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Human Resource Management
Case Studies
CASE STUDY (20Marks)
Profit . Com is a new Ecommerce company
started by Ms Ding Dong Du. She is very ambitious and up beat about Indian
economy. Looking at the success of E commerce Companies in India she has big
plans. She would like to attract the best talent and project the company as
most consumer friendly, quality conscious and modern. She has selected you as H
R Head. How will you accomplish the following assignments given to you?
Answer the following question.
Q1. Prepare Objectives of the Company
and an action plan for the employees to make them professional.
Q2. How you will bring change in
attitude of the employees to comply with the objectives Of the company?
CASE STUDY (20Marks)
Many nonprofit organizations face
ongoing challenges when it comes to human resources management (HRM).
Struggling to juggle competing demands of clients and funders, HRM often falls
by the wayside, in spite of its acknowledged importance. In 2002, an innovative
solution was proposed by the Muttart Foundation in the form of an HR Cluster
Program. As a shared services program, the HR Cluster focused specifically on
pooling resources to provide a group of agencies support and access to
expertise in HR management. The six agencies involved in the Edmonton pilot
group, including BBBSE, collectively employed 250 full time and 77 part time
staff. Led by Eldon Emerson, an HR professional who provided support and
counsel, the cluster worked to address various HR needs including the
administration of salaries and benefits, policy and procedure development,
performance management, and best practices with respect to hiring selection and
interviewing. Executive Directors in the cluster met regularly as a group and worked
oneonone with Emerson to address their organization’s HR challenges. One of the
projects that grew out of the cluster for BBBSE was an organizational review
process that shifted O’Neill’s focus from dealing with immediate staff issues
to matters related to organizational structure, the services they offered and how
they were offered, as well as board relations, roles and responsibilities. As a
result of this organizational review process, the agency was able to
reconfigure its programming structure in a way that allowed them to serve more
clients, while not overtaxing staff or requiring additional staff. In
rethinking their service delivery model, they moved away from programming silos
towards a structure that saw staff connected to a community or geographic
region rather than a particular program. By developing new ways of partnering
with other agencies in the communities that it serves, the organization was
better able to meet client needs while creating a new staffing structure that
allowed for better support and increased engagement of the staff team. Prior to
working with the cluster O’Neill reported that much HR management took place
through hallway discussions between herself and the finance manager with the
two of them juggling responsibility for the portfolio. Through learning that
emerged from the cluster, BBBSE decided to hire a manager of human resources
and learning in addition to a manager of mission effectiveness – two new
permanent staff positions – because experience had taught them unless they
created dedicated positions for these priority areas it was likely that many of
the leanings and benefits of the HR cluster would fade away. These new positions
didn’t add to the organization’s budget as they were resourced from savings
resulting from the reworked service delivery model. Many organizations pay lip
service to putting people first. At BBBSE, an effective people first strategy
is essential to making the organization work. The core of the agency’s human
resource capacity is a volunteer workforce of more than 2,000 individuals who
interact directly with its clients. There are 35 staff who support these
volunteers through facetoface or phone meetings. O’Neill credits a great deal
of the organization’s success to the long term involvement by staff and senior
volunteers. “When an organization experiences continuous turnover in key
positions a great deal of time is spent getting everyone onto the same page. We’ve
been working together for such a long time that we have a shared vision of what
we’re trying to achieve, and have a common understanding of what needs to
happen for things to get done.” This type of shared experience contributes not
only to a shared vision but also to a common language, enabling the
organization to more easily take advantage of emerging opportunities and to
make significant changes fairly quickly. Time that other organizations spend
training staff and board is available to BBBSE for reflection and planning,
activities that many agencies rarely find the opportunity to pursue. When
people do leave BBBSE they tend to stay
connected to the organization.
According to O’Neill board members go on to sit on other influential boards and
remain BBBSE champions. Staff and board often return as volunteers. Their
continued engagement means that organizational knowledge is
preserved, and capacity is enhanced.
This ability to retain staff and volunteers has occurred as a direct result of
the organization’s focus on its people and the shared commitment all those
involved have to doing the best they can for the children and families they serve.
The BBBSE leadership team meets regularly with their direct reports, creating
opportunities for feedback (in both directions), voicing of concerns and a
forum for ongoing open communication. Most importantly, the organization
listens to its staff. As a result of redesigning the organization’s service
delivery model and processes, which involved delegating some decision making to
front line staff, staff is now involved in more facets of the organization’s
business. While programs and services are developed in response to client and
community needs and through partnerships with other organizations, staff
members are heavily involved in the process. As O’Neill points out,
organizational decisions have to work for the staff as well as for the clients
in order to be effective. Another area that staff are now fully engaged and
involved in is annual work planning and budgeting. The process starts with a
staff group identifying emerging trends, issues, and opportunities, and
initiating a discussion of whether changes are required to existing programs
and services. The resulting discussion paper is shared with remaining staff for
review and input. The amended document is
then
used by members of the Leadership Team to craft departmental business plans
incorporating goals, objectives, strategies, desired outcomes, and resources
required. These pieces are fed into an overall organizational business plan. In
this way staff is more engaged and have a vested interest in the final outcome.
Answer the following question.
Q1. Discuss the importance of HR
Cluster Program proposed by the Muttart Foundation.
Q2. Debate on “an effective people
first strategy” at BBBSE.
Q3. “O’Neill credits a great deal of
the organization’s success to the long term involvement by staff and senior volunteers”
comment.
Q4. Explain the necessity of staff
involvement in the organizational plan.
CASE STUDY (20 Marks)
Riya, the Human Resource (HR) Manager
of TQR Solutions Limited was tasked with recruiting new candidates for certain
positions. She, along with her team, evaluated the various avenues through
which the company could source the candidates. Eventually, the team hired 60
people from both internal and external sources. The caselet provides basic
facts and figures pertaining to the recruitment cost incurred by the company on
both external and internal hires. Now, Riya and her team had to work out the
various
metrics associated with the recruitment
activity and present it to the management. Riya, Human Resource (HR) Manager of
TQR Solutions Limited and her team were taking stock of the recent recruitment
drive of the company. The company had recruited 60
candidates from external as well as
internal sources. Riya and her team had to work out the hiring costs and
present this to the management. The HR Manager of the firm along with her team
had evaluated different sources of online job postings
Answer the following question.
Q1. Discuss & evaluate the
different sources of expenditure involved in the recruitment process.
Q2. Calculate the likely external cost
per hire, internal cost per hire, and total cost per hire.
CASE STUDY (20 Marks)
Retailing is known as the sunrise
industry in India and is undergoing transformation due to several socioeconomic
factors like rising income levels, changing consumer behavior and changing
demographics. India is the fifth largest destination in the world and Indian retail
is the largest industry in India, accounting for 10% of its GDP and 8% of
employment which is expected to reach $17 billion by 2010. With the change in
retail landscape, there has been a significant change in the role of human
resources (HR), from being a mere support function to a more strategic and
result oriented one. Though the role and dependency of HR has increased in the retailing
market, it is still underdeveloped. Several factors such as the demandsupply gap
of manpower, retention schemes, unavailability of quality and talented people
etc, have been detrimental to the growth of HR in the retailing industry. The
case throws light on the emerging need and significance of HR in the retailing
sector in India and its role in the success of the retailing industry.
Answer the following question.
Q1. Discuss the reasons for
transformation in retail industry.
Q2. Discuss the need and growth of organized
retailing in India from the traditional old retailing system
Q3. Explain the role of HR in
retailing.
Q4. Debate the initiatives taken by the
retailing industry to tackle the HR problems.
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
ARAVIND – 09901366442 – 09902787224
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