CaseStudy.co.in » Employee Relations

Should You Tell Them They'll Be Laid Off? : A HR Case Study

maddy — Mon, 30 Jan 2012 23:40:18 +0000

This article is a case study indicating that how a CEO tells why HR should work hand-in-hand with finance in a merger. If one look at the acquisition strategy of most companies, the earlier is to get in the process, the more it is skewed to finance and less to HR. At Thoratec, HR couldn't go out and spend a lot of money without working with finance, but finance, on the other hand, shouldn't make assumptions about cost of labor and cost of benefits without talking to HR about it. A good HR department is going to force the general manager to communicate increasingly and more. If the current economic downturn continues and layoffs persist, more and more CFOs might find HR officials checking their work when their companies are thinking about a merger. Read more...

How Do I Convince My Boss?

maddy — Fri, 13 Jan 2012 23:40:36 +0000

Companies often make the mistake of thinking the best programmer will be the best manager of programmers. This is rarely the case, as programming and managing are different skills. The problem is, as you know, that it’s super obvious that the best programmer is the best. Your “soft” skills are less quantifiable. You do need to toot your own horn. Let’s figure out a way to do that. Read more....

Aldrich bill filetype:pdf

Labour Standards and Globalisation: A Case Study of Implementing Minimum Wages

maddy — Sat, 31 Dec 2011 11:40:18 +0000

Minimum wage policy has remained in contention with economists and policy makers aligned on both sides of the debate. Increasingly the state has been forced to formally retract these laws under the onslaught of the globalisation of capital. This has resulted in a precipitous drop of wages for workers, especially in the so-called ‘unorganised sector’. The present note is an attempt to capture the process and consequences of institutionalisation of payment of minimum wages in a public sector academic institution. Read more...

Investing In Developing An Organization's Talent

maddy — Sun, 27 Nov 2011 11:40:36 +0000

Organizations need to maintain their pond, which requires restocking periodically and keeping in balance, eliminating the need to start over. In nowadays' knowledge economy, which has created an intensely competitive market for human capital, organizations must invest as much in developing their talent within their organization as they do in recruiting it. Read More...

case study competitive market

Corporate strategy and the role of HRM: critical cases in oil and chemicals

maddy — Fri, 18 Nov 2011 23:40:01 +0000

HR issues are fundamental to business is compelling at the level of unit labour costs, but whether they are fundamental to the strategy process has remained highly questionable. The paper suggests that a favourable HR environment has to be established before the various strategic choices can be analysed. Empirical research in two UK oil and chemical companies provides evidence that the effect of HR issues on corporate strategy is understated. Read more to know....

Case study on WellPoint

ankitv — Thu, 03 Nov 2011 06:06:08 +0000

According to WellPoint surveys,

associate satisfaction at WellPoint’s

BCBS of Georgia division in 2003 was

62 percent – below

the national company
average of 69 percent. The company
needed to increase associate satisfaction

 and first-year employee retention
through focused, career development
opportunities.

For info with regard

 on case study on
WellPoint ,

sign in the

web page directly.

Case study on Avon Products

admin — Wed, 02 Nov 2011 13:20:05 +0000

Avon Products was founded in 1886 by David H McConnell. It produces cosmetics, perfume and toys. It is also know for it leadership. In addition to providing back-up child care, Avon also partnered with Bright Horizons to provide educational and parenting seminars to employees. For info with regard on case study on Avon Products , sign in the web page directly.

HR as a Business Partner

admin — Tue, 30 Nov 2010 05:33:49 +0000

The role of HR as a strategic business partner has developed a lot from the days of the past when people had not even heard of flatter organizations, flexi timing etc. The term business partner means to cover a range of jobs from administrative, strategic, and consultancy. So according to management guru David Ulrich, HR must assume more strategic roles within organisations so it can implement programmes that support the goals of the business. In today’s world HR is the heart of the organization. In the world of business the main objective of business leaders is to maximise profit. HR leaders are well accepted if they are able to convince the business leaders of the ways and means of managing people that will add value to the profitability of the organisation. So it has been justified time and again that people are the most critical element in an organisation, and that has been instrumental in crafting a new role for HR – that of a strategic business partner, the role, where they contribute to the company’s ongoing success. HR As A Strategic Business Partner In one of the ancient stories of Buddhism, it was told that immediately after his Enlightenment, the Buddha wondered whether or not to teach the doctrine of Dharma to human beings. He was concerned that, as human beings were overpowered by greed, hatred and delusion, they would not be able to see the true dharma – which was subtle, deep and hard to understand. However, a divine spirit interceded and asked that he teach the dharma to the world, as "there will be those who will understand the Dharma". The role of HR as a strategic business partner is in a sense similar to the essence of dharma in business fraternity. Dharma relates to equity, justice, conduct, and righteous duty, among others, and exemplifies the essence of truth and wisdom. Ideally, HR should be espousing the same principles in order to be an effective strategic business partner. The Chartered Institute of Personnel and Development (CIPD) in the UK defines the term “business partner” to cover a range of jobs from administrative, strategic, and consultancy. In a way, an HR business partner works closely with other business leaders to put in place its strategy, steer its implementation, and make the best use of the organisation’s people. It was management guru David Ulrich who coined the term “HR business partner” in 1996. He said that HR must assume more strategic roles within organisations so it can implement programmes that support the goals of the business. What HR should aspire to be? Organisations are considered as living entities. As such, they consist of the head and the heart, which are the two significant elements just like for humans. The business leader is the “head” of the organisation while the HR leader is its “heart”. The roles may be distinct yet intertwined and therefore, capable of generating impact. A perfect balance in the organisation is possible only when these two elements (head and heart) work in perfect rhythm. But achieving such goal can be a challenge. A 2007 global study jointly conducted by consulting firm Deloitte Touche Tohmatsu and The Economist Intelligence Unit showed business leaders do not see HR as a key to people strategies. Only 23 percent of corporate leaders see their HR departments as currently playing a crucial role in coming up with a corporate strategy that would have significant impact on operating results. They do, however, recognize people as a key intangible portion of a company’s market value. But only 52 percent of HR leaders believe they are major contributors in shaping a company’s culture. On the other hand, there are several HR driven success stories such as the case of Xerox, which has since turned its HR practices and expertise developed over the years into a number of successful business services. These include consulting in such areas as employee empowerment, employee satisfaction, performance management, labour management, motivation, reward and recognition, work-force diversity and sexual harassment. Capitalizing on its core competency of document processing, Xerox also started selling document-management services and recommends technical solutions to support HRMS technologies. Similar undertakings have also been adopted by other companies like IBM, Levi Strauss and Walt Disney Co. The two-party game The inclusion of HR into the strategic role is a two-party game between the business and the HR leaders. The more aligned are their objectives, interests and capabilities, the tighter will be the bond. For example, the main objective of business leaders will be to maximise profit. HR leaders will be well accepted if they can convince the business leaders of the ways and means of managing people that will add value to the profitability of the organisation. Vibrant, courageous and charismatic business leaders would look for similar characteristics in their HR leaders as well. Being the “heart” of the organisation, HR leaders would sometimes be expected to be the “Captain Freedom” of the company, a Superhero with awesome strength, lightning-fast reflexes, and the uncanny ability to predict climate. Six qualities for HR as a strategic partner In order to brand HR as strategic business partner, HR leaders would need to possess certain qualities. While past accomplishments may be noteworthy, the HR leader should focus on future challenges and business strategies. To develop an influential department, the leader must have the following qualities- 1. Clarity of thought and sense of direction. HR leaders must be able to see the bigger picture and may work as one of the major growth engines for the organisation. 2. Business acumen. The word acumen means “keenness and depth of perception, especially in practical matters.” Business acumen is thus, an art that may be cultivated with regular practise. It is an art of linking an insightful assessment of the external business landscape with the keen awareness of how to enhance profitability and then executing the strategy to deliver the desired results. 3. Patience. In an interview for Fast Company magazine, Steve Ballmer, chief executive officer of Microsoft, emphasized the importance of patience for succeeding in business. He explained that products and businesses go through three phases: vision, patience, and execution. And he said the patience stage is the toughest and most uncomfortable. 4. Fairness. In a turbulent global economy, the dilemma among the business and HR fraternity continues especially in cases when the decision is either to indulge in unfair practices, implement short-term strategies and quick fixes, or to take a patient, long-term approach towards sustainable development. Though there is always a freedom of choice, the consequences are usually correlated to the path that either the business or HR chooses. 5. Self- discipline. HR leaders will normally be confronted with situations requiring negotiation. Self-control is the essence of negotiation. In his piece of work titled, “The art of self-control a key to success” published by Harvard Business School Publishing, author William Ury (cofounder of Harvard's Program on Negotiation) states, "When negotiating, especially when discussions are emotionally charged, the best strategy comes in not reacting. Focus on your own objectives and how you can best achieve them, and step back from the situation as needed to gain new perspective. The greatest obstacle is not the opposition; it is ourselves." 6. Risk-taking ability. Risk taking is an integral part of business and life. It is thus, quite relevant for HR leaders to take calculated risks in dealing with people and impacting the bottom line of the business. Transforming HR into a strategic business partner We sometimes come across questions about what the concrete steps are in turning HR into a strategic partner. And the answer is quite simple, as it lies with the “individual”. As HR leaders one must possess the six qualities. Some of the qualities may be genetic, yet most of them can be cultivated with diligent practice. Singapore HR Awards To commemorate the beginning of the marathon of transforming HR leaders into “strategic business partners”, the Singapore Human Resources Institute (SHRI), has introduced The Singapore HR in Singapore to mark successes and accomplishments in the HR fraternity. The Awards serve to confer distinct recognition to HR professionals and organisations as an employer and employee champion to bring out the best through sound and commendable HR and people management practices. The judging criteria include innovation and creativity, contribution to employee needs, contribution to business needs, and contribution to industry or national needs. In conclusion, it has been justified time and again that people are the most critical element in an organisation. Industry consultants, and those in the halls of academia, and HR leaders themselves have been instrumental in crafting a new role for HR – that of a strategic business partner, the role, where they contribute to the company’s ongoing success. The mantra therefore, is either attaining strength to impact the system or perish! REFERENCES 1. viewonbuddhism.org/resources/buddhist_stories.html 2. www.cipd.co.uk/default.cipd 3. en.wikipedia.org/wiki/Dave_Ulrich 4. www.fastcompany.com/magazine/44/ballmer.html 5. www.shri.org.sg/hrawards/ Click here to download the article

Issue: Boss Troubles: A Gray-Area Behavior Problem

admin — Fri, 19 Nov 2010 10:12:35 +0000

Tara Conroy* winced when her new boss would tell her, "You look especially lovely today" or "You have beautiful flawless skin" even though she knew he meant well. "Pete was always looking for reasons to compliment people," says Tara, a sales promotion supervisor at a software company. "He was 20 years older than I was and 30 years older than most of the people on my team, so maybe it was his way of trying to be popular and fit in." Instead of endearing himself to Tara and her team, however, Pete was losing their respect. "He'd thank people profusely for doing routine things, and it was just too much," Tara recalls. "People were thinking, 'Look, all I did was hand you the mail—I didn't climb Mount Olympus.'" None of the women who worked for Pete thought he was hitting on them, but the compliments caused awkwardness just the same. "A couple of times, he came into my cube when I was putting on lipstick, and he said, 'Don't tamper with perfection,'" recalls Tara. "It made me feel self-conscious. And it was even more awkward when he complimented me on my appearance in front of other people." Worse, members of Tara's team began making fun of Pete behind his back and teasing Tara about how "especially lovely" she looked. "A Bad Example" "It didn't seem really fair for me to let him keep up this behavior that led others to make sport of him," Tara says. "Plus, I was a supervisor, so maybe the underlings were thinking, 'Tara puts up with that kind of talk from her boss, so we all have to put up with this stuff.' I was setting a bad example. Plus, what if someone from another department heard the way Pete talked to me, and it got all twisted? It could start rumors." Loath though she was to hurt anyone's feelings—especially the feelings of someone who clearly was trying so hard to be nice—Tara took a deep breath, walked in to Pete's office, and asked if they could talk. "Almost on cue, he said, 'You look especially lovely today.' I said, 'Pete, that's what I want to talk to you about. I understand you don't mean anything inappropriate, but you frequently make comments about my appearance that make me feel embarrassed and awkward. A lot of times you say these things when others are present—it's something other people have said something to me about. So I need to let you know it's a problem.'" Pete still managed to take it the wrong way. "He said, 'Tara, I'm madly in love with my wife' and started to continue. And I put up my hands and said, 'Pete, stop. This has nothing to do with my thinking you're hitting on me. Not for a minute. I know you're trying to be nice, but it's not appropriate in the office, especially in front of other people, but even when no one else is around, it's inappropriate.' I reiterated that others had commented on it and told him the last thing he or I needed was to have to go down to human resources and explain this." "The Truth Hurts" Pete looked embarrassed and a little annoyed, but he seemed to understand. "He said, 'Enough said, Tara. It won't happen anymore.' I felt sorry for him. It's hard to tell someone he's got spinach on his tooth, but it has to be done." And Tara's approach did work. Pete stopped with the compliments on people's appearances and cut back on the effusive praise about their work. Apparently, those higher up than Pete had some qualms about him as well, although for different reasons. "He was never really a big-picture, strategy guy, and he didn't understand a lot of the lingo you use at a software company," she recalls. "For a lot of things in life, he just didn't seem to 'get the memo.' If I had gone to HR with complaints about the inappropriate comments, that might have been the last nail in his coffin." As it was, Pete hung on for a year more after Tara's talk with him—although things were always a little awkward between them—until Pete's supervisor told him he should start looking for another job. Soon after, he found a position at a medical publishing firm and left the software company. Tara still wonders if she did the right thing by Pete, especially since his compliments didn't add up to sexual harassment. Rather, they fell into a gray area of behavior. Was it really her prerogative to tell another adult how he should behave in an office environment? *This case study scenario is true. Names and identifying details have been changed. How should an employee contend with a well-intentioned but buffoonish supervisor who over-compliments and makes her uncomfortable?

IMPORTANCE OF RECEPTIVENESS

vicky113 — Thu, 01 Jul 2010 05:49:41 +0000

The Receptiveness Hypothesis is applicable at a number of levels. For example, it applies to organizations in general, and the ability of the organization to respond to the needs of customers, staff and other stakeholders (e.g. politicians, etc). It applies to non-supervisory staff, and their ability to respond to the needs of their managers, customers and co-workers. Here we are going to look at Receptiveness as it applied to managers, leaders and/or supervisors. Influence Of The Receptive Manager The Receptive manager tends to succeed by building bonds of respect and trust with those around him/her. Staff respond positively to Receptive managers; they work more diligently, work to help the manager and the organization succeed, and will go the extra mile when necessary. That is because Receptive managers act consistent with the principle that their jobs are to help their staff do their jobs. So, a basic inter-dependence emerges based on behaviours that show concern, respect and trust. Receptive managers also influence those above them in the hierarchy. Because Receptive managers have the ability to read and act upon the needs of their "bosses", they are perceived as helpful and reliable, or in a simple way, very useful. This allows them to get the "ear" of people above them in the system, and further helps get things done when needed. Contrast this with the limited influence of the UNReceptive manager. The unReceptive manager is restricted in influence because those around him/her do not respect or trust them to look out for their welfare. Influence is more limited to the use of power coming from the formal position, and fear, a motivational component that is hard to sustain over time. UnReceptive managers tend to be perceived as self-interested, or at best uninterested in the needs of those around them. They also tend to be perceived by those above them as less reliable and less useful due to their focus on empire building, organization protection, and self-interest, rather than getting done what needs to be done. How Do They Do It? Receptive managers apply a number of specific skills and abilities to the task. Above all, they appear to be "withit". Withitness has a number of components. First withit managers are able to put aside their concerns to listen to (and appear to listen to) those around them. As a result, they know what is going on, and know what is both said, and said between the lines. They have the knack of appearing to know what people need even if those needs are not expressed directly. However, knowing what is going on, and identifying the needs of those around them is not sufficient. The Receptive manager also acts upon that knowledge, attempting to help fulfil the needs of employees, superiors, etc. Receptive managers wield influence to solve problems for those around them, often before even being asked. Here's an example: John was responsible for automating an office system in a government department. As happens sometimes, the Management Information Systems people were not keen on their going their own way on the project, despite the fact that they had indicated they could not do it for them in the near future. As a result their cooperation (needed for the project) was patchy. As team leader, John faced a number of roadblocks, despite the fact that their Assistant Deputy Minister wanted to see this project come to fruition. He regularly reported back to his Director, outlining progress and roadblocks. Every time he communicated roadblocks to the Director, they were removed within a short time, despite the fact that he did not request direct action. In addition, the Director advised and counselled him on how to deal with the "systems people" so he could have maximum impact. Despite the roadblocks, the project was completed on time and was very successful, much to the chagrin of some of the systems people, who he thinks were hoping it would fail. This is a simple story, but one full of meaning. In this situation the Director was able to identify the project leader's needs with respect to the project, listening carefully, and identifying actions he could take to "smooth the path". Not only was the Director able to remove obstacles and fulfil the need of the project leader, but the Director responded on a deeper level, helping to teach the Project Leader methods of becoming more effective, fulfilling yet another need. All of this was assumed to be the proper role of the Director, and was done without expressing all of the needs specifically or explicitly. We can contrast this with the unReceptiveness of the MIS people. They lectured, they fussed, they predicted dire consequences, rather than offering consistent, Receptive help. They focused not on responding to the needs of their clients, but on some other factors having to do with control, and their own needs. Eventually, their lack of Receptiveness resulted in the very thing they did not want; loss of control of the project. As a result of this project their overall status in the organization suffered, simply because at both an organization and individual level they were seen as barriers, rather than useful. Let's look at one more example. An employee had been working for a government branch for about a year, having moved to the city as a new resident. In a casual conversation, the supervisor noted that the employee wasn't looking at his best, and asked how he was feeling. The employee explained that he hadn't been feeling well lately, and sounded very tired and overwhelmed. The supervisor determined that the staff member didn't have a local family doctor, asked if he would like the supervisor to arrange an appointment, and proceeded to do so immediately. The problem turned out to be a minor one. In this example we see again the ideas of "withitness" and Receptiveness. The supervisor was able to identify that the staff member was in need of some help, despite the fact that the staff member did not state this explicitly. Note that the supervisor didn't pressure the staff member to go to the doctor, but identified needs, checked them out, and then acted upon them. In this case, help consisted of direct, helpful action. Conclusion These two examples are the stuff of loyalty and commitment. They are remembered years and years after the fact, and continue to extend the influence of managers. In this sense Receptiveness is a critical component of management success, because it allows managers and supervisors to get things done, for the benefit of all players. In the limited space we have, we have attempted to give you a feel of what Receptiveness means. You might want to extend your own understanding by considering some of the following questions. 1. If you are a manager or supervisor, how can you modify your own behaviours so that you become and are perceived as more Receptive by a) your staff, b) your boss and c) your customers? 2. Again, if you are a manager or supervisor what is your definition of the "Receptive employee"? Can you identify your "favourite employees", and consider how they are Receptive to you? Our bet is you will find that your most valued employees are Receptive. 3. If you are non-management, what would you need to do to be perceived as more Receptive by the people around you? To download click here....