Case Studies for BHEL, Bhopal Knowledge Management Portal
Submitted By: Prafull Maliya Sr E!e"utie #H$% &'&()(*
Case Study 1 Satish was a Sales Manager for +ndustrial Produ"ts Company in City bran"h wee. ago, he was promoted and shifted to Head /0"e as 1eputy Manager 2 Produ"t Management for a diision of produ"ts whi"h he was not ery familiar with 3hree days ago, the "ompany 4P 2 Mr 5eorge, "onened a meeting of all Produ"t Managers Satish6s new boss #Produ"t Manager Ketan% was not able to attend due to some other preo""upation Hen"e, the Mar.eting 1ire"tor, Preet 2 as.ed Satish to attend the meeting as this would gie him an e!posure into his new role -t the beginning of the meeting, Preet introdu"ed Satish ery brie7y to the 4P 3he meeting started with an address from the 4P and soon it got into a series of 8uestions from him to eery Produ"t Manager 5eorge, of "ourse, was pretty thorough with eery single produ"t of the "ompany and he was .nown to be pushy and a blunt eteran in the 9eld Most of the Produ"t Managers were ery "lear of 5eorge6s ways of wor.ing and had thoroughly prepared for the meeting and were giing to the point answers 5eorge then started with Satish Satish being new to the produ"t, was 8uite "onfused and fared miserably Preet immediately understood that 5eorge had possibly failed to remember that Satish was new to the ob He thought of interrupting 5eorge6s 8uestioning and giing a dis"rete reminder that Satish was new But by that time, 5eorge who was pretty upset with the la". of preparation by Satish made a publi" statement ;5entlemen, you are witnessing here an e!ample of sloppy wor. and this "an6t be e!"used;
es, you were +n fa"t, + was about to remind you that Satish is new to the ob; 5eorge e!plained that the fa"t that Satish was new to the ob didn6t 8uite register with him during the meeting 5eorge admitted that he had made a mista.e and as.ed his se"retary to get Satish report to the room immediately - perple!ed and uneasy Satish reported to 5eorge6s room after few minutes 5eorge loo.ing Satish straight into his eyes said ;+ hae done something whi"h + should hae neer een thought of and + want to apologise to you +t is my mista.e that + did not re"olle"t that you were new to the ob when + was 8uestioning you; Satish was left spee"hless 5eorge "ontinued ;+ would li.e to state few things "learly to you >our ob is to ma.e sure that people li.e me and your bosses do not ma.e stupid de"isions ?e hae good "on9den"e in your abilities and that is why we hae brought you to the Head /0"e @or eerybody, time is re8uired for learning + will e!pe"t you to .now all the nuan"es of your produ"t in three months time Antil then you hae my "omplete "on9den"e; 5eorge "losed the "onersation with a big reassuring handsha.e with Satish uestions:
' ?as it at all ne"essary for 5eorge to apologise to su"h a unior employee li.e Satish= ) +f you were in Satish6s pla"e, how would you to respond to 5eorge6s apology= ?as 5eorge "orre"t in saying that Satish is there to "orre"t the ;stupid mista.e; of his boss and 5eorge= D ?ould you employ 5eorge in your "ompany= * 1id Preet ma.e a mista.e by not interening during the meeting and "orre"t 5eorge6s mis"on"eption about Satish= & -s an H$ man, how would you de9ne the "hara"ter of 5eorge 2 bullying but later regretting= 1oes his attitude need to be "orre"ted= ?ould you be happy to hae 5eorgeFPreet as your boss= Possible solutions ' >es, it was ne"essary for 5eorge to apologise to Satish Een though Satish is new to the Head /0"e and is mu"h unior to 5eorge, in order to .eep up the morale of Satish, 5eorge should apologise 3his will not only reassure Satish6s atta"hment towards the "ompany but also motiate him in learning things faster ) +f + were in Satish6s pla"e, + would than. 5eorge and promise him to learn things well within the gien time 3he word 6stupid mista.e6 "reates "onfusion 5eorge only meant that Satish should not ma.e the top2authorities feel that they hae made a wrong de"ision by promoting Satish ?hat 5eorge wanted was Satish6s support Hen"e, the bosses e!pe"t Satish to wor. a""ording to the poli"y #both written and unwritten% of the "ompany D >es, + would employ 5eorge in my "ompany 3he ability of one to realise his mista.e is truly appre"iable espe"ially if he is in a mu"h senior position *
point to remind him after the meeting & 5eorge is a natural tas.2oriented leader He be"omes people 2 oriented only when stimulated ?hen he is into a tas. he does it with full dedi"ation He is a trustworthy person He has to enhan"e his soft2s.ills by ma.ing himself an e8ually tas.2 oriented and people2oriented leader >es, + would be happy to hae 5eorge or Preet as my boss - general "omment: Satish6s boss should hae familiarised Satish with the formalities of the meeting with 5eorge Con"lusion: ?hen a person goes up in a "areer ladder, he has to hae an oerall iew of the people and the pro"esses He has to understand that it is people who do the pro"esses He has to understand the importan"e of H$ Management -t the same time, he should be un"ompromising in the pro"esses and 8uality 3his would ma.e a leader a "lass apart GGGGGGGG
Case Study ) -dam, fresh from s"hool was a newly re"ruited H$ pra"titioner 1uring his one month into
the ob, he was as.ed to be in2"harge of the orientation programme for the entire organisation Being new, he followed "losely to the pro"esses $e"ently, $oy oined the organisation and -dam was re8uired to orientate him /n $oy6s 9rst day of wor., -dam brought him around the organisation for introdu"tion to the rest of the stas Anfortunately, $oy6s assigned mentor was not around hen"e, -dam was unable to ma.e an o0"ial introdu"tion for $oy to meet up with his mentor +n the afternoon, during the H$ brie9ng, -dam mentioned to $oy that there is a buddy system in pla"e but it is only on an opt2in basis $oy re8uested to opt for a buddy -dam was rather surprised by $oy6s re8uest as a""ording to -dam6s manager2Iean, no one in the organisation has re8uested for a buddy Hen"e, -dam "he".ed with Iean on the "riteria in getting a buddy for $oy and a""ording to her, -dam found out that it needed to be someone preferably from $oy6s department Haing "lari9ed on the "riteria, -dam was supposed to get a buddy for $oy, unfortunately, this issue was "learly forgotten by -dam due to his busy s"hedule as he was inoled in other H$ matters as well and he did not follow up with $oy6s re8uest promptly /ne wee. later, -dam met $oy in a lun"h gathering and -dam greeted $oy and as.ed him "asually how is he doing and if he has adapted well to his ob $oy, as.ed -dam blatantly and angrily where is his buddy that he had re8uested -t that moment, -dam re"alled on the e!isten"e of this re8uest and unwittingly told $oy that he thought $oy was o.ing with him on the re8uest for a buddy as he did not want to admit to $oy that he had "learly forgotten about the whole issue $oy was ery angered by -dam6s response and told him o
that he was ery serious in getting a buddy and that its -dam6s responsibility to do so -dam, "learly embarrassed and guilty about his mista.e, apologised immediately and promised to get him a buddy /n the ery day, a buddy2 Sam, was found for $oy $oy was ery unhappy with -dam and "onfronted -dam and his buddy when he was able to hae an o0"ial meet up session with his mentor -dam e!plained to $oy that the organisation has no "urrent pra"ti"e in pla"e for meet up sessions to be arranged between mentors and mentees and its a pra"ti"e for mentees to ta.e self2initiatie to do so in arranging for meetings with their mentors and also that his mentor is "urrently out of town and will only be ba". the ne!t day -dam, himself being a new sta also was at that moment in time spea.ing on personal e!perien"e and also based on what Iean had told him Sam, who was present agreed and helped to e!plain to $oy on the pra"ti"e $oy .ept 8uiet and -dam un.nowingly thought that $oy has understood the organisation pra"ti"e Hen"e, -dam did not "ontinue to "he". with $oy on this aspe"t 3he following day, $oy had a feedba". session with his manager and -dam was "alled upon to sit in as a part of the orientation programme $oy brought up the issue on -dam6s failure to get him a buddy promptly and that he was not introdu"ed to his mentor at all He "omplained about the poor management of the H$ mentor and buddy system and that it was not ee"tie at all and that he e!pressed that he is ery unhappy with -dam as he felt that he was not doing his ob at all -dam tried to e!plain to $oy and his manager about
what happened and also reassured $oy that he will ta.e his suggestions of improing on the system and was apologeti" about the issue He told $oy6s manager that he will bring $oy to see his mentor after the session as his mentor is ba". in the o0"e after being on leae for the past wee. $oy was still ery unhappy with -dam and "ontinued telling -dam o in front of his manager uestions: ' /n an H$ pra"titioner point of iew, what should -dam do to resole the issue= ) $oy is ery unhappy with -dam and holds it against him een though all has been done and followed up ?hat should -dam as H$ do to resole this and should Iean, as -dam6s manager do something= ?hat role does $oy6s manager play in this issue and should he be impli"ated= Possible solutions -dam was new to the ob, therefore he himself was in the pro"ess of getting oriented to the ob Howeer he did falter by not ta.ing the buddy re8uest by $oy seriously 3his was probably the only mista.e that he "ommittedfor whi"h he later apologised -s an H$ pra"titioner, -dam should let $oy .now the whole situation and apologise, whi"h he does -s far as $oy6s manager is "on"erned, it is upto $oy whether he wants to impli"ate him or not +mpli"ating him will only "ompli"ate the situation whi"h is not needed -s for $oy, he should get a life and moe on in the organisation rather than harping on a single fault by -dam +t is understandable that he felt disappointed by the 9rm, but he should "onsider the fa"t that in an organisation sometimes these lapses happen 3hat is not to say it doesnJt matter but after -dam apologised, he should forgie
@air enough, he "omplained about -dam, + thin. Iean should ust warn -dam, as he is new -lso, Iean should ma.e sure -dam goes through the ne"essary pro"edure and .nows them well, lest he should repeat su"h a mista.e GGGGGGGGGGGGGGGGGGGGG
Case Study ?hi"h are the points you will .eep in mind for re"ruiting new personnel into your organiation if you are the H$ Manager of a footwear manufa"turing "ompany=
-% +f am H$ Manager of a footwear manufa"turing "ompany and in this "ompany want re"ruit new employees then + will ta.e information from H/1s How many employees need to wor. in organisaton = B% Job Analysis : -fter haing de"ided how many persons would be needed it is ne"essary to prepare a ob analysis whi"h re"ords details of training, s.ills, 8uali9"ations, e!perien"es, whi"h are needed for a ob Iob analysis in"ludes the preparation of ob des"riptions and ob spe"i9"ations so right man on right ob on right time will gate and organiation goal will su""ess
C) Recruitment Policy : -fter ob analysis + will ma.e good re"ruitment poli"y +n this poli"y must "ontain following elements : /rganisation obe"ties 2 both in the short term and long term must be ta.en into "onsideration as a basi" parameter for re"ruitment de"isions and needs of the personnel area wise ob family wise +denti9"ation on the re"ruitment needs to ta.e de"isions regarding the balan"e of the 8ualitatie dimensions of the would be re"ruits Preferred sour"es of re"ruitment whi"h would be tapped by the organiation Criteria of sele"tion and preferen"e 3he "ost of re"ruitment and 9nan"ial impli"ations of the same
D) Forecast of manpower recruitment : the indents or re8uisition : •
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+n this point will spe"ify
3he obs or operations or positions for whi"h the person should be aailable 1uration of their employment Salary to be oered and any other "onditions and terms of employment whi"h the indenting o0"er feels ne"essary
3hen + will use arious stages in the re"ruitment pro"ess in"lude: •
+dentifying the need to re"ruit
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+dentifying the ob re8uirements
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1e"iding the sour"es of potential re"ruits
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1e"iding the sele"tion method
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Short listing "andidates
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Sele"ting the su""essful
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-ppointing the su""essful "andidate
Identifyin t!e need to recruit : ?hen a a"an"y o""urs the 9rst issue to "onsider is whether there is a need to 9ll it 3here is also 8uestion of whether it is the same ob that needs to be 9lled +n "onsidering this issue the employer should ta.e a""ount of the following alternaties: $eorganiation, @le!ible wor.ing, Ansung part time or "asual sta, Asing "ontra"tors, sta transfer or promotion, Iob sharing, "omputeriation Identifyin t!e "ob re#uirements$ : 3his stage of the pro"ess entails being about the "ontent of the ob -nd the "hara"teristi"s re8uired of the person in order to perform the ob to the ne"essary standard 3his means that there should 9rst be a "lear ibe des"ription and the need to 9ll a a"an"y is an ideal opportunity to reiew any e!isting ob des"ription to ensure that is still m eets the organiations re8uirements and a personnel spe"i9"ation setting out the "hara"teristi"s re8uired of the obholder Content of t!e personnel or person speci%cation : + will gather all information of re"ruitment so + will ma.e seen point plan as following: ' Physi"al ma.e2up2 Health, appearan"e, bearing and spee"h ) -ttainments Edu"ation, 8uali9"ation, e!perien"e 5eneral intelligen"e +ntelle"tual "apa"ity D Spe"ial aptitudes Me"hani"al, manual de!terity, fa"ility in use of words of 9gures, * +nterests +ntelle"tual, pra"ti"al, "onstru"tional, physi"ally a"tie, so"ial artisti" & 1isposition -""eptability, in7uen"e oer others, steadiness, dependability, self2relian"e Cir"umstan"es any spe"ial demands of the ob, su"h as ability to wor. unso"ial hours trael abroad, et"
Fi&e fold 'radin System : ' +mpa"t on others physi"al ma.e2up, appearan"e, spee"h and manner ) -"8uired 8uali9"ation edu"ation, o"ational training, wor. e!perien"e +nnate abilities 8ui".ness of "omprehension and aptitude for learning D Motiation indiidual goals, "onsisten"y and determination in following them up, su""ess rate * -dustment emotional stability, ability to stand up to stress and ability to get on with people
Decidin t!e sources of potential recruits : sour"es of "andidates for obs : •
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+nternal Sour"es: + will 9nd personnel needs are 9lled through transfer or promotions +nternal sour"e thought it is the main sour"e of re"ruitment -fter this needed "andidate then + will use E!ternal sour"es as following : /rganisation itself : 3he 9rst port of "all when "onsidering how to 9ll a a"an"y will usually be the organiation itself and this "an hae adantages in terms of motiations, moral and deelopment as dis"ussed aboe ?ord of mouth : Iobs may often be 9lled by e!isting employees letting their friends and a"8uaintan"es .now of any a"an"ies ?hile this approa"h will sae the "osts of adertising or re"ruitment by some other
Drawin up an Ad&ertisement : following rules should be followed : •
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3here are number potential
?hen drawing up an adertisement the
Consider the .ey aspe"ts of the ob and ensure that these are appropriately stressed
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1es"ribe the organiation and a few .ey features
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State the ob title and summarie the main duties or a""ountabilities
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1es"ribe the lo"ation
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1es"ribe the method of appli"ation and any "losing date
-dapt the style of the adertisement is dis"riminatory
Selection (et!od : 3he sele"tion pro"ess really begin with the organiation "hoi"e of how the appli"ant should respond to an adertisement -ppli"ation form or "urri"ulum itae : -fter this + will prepare sele"tion method how appli"ation should respond to an adertisement
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-ppli"ation forms
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Letters of appli"ations 3elephone
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Inter&iew : - sele"tion interiew is a "ontrolled "onersation between an appli"ant for a ob and the employer or someone representing the employer, designed to test the suitability of the appli"ant for the ob in 8uestion + will use two types of interiew: '% 1ire"t +nteriew : +t is a straight forward , fa"e to fa"e 8uestion answers session between the interiewer and the interiewee
Conductin Successful inter&iews : 3here are a number of rules to be followed when "ondu"ting sele"tion interiews these are follows : •
Before the interiew, 1uring the interiew and -fter the interiew
Selection ests : 3he defe"ts of the more traditional method of re"ruitment hae led many organiations to loo. for more obe"ties predi"ator of performan"e Psyc!ometric tests : Psy"hometri" tests inole applying standard pro"edures to appli"ants in su"h a way that their responses "an be 8uali9ed Intellience ests : +ntelligen"e tests are the oldest .ind of psy"hometri" test haing been designed by bidet and simon in '(* Aptitude and attainment tests : 3hese test are designed to test parti"ular aptitude or abilities and "an therefore be made ery releant to the ob in 8uestion Personality tests : Personality is an een aguer word than intelligen"e and this is probably the biggest problem with personality tests (edical *+amination,P!ysical e+amination : -ppli"ation who get oer one or more of the preliminary hurdles are sent for physi"al e!amination either to the organiation physi"ian or to a medi"al o0"er approal •
Placement : -fter Medi"al $eport 9t for ob interiew a parti"ular person is sele"ted for a gien ob, often more than one person may be sele"ted for the obs of similar nature +n the se"ond "ase, indiidual employees hae to be put under indiidual superisors with the approal of the latter
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Personnel Report : Sele"ted "andidate will gie appointment letter and oining date 9rst will 9ll oining report + will made his personnel 9le and all estimated "opies of "erti9"ate edu"ation N e!perien"e will 9ling in his personal 9le -rientation .Induction Proramme) : Sele"ted "andidate introdu"e with all employs and gie indu"tion programme 1uring the period he is informed about the "ompany and its produ"ts He is proided with a "ompleted des"ription of his ob and also a "opy of the rules, poli"ies and pro"edures to be followed by him He will informed about his authority , responsibility, his superiors and subordinates 3he new employee may also be ta.en round the o0"e and plant and made familiar with a"tiities and s"hemes of the enterprises GGGGG
HRM Case Study 4
Harsha and @ran.lin both of them are post graduates in management under dierent streams from same B2S"hool Both of them are "lose to ea"h other from the "ollege days itself and the same friendship is "ontinuing in the organisation too as they are pla"ed in the same "ompany, Hy2te"h te"hnology solutions Harsha pla"ed in H$ department as employee "ounselor and @ran.lin in 9nan"e department as .ey 9nan"e e!e"utie -s per the grade is "on"erned both are at same leel but when responsibility is "on"erned @ran.lin is holding more responsibility being in "ore 9nan"e By nature Harsha is friendly in nature and ready to help the needy @ran.lin is silent in nature ready to help if approa"hed personally and always a bit egoisti" in nature 3hey hae su""essfully "ompleted D years in the organiation -nd management is ery mu"h satis9ed with both of them as they are e8ually talented and "onstant performers Harsha felt that now a dayJs @ran.lin is not li.e as he use to be in past She noti"ed some behaioral "hanges with him 1uring general "onersations she feels that @ran.lin is taunting her that she is famous among the employees in the organisation in the other hand he is not een re"ognised by fellow employees /ne morning Mr Mehta 5eneral Manager Hy2te"h te"hnology solutions sho".ed while go through the mail re"eied from @ran.lin about his resignation Mr Mehta "alled Harsha immediately and dis"ussed about the same as she is "lose to @ran.lin By hearing the news Harsha got stunned and said that she do not .now this before she also reeled here "urrent e!perien"e with him M r Mehta who do not want to loose both of them promised her that he will handle this and he wonJt allow @ran.lin to resign +n the afternoon Mr Metha too. @ran.lin to Canteen to m a.e him "omfortable after some general dis"ussion he starts on the issue @ran.lin, after some hesitations opened his thin.ing in front of Mr Mehta 3he problem of @ran.lin is '% when he "omes alone to "anteen the people from other donJt een re"ognie
him but if he a""ompanied by Harsha he get well treated by others )% one day Both of them entered the "ompany together the se"urity in the gate wished them but the ne!t day when he "ame alone the same se"urity did not do so % Een in meetings held in the o0"e the points raised by Harsha will get more alue so many a times he .eeps silent in the meeting +t happens to @ran.lin that he has to fa"e su"h degradation in ea"h day of wor. whi"h totally disturbs him @ran.lin also 8uestioned that O Harsha and myself hae same 8uali9"ation, from same institute, passed out in the same year both with 9rst "lass ?e hae same number of e!perien"e in this organisation More oer the responsibilities with me are more aluable than that of Harsha -fter all this things if + am been ignored or unre"ognied by the fellow employees my ego does not allow me to "ontinue hereO By listening this statement MrMetha felt that it is not going to be ery di0"ult to stop his resignation Mr Mehta e!plained @ran.lin the reasons for su"h partial behaior of the employees -fter listening to Mr Mehta @ran.lin said sorry for his rea"tion and ready to ta.e ba". his resignation -nd he "alled Harsha and spo.e with li.e before
/uestion @ind the reason that Mr Mehta would hae gien to @ran.lin
Solution for Case Study Mr Mehta listening to this "ase understood the situation and realied the reason behind the partial response gien by the employees towards @ran.lin and Harsha -s @ran.lin said both Harsha and @ran.lin are passed out from same "ollege in same year Both of them oined the "ompany together both hae same e!perien"e Een in performan"e wise both stands in the same leel ie both are "onstant performers and good performers @ran.lin analysed all the aboe said similarities between him and Harsha He also stated that he holds more responsibility than that of Harsha /ne thing @ran.lin did not noti"e or analysed is the ob pro9le of Harsha +t is true that @ran.lin holds more responsibility than that of Harsha but when it "omes to dire"t intera"tion with employees Harsha wins the employees attention in this aspe"t Harsha being "ounselor in H$ she fa"es the employees eery day She deeloped good rapport among the employees due to her friendly nature She is always remembered by the employees wheneer they fa"e any problem as she gies good "ounseling and most of the times she suggest best solutions for su"h issues @ran.lin though holding .ey position in 9nan"e his pro9le does not allow him to intera"t with the employees 3hough he has helping tenden"y he does only when someone approa"hed him personally -s the employees of other departments do not hae any relation with him they neer approa"h him for help Mr Mehta haing good e!perien"e understood these things when @ran.lin e!plained his problems one by one Later he relates ea"h situation, e!plained by @ran.lin with the aboe said reasons, and made @ran.lin understood the reality
Mr Mehta said that the se"urity in the gate or the employees in the "anteen who re"ognied Harsha and not @ran.lin would hae intera"ted with her during "ounseling or approa"hed her for any issues -nd as usual she would hae "ounseled well or soled the issues of them that is the reason why they treat her and wish her wheneer where eer they meet her ?hen it "omes to the "ase of @ran.lin they would hae hardly met him or intera"ted with him ?hen it "omes to the point that een in o0"e meetings Harsha, points are alued so @ran.lin .eeps mum @or this Mr Mehta replied that the points put forward by her would be related to employees or from employees point of iew whi"h a"tually the management wants to .now so they gie alue to her points -nd as 8uoted @ra.lin after, one or two su"h in"idents, .eeps silent in the meeting He neer made an attempt to raise some suggestions so management does not hae any option to listen to that suggestion -fter listening to all the e!planations gien by Mr Mehta @ran.lin realied his mista.e and felt proud about the $apport deeloped by Harsha among the employees He said to Mr Mehta that he will ta.e ba". his resignation -nd rushed to Harsha to ma.e an apology and to meet her as a friend as li.e his "ollege days
