What we Did:

·      We evaluated internal people policies in light of what was observable from employees’ behaviour, new hires, and churn rates, benchmarked with several KPIs of good industry standards on managerial position persons and their benefits on one hand, and the operational employees in the field on the other hand to compare how effective are the equal access to benefits that were laid out in their people policies, and the potentially resulting people problems that may arise forwardly and cause litigation issues or employer-union troubles.

·      Investigated the good standing of the company and its executives by conducting background search and meeting with them on several occasions according to different agendas.

·      The outcomes of the investigation advised for a certain degree of change firstly in managerial habits dictated by the majority shareholder/CEO themselves, in terms of pooling monetary benefits and dividends, and the inefficiency of the payroll services that affected the wellbeing of most operational employees due to delayed wages and payments, rather less for higher position personnel that were involved in higher levels of compensation, and the necessity to hire an advisory team within the HR department who can steer their daily activities, direct the CEO’s people plans, and organize the realistic occupational expectations within the company in hiring new personnel to ensure meaningful and operable bilateral obligations from both the company’s management, and the performance of duties of both the old and new recruits in the field.

·      Analyzed the overall business and logistics strategy, B2B relationships and freight operations.

·      Reviewed the tech used and what needs to be done for improvement.

·      Created the transformation plan to be executed, along with the investment plan and timetable to ensure maximized ROI.