What was the challenge in the recruitment of HR specialist, based in Sweden
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Human Resource Management
Case Studies
Case (20 Marks)
A well known financial house started an
Industrial unit using new technology under the name Royal Electronics Company.
Their system of Management in general was of the old type where everything was
centralized on a personal level. However, in case of new
company, due to various factors like
distance, time etc., the industry was allowed to develop on autonomous lines
and was put in charge of U.K. trained Engineer. Considering the various
aspects, the industry was developing well. But due to the lack of adequate attention
to labor and industrial relations, a strike developed. It generated tensions
and fears among the executives left jobs including Labor officer who felt
insecure due to vacillation and interference from top management. Finally the
strike was resolved. But some workers were still under charge sheets. Their
cases had been conducted by the new Labor Officer who had joined at the height
ofstrike one day the factory manager received a call from the managing Director
to dismiss the Labor Officer immediately. He solicited reasons at least to
justify his action, but of no avail. In fact the Managing Director came
personally, went to the Labor Officer directly and gave him the dismissal
letter. The Labor officer was appointed by the Factory Manager and so went to
him but the Manager could do nothing now.
Answer
the following question.
Q1.
Analyze the factors that led to a breakdown of industrial relations in the
Royal Electronics Company
Q2.
How should the cases of charge sheeted employees be dealt with?
Q3.
What course of action will you suggest for the factory manager?
Q4.
As a Labor Officer what would be your steps after receiving the letter of
dismissal from the Managing Director.
CASE STUDY (20 Marks)
In 2007, Tata Consultancy Services
(TCS) one of the leading global information technology consulting services and
business process outsourcing organizations, had over 62,000 employees worldwide
and had aggressive plans to raise its headcount further. TCS gave utmost importance
to its human resource functions and considered recruitment as an ongoing
process. TCS employed directly from campus as well as using off campus recruitment.
The company has been investing more than 6 per cent of its annual revenues in training,
learning and development. In 1997, it set up a state of the art training
centre, 'Technopark' at Thiruvananthapuram, which offered training to new
recruits and TCS staffers at various levels.'Technopark' provided the employees
with three kinds of training programmes: 1. Technology 2. Attitudes 3.
Management TCS had a Manpower Allocation Task Committee (MATC) which determined
the career path for employees. The attrition rate at TCS in 2006 was 10.6%
which was the lowest in the Indian software and information technology
industry. But as TCS continued to expand globally, it faced the challenge of
grooming and retaining adiversified talent pool. Also with rising manpower
requirements, TCS was increasingly hiring nontechnical science graduates, which
posed a challenge for it to groom and bring them onto a common platform.
Answer
the following question.
Q1.
Give an overview of the case.
Q2.
Discuss the challenges faced by TCS in grooming the fresh nontechnical
graduates.
Q3.
Debate the utility of ‘Techno park’ set up by TCS.
Q4.
Discuss the importance of all above three kinds of training.
CASE STUDY (20 Marks)
An HR specialist, based in Sweden and
reporting to the director of HR EMEA at Advent, had resigned. This created the
opportunity to establish and relocate a more senior level of role, an HR
business generalist, based out of the London office. The director felt this
would enable the human resource
function to provide a higher service level across all HR matters throughout the
EMEA. The search for the most suitable candidate needed to be on a highly
confidential basis initially as the current HR specialist was still in situ. To
reach a wide candidate pool attracting
top talent whilst not compromising confidentiality was a challenge. Hudson
recommended Advent use an unbranded advertising package to assist with sourcing
the right person for the role. To further bolster this, Hudson was engaged on a
retained basis by its client to support the assignment; comprising of a
thorough database search, filtering and meeting advert responses and also
proactively headhunting individuals working for the client’s competitors.
Following this, short listed candidates met multiple individuals and
stakeholders within Advent. Then, after meeting with the candidates, the director
of HR selected the top two individuals to progress through the process. To
further ensure their suitability for the role, they underwent Hudson’s Business
Attitude Questionnaire (BAQ) – a tool that assesses different dimensions of
personality to help predict how a
person will behave in a professional
work environment. Hudson filtered through and reviewed nearly 100 advert
responses to identify and select high caliber candidates who met the
requirements of the role specification. The consultant then narrowed this down
and met with 19 individuals who were good potential fits for the role, sourced
from a mix of all the previously outlined avenues. Hudson then short listed
seven outstanding individuals – all of whom the director of HR was confident
had the right skill set and experience. This was then further narrowed down to
four individuals, divided into the top two, and another two who were strong
potential fits should one of the other two not be successful at the final
stage. However, one of the leading candidates was offered the role and they
accepted. Throughout the process, Hudson met all deadlines. The consultant
communicated with the director of HR regularly to ensure she understood the
candidates’ thoughts on the role and vice versa – ultimately meaning there were
no surprises for either party. Expectations were managed at both ends and this
led to a successful process and placement.
Answer
the following question.
Q1.
What was the challenge in the recruitment of HR specialist, based in Sweden?
Q2.
Discuss the procedure adopted by Hudson for the recruitment of HR specialist.
CASE STUDY (20 Marks)
The case is about the retrenchment
drama that unfolded in one of India's leading aviation companies, Jet Airways
(India) Limited (Jet), in late 2008. After showing the door to more than 1000
employees in a bid to streamline its operations, Jet was faced with immense
criticism and opposition by various organizations and political parties. Jet's
chairman Naresh Goyal (Goyal) reinstated the employees a day later saying that
he was not aware of these sackings. The Indian aviation industry was going
through a tough phase and experts felt that it was in the interest of the
company to retrench employees to remain competitive. Experts largely felt that Goyal
had capitulated under pressure from external parties while others felt that all
may not be well with the organizational
communication mechanisms at Jet.
Answer
the following question.
Q1.
Analyze the HR problems faced by Jet Airways in 2008.
Q2.
Discuss various concepts related to hiring, firing, and compensation
management.
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