CASE ANALYSIS

BY
-M.Nagamaheswari
JANSONS SCHOOL OF BUSINESS,
Karumathampatti,
Coimbatore-641659.
@:sweetpreeetha@gmail.com
Ph: 9942290296
 Synopsis
The case explains about a company called Sahasra discoveries specializing in pharma
R&D in the market. The HR department in the company follows bad standards and is
not able to cope up with Talent management or Work force management in the
company. The HR manager is given a task to reengineer the process of HR in the
company and also come out with good practises to maintain good talent pool in the
organization as well.

Q1.
If you were Nisha, what changes would you like to bring in the functioning of the
PDDD, with special focus on performance management?

Considering this case, importance given to HR Department is very less. The Human
Resources (HR) function provides significant support and advices to line
management. The attraction, preservation of high calibre people and development of
low calibre people in their functional areas, are a source of competitive advantage for
our business, and are the responsibilities of HR. So high importance should be given
to the HR Department in a company that specializes in pharma products and research.

Performance Management:

Performance Management (PM) is a system composed of orderly series of programs

designed to define, measure, and improve organizational performance. It is a system
developed to ensure compliance with requirements. Compliance more often means,
that their staffs are in compliance with written standards of the organization. From the
day one onwards, the performance of the employees are monitored. Here I have
employed 4 stages to map and match the performance of people.

Measurement:

The work outputs, personal competencies, and the goal achievement of the employees
are measured. This can be done using the score card. In the score card, important
distinctions and structures that carter to the growth of the employee and employer are
included. All the distinctive areas are given equal importance and the performance of
the employees are measured.

Continuous improvement:

The organization expects continuous improvement from the employees. Each and
every time the performance management system performs an appraisal measure, it is
an unhidden truth that tells the employees , whole performance and the reinforcement
strategies to be included either in the positive or in the negative manner to ensure
continuous improvement in the organization.

Recognition and Appraisals:

The appraisals and recognitions are done by the supervisors. The supervisors are
trained by the HRD to help in devising the tool for the appraisals. Performance
appraisals are very much important as it is the basis for the pay and promotion. Let us
consider “Microsoft” in which the 70-20-10 rule is in existence. This means that
seventy percent of the company's money is invested in areas relating to its core
business of advertising and search, 20 percent in related but secondary businesses
(news, desktop search, msn), and 10 percent for comparatively wild, new ideas and
innovations. So employees are also appraised based on their participation in the 70 or
20 or 10 areas. This type of strategy can also be encouraged in organizations to
improve competitive nature between employees.

Feedback:

If the employees do not perform well, (which is measured through the score card)
then they can be sent for the training or reinforcement. Reinforcement can be positive
or negative in nature. Reinforcement in the positive sense may consider fringe
benefits and monetary rewards accompanied by non fringe benefits too. Negative
reinforcement is by sending him/her for training and putting them back to work. Even
again if they do not perform well then they are to be sacked out of the organization.
All feedbacks are collected from the supervisors (potential appraisal) and from the
employees themselves (self appraisal).

Exit Interviews:

The Exit Interviews are conducted by a human resource professional. They are
conducted in a stage where in the employee decides to put down his papers. They are
taken immense care and conducted as to retain the employee inside the organization.
Even if he/she are not convinced then the feedback of his/her opinion on the
organization to improve it’s strategies are enquired and their arrears are settled in a
due course of time. Relieving him or her from the organization.

Q2.
Given the growing size of the organization and potential for future expansions what
structure do you think is best suited for the company? Elaborate.

The PDDD in the company should be reengineered. Now-a-days the companies are
moving from a patriarch and hierarchical management style to a more team-based,
informal organisation culture and they also concentrate on compensating knowledge
workers.

Strategic Plan:

How an organization intends to balance its internal strengths and weaknesses with its
external opportunities and threats to maintain a competitive advantage over the long-
term is more widely called as Strategic planning.
The strategic HRM system is created using HR professionals. It consists of HR
policies and practices, employee behaviors and competencies to be mapped and
matched.

Role of employees have to be expanded in the organization’s performance efforts. HR

team involvement should be increased in the design of strategic plans. HR
management should be given the strategic execution role and strategy formulation
role.

Structure:

The PDDD should contain recruiters, compensation managers, job analysts, HRD
specialists, strategic HRM’s on their way to improve the organization.

Compensation Managers:

The compensation managers should be mainly engaged in managing the score cards.
Managing HR scorecards show the quantitative standards or metrics which should be
shared with the employees. It also measures the employee behaviors and also the
strategically relevant organizational outcomes of those employee behaviors. It is more
often an Qualitative and Quantitative analysis done. So this denotes the importance of
these inline managers.

Overcoming the resistance to change:

The changes that are made may lead to chaos in the organization. Overcoming the
resistance to change can be done in 3 stages-Unfreezing, Moving and Freezing.

Transparency:

Transparency is the main problem that the company is facing. So the transparency
principle between employers and employees are to be increased in the organization.
This can be done through decentralization. The employees are to be engaged in
decision making. And the employees are also be encouraged to give their feedback.
Employee advocacy should be given more importance.

Information Sharing:
Communication is one of the main roles of the HRD which is not done properly. So
the informations have to be shared properly with the employees. Which will increase
the trust among the employees. This will in turn improve employee retention.

These are the strategies that Nisha can implement which best will suit the company to
grow in its career path. These are my own views best to my knowledge.I solemnly
declare that the ideas belong to me and are specially designed for sahasra discoveries.