Case Study: Two Tough Calls (A) Harvard Business School

ITTIHAD UNIVERSITY, COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS Student Name: Course:

Zubaidah Abdul Rehman Al Din, 20042080 200420 80 Human Resources Manaement

Introduction of cas stud! Learning Objective: To learn about some of the practical and ethical issues involved in termination decisions and also other optional actions actions that can also e considered instead of termination: 

Problem Statement and Solution Analysis Analysis

 Problem Alternatives Alternatives for wide decision making  mplementation Plan for case study  Suggested Solution for solving and problem analysis  !onclusion if the solution is implemented 

"eferences and Links of sources used

"ro#$% "r o#$% Stat%nt and So$ution Ana$!sis !" #romo #romotio tion n $rom $rom %ead %ead to Mana Manae er  r  #$#$ Situation: She joined joined the company as lead after si% months she was promoted promoted as Program &anager$ "achel in software team was preferred and was given hope by the management to be Program &anager$ Old employees preferred "achel but technical focused employees were sure that she will be p romoted$ #$'$ Opportunit Opportunity y !lash: At the meanwhile meanwhile "achel was thinking thinking that she will will get promoted promoted but in fact it did not happen as she was not at all technical$ Staff in the team preferred her not to be as Program &anager  because of her not being technical and that wont help the team growth in skills development or problem solving during software development$ #$($ Promotion ) *mployee *mployee Pushed Out: Out: +owever, it must be an employee employee previously e%perienced must must be given opportunity ) objective she or he would like to get promoted must adopt the skills that-s lacking$ 2" Mana Manae eme ment nt &ss &ssue ues s '$#$ '$#$ Situa Situatio tion: n: About About the ideas of the &anage &anagemen mentt perfor performan mance ce report report regard regarding ing an employ employee ee they they don-t don-t influence influence their direct direct opinion opinion whether whether poor, poor, fair, fair, or e%cellent e%cellent performance performance of an employee employee during during their   Appraisal or PP$ PP$ Program &anager is talented and possesses the ability to communicate directly, directly, team objectives and rating clear outcomes from her team$ '$'$ *mployee &otivation &otivation . /e0motivation: /e0motivation: n a !ompany employee employee motivation motivation is great success for achieving achieving the targets or goals set$ n case if the employees are not motivated also not appreciated for the efforts inputted it is certain that their performance scale decreases in an une%pected level$ '$($ '$($ Settin Setting g Object Objectiv ives es and /iscu /iscussi ssion: on: 1hile 1hile a /epart /epartmen mentt in a !ompan !ompany y sets sets its objectiv objectives es in relati relation on to !ompany achievements it-s necessary to meet with their team and have a group discussion for brainstorming for setting S&A"T objectives$ 2nfortunately there is lack of such interaction in this !ompany$ '$3$ *%ecution *%ecution of Objectiv Objectives es and *mployee *mployee Outcomes: Outcomes: As discussed above e%ecution e%ecution of objectives objectives is very important to help the !ompany grow and obtain profitable running business with its Software products and

Case Study: Two Tough Tough Calls (A) Problem Analysis, Harvard Business Busine ss School

Page  o! "

ITTIHAD UNIVERSITY, COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS Student Name: Course:

Zubaidah Abdul Rehman Al Din, 20042080 200420 80 Human Resources Manaement

services rendered$ /epartment &anager can never do alone without further discussions on achievements of  objectives$ '" #rob #roblem lems s and and Caus Causes es o$ o$ (er (err) r) ($#$ Situation: Terry Terry was was selected from pool of candidates even though though was not 4ualified for the post assigned$ assigned$ ($'$ Selection Process: Terry Terry was selected upon recommendation recommendation but was not placed or recruited recruited right$ ($($ +iring Process: 2sually in Organi5ations Organi5ations recommended candidate candidate is hired only in in areas related to his his or her  field in order to avoid employee turn over, termination termination or other failure to do tasks process$ ($3$ "e4uirement Process and Training: Training: Terry Terry possessed skills skills in writing description of software-s which which is very difficult for technical employee to write in: 

2ser 6riendly 7ersion



Simple *nglish



Less Technical Technical Terms Terms

*ven though he used times of others but can be valuable asset to the company if utili5ed$ ($8$ Performa Performance nce mprovement mprovement Plan &eeting: &eeting: nstead of placing him poor performance performance or satisfact satisfactory ory by our  Program &anager can place Terry Terry in another challenging position for developing Software &anuals and 9rief  /escriptions for online browsers$ 4" #rob #roblem lems s and and Causes Causes o$ #hil #hil 3$#$ Situation Situation:: Phil was not motivated motivated by company from the beginning beginning by placing in *mployment *mployment at 1ill$ t-s always stated that 6irst mpression is the Last mpression so Phil had the idea of this !ontract that he signed that his job was not secured and they are keeping him as they cannot get rid of him as they already bought the !ompany$ 3$'$ *mployee *mployee ob /escription /escription and Objectives: Objectives: 1hen there is selling selling of products products or services services there are always clients and customers calling in4uiring regarding soft goods$ 9eing professionally !all !entre &anager it-s not always right to place place employees employees in core department department only related related to products and services services production$ production$ These areas are also important as well as production$ This could have been solved if he was given ob /escription and Objectives sated or either opening new area of !ustomer Service as !all !entre$ 3$($ Performance mprovement mprovement Plan &eeting: &eeting: Organi5ing discussion discussion with Phil, regarding performance or allowing Phil Phil cont contin inui uing ng in the the same same post post for for devel developi oping ng thei theirr busi busines ness s in4u in4uir iry y trac tracki king ng or effe effect ctiv ive e !"& !"& implementation$

"ro#$% A$trnati&s Manaement *rani+ational *becti-es:

-

;oals met or not met

-

*mployee satisfaction or dissatisfaction

De-elo.ment o$ #rocedures: 

Recruitment

Case Study: Two Tough Tough Calls (A) Problem Analysis, Harvard Business Busine ss School

Page # o! "

ITTIHAD UNIVERSITY, COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS Student Name: Course:

Zubaidah Abdul Rehman Al Din, 20042080 200420 80 Human Resources Manaement



/ob Descri.tion and SMAR( *becti-es



Strict Selection and #lacement .rocess



(rainin and De-elo.ment #rorams:

-

On0the0job training ob rotation, !oaching, &entoring, and &odeling

-

Off0the0job Off0the0job training &anagement /evelopment



#&# *becti-es:

-

Performance mprovement and Performance Standards Practice

#&# Ratins: 

Rate each indi-idual res.onsibilit) uantitati-el) or ualitati-el):



*%ceeds and &eets *%pectations



9etween &eets and *%ceeds s e>s in simpl simple e language language and not not technica technicall

d$ &eeting &eeting with with Program Program &anager &anager before before softw software are publish publishing ing '= !hange !hange ob Statu Status s befor before e PP PP (= Observ Observati ation on of Assi Assigne gned d Ta Task 3= Target rget achi achiev evem emen entt 8= !ustomer !ustomer feedba feedback ck on manuals manuals and written written descri description ptions s ?= Trainin Training g and /evelopmen /evelopmentt of Skills Skills lacking lacking to adopt this this new opportuni opportunity ty @= ncent ncentiv ive e or 9onus 9onus on on positi positive ve feedb feedback ack

Others: #$ Opport Opportuni unity ty to to mprov mprove e Perfor Performan mance ce '$ Superviso Supervisory ry Assist Assistance ance and /ocumen /ocumentati tation on /uring /uring the Opportuni Opportunity ty Period Period ($ mprov mproveme ement nt to to an Acc Accept eptabl able e Level Level 3$ /eciding /eciding 1hat 1hat to do About About 2nacce 2nacceptabl ptable e Perform Performance ance 8$ Proposal Proposal to /emote." /emote."educe educe in ;rade ;rade or "emov "emove e ?$ /ecision /ecision to /emote. /emote."educ "educe e in ;rade or "emov "emove e #er$ormance &m.ro-ement #lan  #hil: #= "e0/esign "e0/esign ob ob /escripti /escription on as !all !all !entre !entre &anager &anager and Softw Software are P" '= !han !hange ge ob ob Sta Statu tus s PP PP (= On the the ob Traini Training ng for developing developing further further skills skills i$ Train Training ing,, on ob "e4uir "e4uireme ements nts ii$ Trainin Training, g, on *mployee *mployee "elations "elations /evelopmen /evelopmentt 3= *mployee *mployee &otiva &otivation tion and and Performan Performance ce Status Status &eeting &eeting before before PP 8= Phil Promote Promoted d to !all !entre !entre and P" Administ Administrator rator Softw Software= are=

The Program Manager  must  must be independent and firm enough to discuss the above with the Management instead of satisfactory grading. An employee with poor performance is also an important asset to a company. As an employee leaving the company lacking skills still represents the same company and affects the reputation of the company. It is not an effective Manager who stays observing and confirming of poor performance with no proper actions taken or implemented.

The Program Manager  requires  requires areas for development such as: I) ffect ffective ive Manage Managemen mentt S.i!!s S.i!!s II) mp!o*ee Re!ation and Performance Performance Improvement Improvement

Case Study: Two Tough Tough Calls (A) Problem Analysis, Harvard Business Busine ss School

Page % o! "

ITTIHAD UNIVERSITY, COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS Student Name: Course:

Zubaidah Abdul Rehman Al Din, 20042080 200420 80 Human Resources Manaement

III)%oacing and Mentoring

Conc$usion The poor performance of both the employees was due to improper placement of assigned jobs that they were not talented of$ This will of course lead to employee termination rather than objectives and tasks achievement$ 9y implementing the steps above it will also secure other staff members of the company$ company$ f an employee has bad relation with management then the employee must be either transferred to a position were don-t h ave to interact with the manager or train an employee to develop relationships between management$ *very employee poor performance is not the solution to placed in PP and terminate but instead retain the employee and fit in the right post$

Rfrncs +"& !hapters: !hapter (, Organi5ational . ndividual "elations and "etention !hapter ?, obs and ob Analysis Analysis !hapter B, Selecting +uman "esources !hapter C, Training +uman "esources !hapter ##, Performance &anagement and Appraisal

Training Training !ourses and !ertifications &aterials "eferences: /iploma in *ffective Training and /evelopment, 'DD? !ertificate in +" Practices: Appraisal Appraisal Systems ) !areer /evelopment Training, Training, 'DD8 !ertificate in +" Practices: ob Analysis, /escriptions ) *valuation, 'DD8 !ertificate in +" Practices: !oordination Skills, Staff !omplaints ) 6ollow0up, 'DD8 !ertificate in *ffective Teamwork0ncrease your productivity ) manage time, 'DD3 !ertificate in +" 0 Objectives, Staff Task and ;oals, 'DD3

nternet Links http:..harvardbusinessonline$hbsp$harvar http:..harvardbusinessonline$hbsp$harvard$edu.bD'.en.common.emai d$edu.bD'.en.common.emailfriend$jhtml lfriend$jhtmlEproduct/F(D?D'@ Eproduct/F(D?D'@ http:..training$fws$gov.superv http:..training$fws$gov.supervisors.emplrelations. isors.emplrelations.employeeGproblems$htm employeeGproblems$htm http:..www$ http:..www$toolpack$com.performance$ toolpack$com.performance$html html http:..www$gove%ec$com.dailyfed.##CC.##'CCCb'$htm http:..www$opm$gov.perform.plan$asp

Case Study: Two Tough Tough Calls (A) Problem Analysis, Harvard Business Busine ss School

Page " o! "