Consulting Proposal

Consulting Proposal





1.0Definition and Scope of the Project

Theproposed project seeks to analyze the current situation at Seagramwith an overriding aim of providing the best recommendation andimplementation plan in light of the existing challenges. In thisendeavor, a brief company history will be presented especially inareas involving phenomenal events that exposed the company policiesand values. It is important to note at this point that the majorpreoccupation of the project is the challenges that occasioned theneed for change of organizational values at Seagram, the proposedvalues, the expected outcomes, methods of evaluating the values, thechallenges in implementing them and most importantly, how the valuescan be institutionalized at Seagram. The implementation of thisproject will provide a greater role for the managers of Seagram as itis designed to be a hands-on approach in which managers will lead “byexample”.

2.0Diagnosis of Current Situation

Inorder to clearly identify the problems that Seagram has to contendwith at present, it is important to contextualize the present companysetting in light of the broader organizational objectives. Atpresent, Seagram is undergoing a major transformation in which thetop management led by Edgar Bronfman, the CEO and president of theorganization. The greater picture involves global expansion,re-engineering of business processes and diversification, but allthis had to be governed by a change in organizational values (Todd &ampMaury, 2010). This was informed by Bronfman’s paradigm in whichvalues influence behavior behavior influences processes andultimately performance. However, the implementation of the proposedorganizational values, i.e. respect, integrity, teamwork, innovation,quality and living by the values is a process that is faced withseveral challenges. It is these challenges and the proposed solutionsthat characterize the current activities at the organization. Theorganizational values are centered on key business values liketeamwork, innovation and customer focus, all of which represent ashift from the traditional practices. The company management has madeit clear that those who “live by the values” will be rewarded.This move is probably informed by the fact that rewards for the“desired” behavior creates a positive reinforcement, whichconditions individuals to persistently act in the desired manner(Skudiene&amp Auruskeviciene, 2012: Hafiza et al, 2011).However, the organization has to address challenges pertinent to thisendeavor.

Thegreatest problem with this system revolved around employee assessmentand evaluation. It is critical that the organization develops arobust framework that would be used to evaluate the employees basedon the desired Seagram values as defined by the organization (page259). The evaluation of value-based performance is a difficultprocess given that most organizational values are abstract andsubjective concepts (Townley, 2014). Other problems entail the exactform of the reward, training and more importantly how toinstitutionalize the Seagram values. The managers at Seagram arefaced with a problem, as they have to come up with a reward mechanismthat not only recognizes an individual’s effort, but also motivatesthe other employees to practice the proposed organizational values.Another problem lies in the training of employees since theorganization has to identify those employees for the trainingprogram, a procedure that might involve detailed assessments.

Institutionalizationof Seagram values is perhaps the biggest problem the management facesat present. The company has identified values that can facilitate itsobjectives of global expansion, reengineering of business processesand diversification. Moreover, rewards for compliance as well astraining has been contemplated, but the ultimate goal of all this isto condition the employees to practice the values intrinsically,which necessitates the values to be institutionalized in the contextof Seagram. Nevertheless, the cascade of personal communicationmeetings instituted by Seagram top management to enable effectivefeedback in the organization have provided new challenges as themanagement has to contemplate how new recommendations from employeeswill have to be implemented into the broader organizationalstructure.


  1. Given the inherent problems that surround assessment and evaluation of employees, Seagram has to project its values based on a structure of communication of the type of employees who work for the organization rather than a structure of evaluating employee success. This will serve to prevent the problem of employee evaluation, training and related hazards.

  2. The organization ought to improve the cascade of personal communication meetings such that the employees are enlightened on how the broader organizational values will relate to their distinct individual tasks at the organization since employees feel motivated when the broader organizational objectives can be translated into their individual roles (Pinder, 2014).

  3. The management needs to micromanage the goals that employees develop in the various departments and translating them into broader organizational objectives.

  4. The organization should employ both positive reinforcement and negative reinforcement mechanisms in employee motivation to condition a positive behavior in employees.

  5. Seagram will have to employ a model of dynamic differentiation that will enable consistent training of employees especially in new roles to smoothen incorporation of values and facilitate diversification.

4.0Implementation Plan

Theimplementation of the proposed recommendations will require a moreintegrative approach that is informed by the broader organizationalgoals and values. First, the proposed implementation plan lays moreemphasis on the employees since values seek to change employees asagents of the production process. This task should take at least 8months. In this view, the plan proposes that the hiring and placementof employees should be guided by the Seagram values as the operatingelements. Second, the cascade of personal communication meetings willbe conducted in formal sessions in which employees’ recommendationsare noted down and a SERVQUAL-structured questionnaire administeredto employees on a regular basis to assess progress, a processdesigned to take 2 months. The implementation plan also entailscreating an effective communication structure that links thedepartmental value thresholds to the broader organizational ideals.Finally, the task of creating a model of dynamic differentiation forconsistent training will involve outsourcing of human resources sinceoutsourcing is an efficient strategy for big organizations that donot hire consistently (Braun et al, 2011). This is projected to lastfor the first 4 months and during the recruitment process. Generally,the proposed implementation plan will last at least one year.

    1. Summary

Seagramis a company grappling with the costs of instituting organizationalvalues that are expected to facilitate its expansion anddiversification objectives. In this, the organization seeks toinstitutionalize the set values through rewards for compliance andtraining of employees. However, employee assessment is an abstractand subjective concept and this presents real challenges for theorganization. In light of this, there is need to project the proposedvalues as a structure of communication of the type of employees whowork for the organization rather than a structure of evaluatingemployee success. Implementing this requires an integrative modellasting about 12 months that require managers to act as role modelsfor the employees.


Braun,I., Pull, K., Alewell, D., Störmer, S., &amp Thommes, K. (2011). HRoutsourcing and service quality: Theoretical framework and empiricalevidence. PersonnelReview,40(3),364-382.

Hafiza,N. S., Shah, S. S., Jamsheed, H., &amp Zaman, K. (2011).Relationship between rewards and employee‟ s Motivation in thenon-profit organizations of Pakistan. BusinessIntelligence Journal,4(2),327-334.

Pinder,C. C. (2014). Workmotivation in organizational behavior.Psychology Press.

Skudiene,V., &amp Auruskeviciene, V. (2012). The contribution of corporatesocial responsibility to internal employee motivation. BalticJournal of Management,7(1),49-67.

Todd.,T.J.,&ampMaury P., (2010).,Managing Change Cases and Concepts. Third Edition.Pp. 255-264

Townley,B. (2014). Selection and appraisal: reconstituting. NewPerspectives on Human Resource Management (Routledge Revivals),92.