AL 473 Integrated Project: Human Resource Management
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SESSION I: COMPREHENSIVE CASE ANALYSIS: HR GENERALIST
Session I – CASE I-A – Oh My Goodness – HR Metrics Provide Leadership with Actionable Data
Mettja R. Overly
8/9/2012
BACKGROUND:
The company, Handy Shopper Guide (HSG), publishes a weekly shopper guide/magazine for Spring Valley, USA. The content of the guide is mostly advertising; however there are a few community human interest stories and photographs. The surrounding metropolitan area has a population of 250,000, in the mid-west.
The Handy Shopper Guide has been in business for 42 years and employs about 250 employees. In 2006, the publication launched its online web page which features similar content to the published version. The online version features links which connect customers to local businesses and there are weekly printable store savings coupons. In 2012 HSG launched an Application (APP) in partnership with the WOW-Wireless. The new App connects WOW-Wireless customers with money saving e-coupons and text-message sales alerts for local businesses (restaurant dining specials, gas price ads, sporting goods, grocery saving coupons, movie tickets, fast food restaurants and downtown pubs, cafes and specialty eateries, etc…). The APP is a new feature which places HSG ahead of the competition in the local market.
HSG has been struggling for the past 4 years due to the economy and it is competing with the weekly Shopping Local insert package in the newspaper and shoppinglocal.com website. Both the newspaper and the website are owned and operated by Granger Media Company. The Shopping Local printed product was introduced in 2006, and in 2010 the website was released.
Since 2006 Michael has focused on growing the business. When the Great Recession of 2008 hit small business; the company was faced with budget cuts and had to lay off 34 employees. This was a very difficult situation because there had not been a lay-off since 1988. Michael and his management team had to make some unpopular cost saving decisions.
In December of 2011, 34 employees were laid-off. (Circulation/Distribution = 11, Operations = 9, Online Sales = 11 (10 Sales Reps and 1 Supervisor), Web Master Dept. 3 Web Designers.
The training and development budget was drastically reduced ($10K to $2,000); tuition reimbursement program was reduced (Per year allowed $1,200 per year reduced to $500). These reductions took place in 2009 and have remained. As a result, employee training programs have been non-existent.
The cost of employee benefits also experienced a significant change as well. Employees were asked to contribute more for their health insurance (premiums increased 18% in 2009, 19% in 2010 & 2011, and 21% in 2012). To try and lower the premium cost, employees were asked to carry higher deductible amounts (deductable were $2,000 per family, increased to $5,000 per family)
The company picnic and the holiday party were eliminated from the budget in 2010 for the 2011 budget year.
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Now in 2012 there is a glimmer of hope, there is some movement in the economy. Some of the local companies in Spring Valley, USA are hiring. This is a double edged sword; this is good for business however HSG is having some turnover issues in the sales department.
In 2011 the BUZZ-SUPER SHOPPER network built a new customer service building which boosts that in March of 2012 when the doors are open for business, they will hire 200 workers. The employment ads capitalize on a new “hip” work environment, latest telemarketing technology, game room, workout facility and a walking track. They also offer flexible work schedules and work-from-home employment options. As of June 10th BUZZ has hired and trained 95 employees.
HSG is faced with a dilemma. Michael just received the first HR Metrics Report from Susan. She has been working with the Finance Director, Doug and the IT Director, Kevin to create the necessary HRIS systems to generate HR measurement data. When Michael read the report he was appalled at the data. The usually calm, mild-mannered man “blew a proverbial gasket.” Susan remained calm and discussed the report in detail.
May – HR Metrics Report – (View the actual report on the following pages)
Voluntary terminations 11
Open positions 14
Absenteeism is at 8%
Exit interview data –Top 3 Reasons why people are leaving: 1. Poor supervisor or manager, 2. Lack of training and development, 3. No career opportunities
Performance Reviews – 68% completed on time, this means 32% are late.
The Performance Reviews which are given late, impact the annual pay increase for employees. The employee receives a retroactive pay increase.
This increased is effective in the employee’s next pay check (Bi-weekly Payroll schedule). This means the paycheck is significantly larger than normal and has significant payroll tax implications.
This is a “double whammy” for the employee. First their review is late and then Uncle Sam gets a larger chunk of your payroll check in taxes.
THE PLAYERS:
Hint: As you read about the players and this case analysis; view the Handy Shopper Guide (HSG) (Partial Organizational Chart) and the HR Metrics Report – May 2012. Both documents are provided on the following pages.
The following individuals have a “stake” in keeping their home grown talent. They have different perspectives. These perspectives are critical in solving the various dilemmas in this case. The word “you” is used below as it is critical that you walk in the shoes of each of these individuals while attempting to make the best human resources decision.
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HSG President – Michael Townsend
1. Michael is a middle age gentleman and the son of the founder of HGS. John Townsend retired in 2005 and turned the reins of leadership over to his son. John is enjoying retirement in Florida during the winter and returns to the mid-west for the summer months.
2. Son Michael has a very different leadership style then his father. He is calm, thoughtful, listens to new ideas, hard-working, and creative. He is viewed as a mentor and a couch when it comes to managing people. He is respected for his sound financial business sense, tactful negotiating skills and is a salesman at heart.
ROLE: New Human Resources Director (HRD) – Susan Murphy
1. Susan has been on the job now for 10 months and has gained respect for her knowledge and expertise. She has a good working relationship with the Finance Director, Doug. They have worked together on several cost saving projects.
2. She is very interested in developing a comprehensive HRIS system. Susan and Kevin, the IT Director has been working together to find a cost effective way to upgrade the current Information Management Systems (IMS).
3. You need to assess what is really behind the numbers in the HR Metrics Report.
4. Consider all your options and look at all of the data.
5. You need to determine what is your top priority, where do you begin 1st? Who should you involve in your analysis and problem-solving plan?
ROLE: Advertising Director (AD) Bill Newton
1. You are the “top ad guy” flamboyant, everyone’s friend, always has a good joke to tell, all-round happy go lucky kind of guy. Following the guideline is well ok if they suit your needs.
2. Your department has 5 Sales Rep. positions open in your Retail Sale units. You want them filled and quickly. Your Retail Manager, Lisa came to you in February and alerted you to the fact that she was concerned about Derek’s lack of management skills. She asked you for some help in getting him into a supervisory training session at the local technical college. You put Lisa’s request on your “To Do” list in February and it is now June 15th.
3. You are the “rain maker” for HSG. You get the sale and get the revenue in the bank. You do not see much value in spending time in meetings with employees, giving them feedback; they need to be out on the street selling ads.
ROLE: Retail Sale Manager Lisa Gooding
1. You are a hard working Sales Manager. You possess solid leadership skills and have experience managing hourly level employees. Now you have moved to that next level and you are managing supervisory level employees.
2. You hired Ann who is a new college grad with one year of supervisory experience. During the past six months you have spent a lot of time with Ann providing coaching and mentoring. Ann is a quick study and has demonstrated her passion for leadership. Ann has also built a solid working relationship with her HR Business Partner, Wendy.
3. In December Lisa was on FMLA for the birth of her 1st child. During her absence, Bill (AD) stepped in and filled the vacant Retail Sales Supervisor in her department. He did not involve Lisa in any part of the process. In December, Bill hired Derek as the Supervisor. When Lisa returned
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from her FMLA leave in January she was introduced to Derek, her new direct report. Bill explained that Derek had 4 years of supervisory experience working at Whippy Burgers and has an Associate Degree in Automotive & Transportation Technology.
4. Lisa has been leery of Derek’s leadership ability. She has attempted many times to mentor and coach him however he wants to do things his way. When Lisa provides Derek with positive and or constructive feedback, he bites his lip, listens and leaves her office without a word. Then he proceeds to “Do it Derek’s way.”
ROLE: Retail Sales Supervisor (Derek)
1. Derek is a “bull headed” guy. He really does not enjoy this type of work. He treats his Sales Reps. like they know nothing; he does not listen to their ides and is condescending in his style of communication.
2. His co-supervisor Ann has always been helpful; but Derek has not reciprocated. He does not work well with his HR Business Partner, Wendy. He thinks it is a stupid idea to have HR people working with Sales and Advertising.
3. In May you had 4 people give their notice and leave the company. Two of the four people who left had Performance Reviews due in April, but you never got around to getting them done.
4. You contacted Wendy in HR and told her she needed to hire some more sales reps. and fast.
5. You finally completed 3 Performance Reviews, all of which were between 1 to 2 months late.
ROLE: Retail Sales Supervisor (Ann)
1. Ann is an open and honest young supervisor. She loves working for Lisa because she really cares about Ann’s career development.
2. You have one open position (Robin Smith left because her husband was transferred to another city). Robin gave you plenty of notice so you contacted your HR Business Partner, Wendy in order to start the hiring process.
ROLE: Online Sales Manager (Mark)
1. Mark is a very quiet person and stays in his office glued to his PC. He knows the Online sales business but he is a behind the scenes kind of guy.
2. You are so buried in your special assignment work (New APP for local businesses & WOW-Wireless) that you have neglected to see what is happening within your department.
ROLE: Online Sales Supervisor (Tyler)
1. Tyler loves the online sales business. He has only been a supervisor for about a year. He is still a little naive when it comes to managing people. He often takes people at face value and does not understand the connection between the concepts of past behavior being a predictor of future performance.
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2. The Online Sales Rep. is a retail sales position but for online advertising. The Reps. are in and out of the office meeting face to face with clients. They also make telephone and online sales as well with many repeat customers. It is easy for the Reps. to get bored with this routine.
3. Many times the Online Reps find they are crossing paths with the Retail (print) Sales Reps. This has created a “turf war” between the two sales departments.
4. Lately, there has been a high incidence of absenteeism in your sales unit. Two Reps. in particular have been calling in sick on the same days (Stacey and Brendon, usually call in sick on Thursdays). You have “sorta” addressed the problem with each Rep. privately; however nothing has been in the form of a formal corrective action.
5. Then there is Erin who finds it difficult to get to work on time and sometimes over sleeps. He is a “gamer” and spends the wee hours of the morning playing on the internet. When he is too tired, he will just call in sick. You understand his passion for “gaming on the net” so you have taken a “let it slide” approach. As a supervisor, Tyler just wants to be popular and be a friend to those he supervises.
On the following pages:
HR Metrics Report – May 2012
Handy Shopper Guide (HSG) (Partial Org. Chart)
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HR Metrics Report – May 2012
Prepared by Susan Murphy – 6/15/12
Dept.
Pres.
Cir/Dist.
HR
Marketing
Advert.
IT
Fin.
Opts.
Totals
Open Positions
0
2 Terms.
3 Positions Held Open
0
0
5
0
1
3
14
Terminations
0
2
0
0
5
0
1
3
11
EEOC Data
2 Caucasian
2 Caucasian
2 African Am.
1 Hispanic
1 Caucasian
1 Hispanic
2 Caucasian
7 Caucasian
2 African Am
2 Hispanic
11 – Terminations
36% 4/11Minority
64% 7/11Caucasians
Exit Data
Top 3 Reasons
0
1. Child care issues
2. Found Work at home job
3. None
Misc. None
0
1. Poor Supv/Mgr
2. Lack Traing
3. No Opports.
Misc. No one cares
1. Work Schedule
2. None
3. None
Misc. Loved Job
1. Work Schedule
2. No Overtime
3. None
Misc. None
Absenteeism
0
0
0
7%
0
1%
8%
Performance Reviews-ON-Time
100%
90%
100%
90%
62%
100%
100%
80%
Overall Percentage
ON-Time 68%
Number of Performance Reviews LATE
0
1
0
1
6
0
0
2
Over All Percentage LATE 32%
Retroactive Pay Check-Number of Employees
1
0
8
3
12
Dept.
Pres.
Cir/Dist.
HR
Marketing
Advert.
IT
Fin.
Opts.
Totals
Number of Budgeted Positions
9
30
3
3
42
7
14
108
216
Head Count
April
9
27
3
3
42
7
14
108
213
Head Count
May
9
25
3
3
37
7
13
105
202
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Handy Shopper Guide (HSG) (Partial Org. Chart)
President
(Michael)
Circulation/Distribution Director (Gary)
HR Director (Susan)
HR Business Partner (Wendy)
Hr Business Partner (Bill)
HR Analyst (Amy)
Advertising Director (Bill)
Online Ad Manager (Mark)
Online Sales Supervisor (Choua) (10) Sales Reps.
Online Sale Supervisor (Tyler) (10) Sale Reps.
Retail Advertising Manager (Lisa)
Retail Sales Supervisor (Derek) (10) Sale Reps.
Retail Sales Supervisor (Ann ) (10) Sales Reps.
Information Technology Director (Kevin)
Web Master
(Darlene)
Finance Director (Doug)
Operations Director (Brian)
Admin. Assistant (Mary Lou))
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Session I Case Analysis Assignment: Please respond to the following questions
Conduct the necessary research, analyze the information and data provided, and utilize your cumulative HRM knowledge and skills to complete the case.
Case Analysis Instructions and Rubric: Please refer to the AL 473-Integrative Project-Human Resource Management Student Module for the Comprehensive Case Analysis format.
Paper Headings: Please submit a clean document utilizing the following headings. You do not need to include the hints; those are for your use only.
Part I: Introduction/Background Summary – A brief itemization of key historic and descriptive elements to brief the uninformed observer about the case.
Hints:
List relevant background information on the key stakeholders and their roles.
Part II: Problem Identification
Hints:
Please list some of the concerns you, as the Human Resources Director (as a Strategic Business Partner) may have regarding the results of the HR Metrics Report.
List ALL of the problems and concerns in order of priority.
Part III: Researching Internal and External Factors
Hint:
What research might you need to do?
SWOT Analysis of Situation – Complete a brief SWOT on the top three problems or issues which the organization needs to resolve.
Part IV: Analyze the Information
Hint:
What are the performance management problems within the management ranks?
What are some of the issues regarding employee turnover, absenteeism and late Performance Reviews?
What role has the lack of a training budget played in this situation?
Based on the information provided and listed so far, please list critical issues surrounding the case. What could happen if they are not considered?
Describe what success looks like in this case.
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Part V: Identifies Possible Solutions to the Problem
Hint:
What possible recommendations could be considered to rectify multiple problems and issues?
How might the HR Director deploy and utilize the HR staff?
What role does the President play in resolving some of these problems?
Part VI: Best Solution Rationale and Recommendation
Hint:
Be specific regarding action steps, outcomes, and why you chose those action steps. Please select at least three different action steps.
How might you, as the Human Resources Director, integrate servant leadership; and your personal values, ethics and faith when working with the key stakeholders in this case?
What might you, as the Human Resources Director, recommend regarding communications to the employee and managers involved in this case? What would be the best way to prepare this communication?
What consequences may need to be mitigated based on the solution selected?
How can you measure/evaluate success?
Session I Learning Outcomes: For this session, read and use the following learning outcomes to complete this case analysis assignment.
Week I Learning Outcomes:
1. utilize business management knowledge to plan for a diverse workforce able to achieve organizational goals;
2. recognize the need to view all employees as deserving of treatment which demonstrates consideration, dignity and respect;
3. recognize the value of development and maintenance of a diverse workforce;
Human Resources Program Level Outcomes:
1. apply business management skills that successfully create a diverse workforce to achieve organizational goals;
2. organize strategies for the recruitment, selection, training, retention and
development of employees;
3. recognize, clarify, and apply important federal and state legislation, case law decisions and executive orders that affect the employment relationship;
4. analyze a compensation plan that identifies and describes plan objectives, salary structure and fringe benefits;
5. identify organizational needs for safety plans in multiple areas governed by OSHA related to employee health, safety and security;
6. engage management techniques that integrate employee and organizational
development with leadership;
7. demonstrate the ability to communicate effectively, both in
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4. identify and describe the elements of servant leadership, which might apply to the work of the human resource professional;
5. reflect on a current or future vocation as a human resource professional within an organization;
6. review learning outcomes from all required courses in the major;
7. employ problem-solving skills in human resources situations;
8. utilize critical thinking skills in analysis of complex problems;
presentations and in writing;
8. identify and describe the various functions of human resources professionals
in an organization;
9. employ problem-solving skills in various human resources situations;
10. gain an understanding of the elements of strategic planning for workforce and human resource development;
11. identify and describe the elements of servant leadership which apply to the work of the human resource professional.
12. apply business management skills that successfully achieve organizational goals through the awareness of financial management measures and metrics (Examples: balance sheet, income statement, cash flow, ratios, budgeting, and, HR metrics);
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