1. Managing Organizational Culture and Shaping Human Resources Priorities During COVID 19

With the global health crisis—COVID—19, while many organizations claim to be purpose-driven however the purpose needs to be defined in view of the impact on the employees and given the urgency and complexity of the challenges being faced in the organizations, the need of the hour is to create an environment that offers transparency, trust and hope in the system and the leadership. It has become pertinent for organizations to have open and honest discussions with their employees regarding the business realities, share upcoming plans and encourage collaborative partnership. To embrace this “new normal” reality, it is also imperative for organizations and leaders to adapt and change their leadership styles to address the current crisis. This chapter focuses on how design thinking, strategy, and systematic steps can transform any ambitious goals to fit the organizational culture and appeal to people while addressing key current and uncertain challenges thereby integrating change management into engagement in the area of Human Resources. A case study on Project Propel Initiative from Movenpick Resort Kuredhivaru Maldives provides a structured and systematic approach with accountability in harmony with HR processes and people to make the HR function more robust and better organized with improved control and risk management, a tighter focus on priorities and strategic strengths, and closer alignment with what employees and senior leaders want in routine operations and also during a crisis situation of COVID-19.