Aviva

Case Study

On

Delayering of Aviva

Human Resource Planning (HRM 4153)

Submitted to:

Farhana Rashid

Assistant Professor

School of Business & Economics

Submitted By:

Group Name: The Musketeers |

Name | ID |

Ruhi Rownak | 111-121-388 |

Sazia Hassan | 111-121-407 |

Nusrat Jahan | 111-121-042 |

Farhana Tabassum Rayma | 111-121-098 |

Taslima Akter | 111-121-032 |

Submission Date: March 03, 2016

Case Overview:

The case study is about delayering process of Aviva which occurred in 2012.The insurance company has removed an entire layer from their organizational structure. The change gave the company a positive impact of cost savings and simple management structure. Aviva had split its divisions into two parts. One is European market with a slower growth and matured economy and another one is Asian market with emerging economy. By implying delayering Aviva had reduced the number of countries from 30 to 21.

About Aviva:

Aviva provides around 31 million customers worldwide with insurance, savings and investment products. They are the UK’s largest insurer and one of Europe’s leading providers of life and general insurance.Aviva combines strong life insurance, general insurance and asset management businesses under one powerful brand. They are committed to serving their customers well in order to build a stronger, sustainable business, which makes a positive contribution to society, and for which their people are proud to work.

Analyzing the Delayering Situation of Aviva:

On 19 April 2012 the management of Aviva decided to conduct a “delayering program” stripping out four management tiers between the chief executive and operational staff from nine to five, which will affect staff across Aviva. This is about reducing the number of intervening layers between operating staff and the CEO, it’s not about reducing customer facing staff or reducing people handling calls or dealing with customer queries. Aviva is wanting to be much more efficient...