TASK BACKGROUND

'Clicks Orthoptics' in Melbourne, Australia is one of the organisations that is planning to extend its sales and operations into Brazil in its first year of expansion and they hired a new Global Managing Director (MD) to implement the expansion. Clicks Orthoptics Human Resource (HR) Director introduced a cultural competence and employee wellbeing program for all new and existing staff focussed on successful management and employee regulation requirements for those working in and with the Brazil operations.

Although this expansion has been embraced by employees and resulted in some positive outcomes, including increased sales during the first year, employees have expressed some concerns regarding cultural safety and wellbeing concerns in its Brazilian operations. This is despite all managers and employees have undergone the cultural and employee wellbeing training.

At a meeting after the first year, the HR Director of Clicks Orthotics expressed those extensive resources had been provided to guide the managers and staff in Brazil but there had been little adherence to the policies and procedures in the guide. The new Global MD raised concerns about the risk of closure of the new operations if the organisation did not improve the welfare of its staff.

He then referred to the team of HR staff asking 'what could have been done differently for the managers and staff to comply with the cultural and wellbeing guide? How can we implement a better change management framework that embeds diversity, cultural and employee wellbeing?'. The Global MD highlighted the urgent nature of the change asking for more understanding and collaboration. He also asked the team to encourage the Brazil managers to understand the urgency of the situation.

Below is my question

Q. Identify and discuss likely internal and external constraints to the implementation of cultural and wellbeing practices overseas