leadership position. Consultants' express apprehensions about integration and engagement in external organizations, suggesting potential gaps in ensuring collaboration and effective communication. This challenges GSO to bridge the gap between different employment statuses and ensure a cohesive and collaborative work environment. Addressing these concerns aligns with the organization's broader mission of exemplifying cultural competence and fostering diversity (Schroeder et al., 2019).

Description of the Challenge

To address the potential challenge of perceived differentiation between consultants and full-time employees, Global Success Organization (GSO) can implement solutions aimed at fostering unity and collaboration. The organization should create a cohesive work environment conducive to effective global collaboration. Implementing mentorship programs, cross-functional team-building activities, and inclusive communication strategies can play pivotal roles in breaking down barriers and fostering understanding among employees with different employment statuses. This solution aligns with GSO's commitment to diversity and inclusion, propelling the organization toward its broader mission of exemplifying cultural competence in the global professional landscape.

Year One

Goal One

• To foster greater professional collaboration.

Objectives

Global virtual teams face collaboration challenges due to differences in location and culture. To enhance productivity, inclusive team attitudes, and strong leadership are crucial (Lauring & Jonasson, 2018). Professional relationships are strengthened in and outside the workplace. The following objectives illustrate GSO's steps toward effective leadership and greater international collaboration.

1. Implement a (nonmandatory) company-wide mentorship program for all staff (full-time employees and independent consultants) by the end of the year.
2. Introduce regular (for work teams) and irregular (for all staff) stand-up meetings by the end of the third quarter.
3. Initiate regular 'after-work' activities by the end of the second quarter.

Metric

1. 30% participation rate for employees of all statuses after implementation.
2. Weekly (for work teams) and monthly (for all staff) stand-up meetings, with an average attendance rate of 90% and 60%, respectively.
3. Bi-monthly (twice a month) after-work activities with equal distribution between full-time employees and independent contractors.

Timeframe

1. The company-wide mentorship program must be implemented by the end of Year One (December 2024). The target participation rate must be met three months after introduction.
2. Regular stand-up meetings for work teams and all staff must be scheduled and recurring by the third quarter of Year One (September 2024).
3. Recurring after-work activities must be initiated by the second quarter of Year One (June 2024).

Responsible person

1. Human Resources Director, managers
2. Managers
3. Human Resources Director

Year Two

Goal Two

• To improve workplace safety.

Objectives

Ensuring workplace safety is a significant concern in any organizational setting, impacting not only the well-being of employees but also overall productivity and cost-effectiveness. Collaboration between management and staff is necessary to uphold and improve safety measures and systems (Jonathan & Mbogo, 2016). The following objectives consist of necessary actions GSO must take to ensure the health and safety of employees of all statuses.

1. Establish a safety committee to handle all relevant complaints and requests from all staff by the end of the year.
2. Implement a reporting system for potential safety concerns by the end of the third quarter.
3. Conduct a comprehensive safety audit across all contractor teams and client organizations by the end of the second quarter.

Metric

1. Three successfully hired and onboarded full-time HR employees to compose the newly founded safety committee and support the HR Director.
2. Surveys administered before and after implementation of the reporting system show 50% more safety incidents have been officially communicated, with follow-up actions initiated for 80% of these.
3. 90% of contractor teams and client organizations have been audited for safety.

Timeframe

1. The safety committee must be established and in operation by the end of Year One (December 2024).
2. The reporting system must be in place by the end of the third quarter (September 2024).
3. The safety audit must be completed by the second quarter of Year One, with an outstanding 10% (maximum) to be concluded throughout the year (time and resource limitations).

Responsible person

1. CEOs, Human Resources Director
2. Managers
3. CEOs

Year Three

Goal Three

• Cross-functional team-building activities

Objectives

Introducing cross-functional team-building activities at GSO is crucial because it fosters collaboration, breaks down silos, and promotes a holistic understanding of diverse roles within the organization. (Kirkman et al., 2002) Such activities help employees develop stronger bonds, enhance communication, and improve teamwork. This is especially vital in a global context where teams may be geographically dispersed, ensuring employees can work effectively across different functions and roles.

1. Implement regular workshops focusing on team-building exercises and communication strategies to foster understanding and a shared vision among team members from different functions.
2. Implement cross-functional projects that require collaboration, breaking down silos, and encouraging the exchange of ideas and skills.
3. Acknowledge and celebrate cross-functional team successes through company-wide events, reinforcing the importance of collaboration and fostering a positive culture of teamwork.

Metric

1. The percentage increase in employee participation in cross-functional team building workshops compared to the baseline will be measured. The target is an increase of 5.5% per quarter, which indicates a growing commitment and interest in collaborative activities.
2. The time required to complete cross-functional projects will be tracked. The project completion time will be reduced by 15% by the end of the third quarter to improve team efficiency and communication.
3. Surveys are conducted to determine employee satisfaction with cross-functional collaboration. A 10% increase in positive responses regarding teamwork and collaboration would indicate a positive change in the corporate culture.

Timeframe

1. Participation rates will be assessed quarterly to monitor progress.
2. At the end of each quarter, the project completion times will be evaluated to identify improvements.
3. Employee satisfaction surveys are also conducted at the end of each quarter to measure the impact of team-building initiatives.

Responsible person

1. HR Director
2. Project Managers and Team Leaders
3. Department Heads

Social Responsibility and Entrepreneurship

Strengths

• According to Forbes,"Social responsibility," in simple terms, means a business's obligation to pursue achievable and good long-term goals for its people and the world at large (Heyward, 2020). One strength of Global Success Organization is that the employee demographics are made up of different ethnicity groups, cultures, and sex.

Weaknesses

• Consultants of GSO have been asked to work in organizations that have been cited for safety issues. Several have indicated they feel like their health is at risk. One of the CEOs has stated that this is not a GSOs problem since they are just contract workers and not considered employees.
• GSO consultants perform contractual work and are not considered employees of the organization. There is a high turnover rate for consultants.

Description of the Challenge

Implement strategies that can enhance employee retention, build a positive work culture, and create an environment where employees feel valued, supported, and motivated to stay and contribute to the long-term success of the organization.

Year One

Goal One

• Identify factors that contribute to high employee turnover and develop effective solutions to address them.

Objectives

Several factors can cause high turnover rates. Replacing employees is expensive, so lowering the employee turnover rate can be a significant cost saving. CSR can build a good reputation of organization and a strong relationship with employees, which can, accordingly, alleviate employees' turnover intention. GSO can prevent and reduce employee turnover rates by establishing clear guidelines for evaluation and advancement, developing feedback surveys, and analyzing their hiring process to find areas of improvement.

1. Create workplace safety culture for all employees. You can begin by understanding the root causes of your most serious workplace injuries and regularly surveying the workplace for potential safety hazards in equipment and work design. Once that is done, you can be ready to engage with your employees to enlist their support in creating a company culture where safety is always top of mind. It never hurts to be over-prepared. Regular meetings to review safety rules and discuss prevention that keeps workplace safety top of mind so that when something does happen, everyone knows what to do right away (Hopkins, 2018).
2. Increase revenue and ROI by regularly reviewing the financial metrics, key performance indicators (KPIs), and industry benchmarks to identify areas for improvement by the end of each 3rd quarter within the organization's CSR model. Multiple studies show direct correlations between increased revenues and lower employee turnover, higher employee morale and improved employee experiences (Baker, 2022).
3. Explore risk management solutions. Though some turnover will be unavoidable, mitigating what you can with risk management solutions is crucial for the best outcomes. Unwanted turnover can be expensive for GSO. But without a thorough understanding of why turnover is occurring and an action plan to reduce the risks of turnover, the cycle will continue to repeat itself. (Luther, 2021).

Metric

Employee turnover is an important way to measure both the effectiveness of your human resources team and the overall management of your company. It provides a comprehensive assessment of your company culture, recruiting efforts and employer brand. Tracking this metric is vital to getting ahead of major business setbacks. These are some employee retention metrics that GSO can track to improve retention and decrease turnover:

1. Workplace safety culture meetings twice a month with 80% attendance from all employees. Management to implement positive work environment and reward good behavior when safety hazard goals are met by the end of the year.
2. Increase revenue and ROI by regularly reviewing financial metrics, key performance indicators (KPIs), and industry benchmarks to identify areas for improvement by the end of each 3^rd quarter with business analytics software and reporting tools by 5%.
3. Minimize turnover within GSOs CSR by 10% or less through risk management. Do 90-day reviews with new hires for their initial onboarding.

Timeframe

1. Workplace safety meetings must be completed by the end of the year December 2024.
2. Regularly review financial metrics, key performance indicators (KPIs), and industry benchmarks to identify areas for improvement by the end of each 3^rd quarter (March 2024) (September 2024) (December 2024).
3. Starting October of 2024 do annual performance evaluations for all employees to get a guaranteed 4% raise for the next Calander year based on a scored system.

Responsible person

1. Human Resources Director
2. Chief Financial Officer
3. Project Manager

Year Two

Goal Two

• Implement a more thorough hiring and onboarding system to ensure all employees and consultants understand the values, policies, and culture.

Objectives

Integrating corporate social responsibility (CSR) and culture into the hiring process is essential for fostering a workplace that aligns with the organization's values and contributes positively to society.

1. Clearly articulate the company's CSR initiatives and cultural values. This could involve developing a mission statement or guiding principles that reflect the organization's commitment to social responsibility and a specific corporate culture.
2. Ensure job descriptions explicitly mention the organization's commitment to CSR and cultural values. This helps potential candidates understand the company's priorities from the outset. This will assist in developing specific screening criteria that reflect the desired cultural fit and commitment to CSR. This could involve assessing candidates' alignment with ethical standards, teamwork, adaptability, and social responsibility. For example, ask candidates to provide examples of how they have contributed to a positive work culture or participated in social responsibility initiatives in their previous roles.
3. During onboarding, emphasize the organization's CSR initiatives and cultural expectations. This helps new employees integrate into the workplace with a clear understanding of the company's values.
4. Develop key performance indicators related to CSR and cultural alignment. These indicators will be reviewed during the 30-60-90-day feedback meetings with their direct manager. Also, gather feedback on how well the hiring process aligns with CSR and cultural goals during the thirty-day meeting will assist in adjusting ensure continuous improvement.

Metric

• 30-60-90 day check in with manager.

Timeframe

• Begin January 2024 with all new hires.

Responsible person

1. Human Resource Director
2. Chief Operating Officer of Administration

Year Three

Goal Three

• Enhance Employee Well-being and Engagement

Objectives

In the pursuit of comprehensive employee well-being and sustained engagement in year three, Global Success Organization is set to implement a multifaceted strategy. The organization aims to create a holistic wellness program, encompassing fitness classes, mindfulness workshops, nutritional counselling, and employee assistance programs, drawing from research that underscores its potential to enhance employee satisfaction and curtail absenteeism and turnover rates (Smith et al., 2019).

1. Conduct a comprehensive roll-out of a holistic wellness program, incorporating fitness classes, mindfulness workshops, nutritional counselling, and employee assistance programs, with the aim of enhancing employee satisfaction and mitigating absenteeism and turnover rates by the end of year three.
2. Analyze and identify job roles suitable for flexible work arrangements, implementing a pilot program involving options such as remote work and flexible scheduling. This objective is guided by insights from Bloom et al. (2019), emphasizing the positive impact of flexible work arrangements on employee retention.
3. Establish a robust training and development framework, featuring workshops, online courses, and mentorship programs, to provide continuous learning opportunities for skill enhancement and career growth. The objective aligns with the findings of Allen et al. (2020), emphasizing the pivotal role of continuous learning in fostering both engagement and long-term retention within the organization.

Metric

1. Measure the success of wellness programs by achieving a 70% participation rate. This will be tracked through employee surveys, attendance records, and feedback sessions.
2. Ensure that at least 50% of employees have utilized flexible work arrangements. This will be tracked through HR records and regular check-ins with employees and their managers.
3. Evaluate the impact of training programs on skill enhancement and career progression. This will be measured through annual performance evaluations, employee feedback, and tracking career advancement within the organization.

Timeframe

1. Roll out the wellness programs within the first quarter of year three. Conduct regular assessments to ensure ongoing relevance and effectiveness.
2. Implement flexible work arrangements on a trial basis starting in the second quarter. Assess the effectiveness and employee satisfaction over the subsequent six months, making necessary adjustments.
3. Introduce continuous learning programs at the beginning of year three. Regularly assess the impact on employee skills and career growth throughout the year.

Responsible person

1. Human Resources Director
2. General Manager

Conclusion

References