Read the following CASE on Implementing a new performance management system for Child Protection Initiative (CPI) and answer the following questions,

Child Protection Initiative (CPI) is the largest NGO that works to ensure child safety in Bangladesh. CPI started its journey in 1992 with an employee size of 100 employees, but now it has grown to an NGO with more than 40,000 permanent employees. Most of the employees of CPI right now are between either 20-25 years or 40-50 years old. Whereas 50% of the total workforce are between 40-50 years and interestingly most of them are working in CPI for more than 20 years. Recently they have recruited a new CEO, Mr. Ahmed. Mr. Ahmed has more than 30 years of experience working in different local and multinational organizations. He is well known for successfully implementing necessary organizational changes within organizations. After joining CPI, Mr. Ahmed noticed that CPI needs some radical changes in its business and Human Resource practices. In order to identify the change areas in CPI, he appointed some researchers to analyze its work practices. The researchers found some interesting information after conducting the research on the organization and its employees. Based on their findings, they have given some recommendations to improve certain Human Resource practices at CPI. Currently, there is a tradition in CPI that every employee will get a promotion after every 3 years of service. It doesnt encourage a performance-based culture. Therefore, they have recommended changing the current performance management system and implementing a new system instead. Another reason for such recommendation is all the other high-performing NGOs around the world are using a performance-based assessment system except CPI. As most of the employees are so comfortable with the current system and are working in this organization for more than 20 years, the researcher strongly mentioned that this new change management initiative can get a strong negative reaction from most of the employees. Therefore the researchers have suggested a more engaging and step by step process in designing and implementing this new performance management system. The researchers have also found a more controlling and bureaucratic management system in CPI. They have a taller hierarchical management system, like the local government offices. They have to take approvals from different layers of the management before starting something new. Most of the communication between the top management and the junior level employees happens through the mid-level managers or emails. This creates a gap in the communication chain and creates possibilities for miscommunications. Most importantly the mid-level management staffs of CPI have always been more rigid regarding any kind of changes in the organization.

Making them accept this new process is going to be a huge challenge for the project manager. The researchers have suggested the HR Director lead this project. Mr. Ahmed also thinks the same. The Finance Director, Procurement Head, and Director of Education are among the most powerful and influential staff of CPI. The finance director believes in this project and thinks that it will bring necessary positive changes to the organization. The procurement head on the other hand doesnt like the HR director much and he has a good strong relationship with the CEO. The Director of education is very powerful but is less interested in this project as hes too busy managing his own department at this moment. But he has a good working relationship with the HR Director. But the main concern is about the mid-level managers of CPI, who most probably will react to this change as it might impact their upcoming salary increments. So, different but effective influence strategies should be developed for each of these critical stakeholders. The CEO and the HR Director really want this project to be a success. The CEO has assured the HR Director that he will provide all necessary support needed for successfully implementing this project. The HR Director is also motivated to bring some changes to the culture and has already started planning for designing this project with his core team.

Questions: Consider yourself as the HR Director of CPI and answer the following questions. You are also the Project Manager for designing and implementing this new performance management system in CPI. (5 marks for each of the questions) (1000 words)

1. Which Leadership Style will you choose for leading this change initiative at CPI? Why do you think this is the most effective leadership style for this project in CPI?

2. Which Type of change will you be pursuing in implementing this change project and why? Also mention which Creative problem-solving approach will you be using to implement this change project and why?

3. According to the engagement mechanism, identify (with justification) some key stakeholders from CPI whose role is critical in successfully implementing this change initiative. Also explain how are you planning to Influence these stakeholders for successfully implementing this project?

4. Articulate a Vision of abundance for this change initiative. Explain how are you planning to Generate Commitment among the stakeholders for this vision?

5. How are you planning to Manage stress of yourself and of your project teammates regarding all the uncertainties and challenges youll face while implementing this change initiative?