Organisational Behaviour
Table of Contents
Multi-generational workforce. 3
Introduction
DA Pvt Ltd. is a global brand which facilitates collaboration among professionals working in 14 offices across Australia to provide world class economics, audit, human capital, technology and financial advisory services to clients. DA successfully achieved a record revenue of AUD 1.76 billion in the financial year 2017 marking a 15% growth over the previous year. While offering its services, DA currently caters to the Financial services Industry with its service mix comprising of insurance, real estate, investment management and banking and capital markets. Other industries where DA is active include technology and telecommunications, energy and resources, consumer and government and public services. DA plans to sustain its momentum by continuing to invest in new and innovative products and services while parallelly expanding via organic growth strategies, acquisitions and alliances.
While catering to diverse clients across industries, DA employs approximately 7000 individuals across its 14 offices. While DA has been rated as one of the top employers of choice for recent graduates, significant people management issues persist within the organisation. DA consists of a multi-generational workforce. While members of generation X employed within the organisation are typically moving to gain senior management positions within the organisation, generation Z is beginning to enter the workforce. As employees from different generations have a different set of priorities and goals, managing a multigenerational workforce and aligning their priorities with that of the organisation is a key employee management issue that DA faces today. Another important employee management challenge has surged in the form of a lack of focus on employee wellbeing. As DA operates in an extremely competitive environment and is constantly faced with stringent rivalry from firms like KPMG and PWC, its often pushes its employees to derive maximum possible productivity. Although several employee benefit schemes are in place, employees are often not able to maintain their work-life balance thereby becoming dissatisfied.
A deeper look into DA’s operational environment has also revealed that performance reviews are deeply linked to employee appraisals and this tends to dissatisfy employees. Employees (especially in the consulting and technology domain) often tend to feel that their reviews are not accurate and they deserved better appraisal rates. Finally, employee motivation has been identified as a key people management issue at DA. DA comprises of diverse employees. In addition to hiring employees from various backgrounds such as technology, taxation, finance and energy sectors, employees are also hired from different cultural backgrounds. Further, the diverse workforce works across different positions including consultants, managers and senior managers. Under these circumstances, motivating employees and keeping them committed towards organisational goals is a key issue.
(I.C. OAS 0155)