INTERVIEW QUESTIONS

Leadership, Strategy and Decision Making

 Whether leadership members of Kerchanshe are aligned with the
mission, vision and goals of the organization and work hard for
their realization.
 The leadership has little or no alignment with the mission, vision
and goals of the organization.

Root Cause: -
 Absence of strategic document and the way forward is in the mind of
the owner,
 Failure to timely updating the vision, mission and goals as the
business expands,
 Formal awareness of the mission, vision and goals of the
organization hasn’t ever been Created in any form.

Impact: -
 Hindered expansion and efficiency of the business,
 Fail to prioritize resources,
 Weak team spirit, Fragmented way of getting work done or no
integration among business functions.
 Deter the leadership performance and commitment.

 Whether the organization has any strategic plan

 There is no any formal Strategic plan

Root Cause:
 Dive into varies business lines without proper feasibility
study.
 Lack of awareness of significance of strategic plan

Impact:
 Every function’s business plan is not integrated and aligned
with the other (Absence of synergy).
 Lack of appropriate way to measure companywide success, and
performance.
 Absence of ratified organizational structure
 Lack of needed capability to run the business.
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 Decision Making
 Highly centralized decision-making process is practiced. Almost all
decisions need green light from the CEO.
 No decision right officially provided based on the organization
layer of management.
 Employees are not made a part of decision or there is no
participatory decision-making process, except for supplying
information for decision makers,

Root Cause:
 No official or formal organizational structure
 No formal authority of delegation or policy which states
where and how decision should be taken.
 Externalizing decision to the other management
 Afraid of taking risks and blame shifting
 Absence of formal communication platforms
Impact:
 Decisions are getting very late/are not speedy.
 Deter quality of decisions
 Externalizing decisions to put away accountability.
 Pave ways for interference on decisions and operations
 Reduce employee motivation, responsiveness, and belongingness.

 Whether there is power struggle and bypass of authority within the

leadership team or not
 A sort of power struggle has recently been observed to take
autonomous power.
Root Cause:
 Absence of well-defined structure and delegation of
authority
Impact:
 Hinders innovation and team spirit.

STRUCTURE
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 The existing structure is too old and fragmented to accommodate the current
business development of Kerchanshe.
 Very wide span of control, and almost all functions directly report to the CEO.
Root Cause:
 No well-defined strategic direction
 Lack of proper attention of the top management

Impact:
 Poor capabilities and integration of works
 Role confusion,
 Lack of proper line of communication
 Hinder decision-making process
 Over or under utilization of efforts

Job Description and JEG

 The available JDs are superficial.
 Most of the employees have no JDs,
 The JEG hasn’t been revised for long periods.

Root Cause:
 The JDs haven’t been revised for long period of time.
 Absence of approved and comprehensive organizational structure,
 Lack of attention

Impact:
 Role confusion
 Duplication of effort
 Idle manpower
 Difficult to measure performance
 Unjust salary and benefits package
 Employee dissatisfaction and high turnover rate

Recruitment and Selection Policy

 Except for HR manual, there is no policy or manual remarkably developed for
recruitment and selection process.
 Induction is rarely practiced for newly employed staff.
 No onboarding training for newly employed staff.
Root Cause:
 Absence of HR strategy
 Absence of clearly stated onboarding guideline.
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Impact:
 Reduce organizational belongingness and morale of employees,
 Hinder employee progression to cope up with the working
atmosphere,
 Low employer branding/reputation damage,
 High turnover,
 Incapable employees/loss of best potential new blood,
 High recruitment and training costs,

Promotion and Succession Management

 There is neither promotion nor succession plan policy being practiced.
 Sometimes some employees might be picked by hidden hands for promotion .
Root Cause:
 Absence of proper performance management
 Transactional and reactive HR system and practice,
 turnover of employees,
Impact:
 Inequity among the employees.
 Loss of motivation and engagement among the staff members.
 limit career development,
 restricts innovation.

Performance and Reward Management,

 The performance evaluation system is highly exposed for subjectivity.
 The outcome of employees’ performance evaluation is not made to align with
reward management.
 No reward management as a system,
 Salary and employee benefit package is not attractive or lag to the market.

Root Cause:
 Absence of business and HR strategy, and pre-set KPIs,
 The performance evaluation template doesn’t realize the actual
nature and behavior of each function.
 Not benchmarking the labour market

Impact:
 Very high turnover rate
 Little or no job satisfaction
 Erroneous performance result and employee dissatisfaction,
 Reduce harmonious work relationships,
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 Employees become demoralized, and demotivated.

 Affect employees’ productivity.
Learning and Development
 Learning and development hasn’t been practiced well.
Root Cause:
 Absence of proper performance management and reward system.
 No dedicated annual training budget and commitment,
Impact:
 Poor job performance,
 Low employee motivation and productivity,
 Affect employee career structure or succession,
Technology
 There is progressive IT usage in the company but not fully utilized.
 IT supported irrigation system is being practiced for coffee farming.
Root Cause:
 weak project management system
 The increase in volume of transaction and company’s
growth.
 absence of IT strategy,
 incapability/technical limitation of staffs,
 resistance to change of digitizing the business
operations,

Impact:
 Prolonged project delivery time.
 Poor resource utilization and cost minimization
 Budget overruns and extensive delays for critical IT
projects,
 Low productivity/efficiency,
 Poor customer service and reputation,

Organizational Culture
 There is somehow collaborative, but it inclines to competitiveness.
 No platform for employees to let them reflect their feedback and pain points on the
operation of the company and their personal issues.
 There is informal communication system
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Root Cause:
 Absence of shared vision
 absence of scheduled employee engagement
 Absence of communication guideline or policy
Impact:
 Neglect voice of staffs
 Lack of conducive working environment.
 Lower commitment, efficiency, and productivity
 Misinformation among staffs