Case Studies for BHEL, Bhopal

Knowledge Management Portal

Submitted By:
Prafull Malviya
Sr Executive (HR)
6169295

Case Study 1
Satish was a Sales Manager for Industrial Products Company in City branch. A
week ago,
he was promoted and shifted to Head Office as Deputy Manager - Product
Management for a
division of products which he was not very familiar with. Three days ago, the
company VP Mr. George, convened a meeting of all Product Managers. Satish's new boss
(Product
Manager Ketan) was not able to attend due to some other preoccupation. Hence,
the
Marketing Director, Preet - asked Satish to attend the meeting as this would give
him an
exposure into his new role.
At the beginning of the meeting, Preet introduced Satish very briefly to the VP.
The meeting
started with an address from the VP and soon it got into a series of questions
from him to
every Product Manager. George, of course, was pretty thorough with every single
product of
the company and he was known to be pushy and a blunt veteran in the field.
Most of the
Product Managers were very clear of George's ways of working and had
thoroughly prepared
for the meeting and were giving to the point answers. George then started with
Satish.
Satish being new to the product, was quite confused and fared miserably.
Preet immediately understood that George had possibly failed to remember that
Satish was
new to the job. He thought of interrupting George's questioning and giving a
discrete
reminder that Satish was new. But by that time, George who was pretty upset
with the lack
of preparation by Satish made a public statement "Gentlemen, you are
witnessing here an
example of sloppy work and this can't be excused".

Now Preet was in two minds - should he interrupt George and tell him that Satish
is new in
that position OR should he wait till the end of the meeting and tell George
privately. Preet
chose the second option.
Satish was visibly angry at the treatment meted out by George but he also chose
to keep
mum. George quickly closed the meeting saying that he found in general, lack of
planning in
the department and asked Preet to stay back in the room for further discussions.
Before Preet could give any explanation on Satish, George asked him "Tell me
openly, Preet,
was I too rough with that boy?" Preet said "Yes, you were. In fact, I was about to
remind
you that Satish is new to the job". George explained that the fact that Satish was
new to
the job didn't quite register with him during the meeting. George admitted that
he had
made a mistake and asked his secretary to get Satish report to the room
immediately.
A perplexed and uneasy Satish reported to George's room after few minutes.
George looking Satish straight into his eyes said "I have done something which I
should
have never even thought of and I want to apologise to you. It is my mistake that I
did not recollect that you were new to the job when I was questioning you".
Satish was left speechless.
George continued "I would like to state few things clearly to you. Your job is to
make sure
that people like me and your bosses do not make stupid decisions. We have good
confidence in your abilities and that is why we have brought you to the Head
Office. For
everybody, time is required for learning. I will expect you to know all the nuances
of your
product in three months time. Until then you have my complete confidence".
George closed the conversation with a big reassuring handshake with Satish.
Questions:

1. Was it at all necessary for George to apologise to such a junior employee like
Satish?
2. If you were in Satish's place, how would you to respond to George's apology?
3. Was George correct in saying that Satish is there to correct the "stupid
mistake" of his
boss and George?
4. Would you employ George in your company?
5. Did Preet make a mistake by not intervening during the meeting and correct
George's
misconception about Satish?
6. As an HR man, how would you define the character of George - bullying but
later
regretting? Does his attitude need to be corrected?
7. Would you be happy to have George/Preet as your boss?
Possible solutions
1. Yes, it was necessary for George to apologise to Satish. Even though Satish is
new to the
Head Office and is much junior to George, in order to keep up the morale of
Satish, George
should apologise. This will not only reassure Satish's attachment towards the
company but
also motivate him in learning things faster.
2. If I were in Satish's place, I would thank George and promise him to learn
things well
within the given time.
3. The word 'stupid mistake' creates confusion. George only meant that Satish
should not
make the top-authorities feel that they have made a wrong decision by
promoting Satish.
What George wanted was Satish's support. Hence, the bosses expect Satish to
work
according to the policy (both written and unwritten) of the company.
4. Yes, I would employ George in my company. The ability of one to realise his
mistake is
truly appreciable especially if he is in a much senior position.
5. Not really. It was alright for Preet to remain quiet during George's talk. But he
made it a

point to remind him after the meeting. 6. George is a natural task-oriented

leader. He becomes people - oriented only when
stimulated. When he is into a task he does it with full dedication. He is a
trustworthy
person. He has to enhance his soft-skills by making himself an equally taskoriented and
people-oriented leader.
7. Yes, I would be happy to have George or Preet as my boss.
A general comment: Satish's boss should have familiarised Satish with the
formalities of the
meeting with George.
Conclusion:
When a person goes up in a career ladder, he has to have an overall view of the
people and
the processes. He has to understand that it is people who do the processes. He
has to
understand the importance of HR Management. At the same time, he should be
uncompromising in the processes and quality. This would make a leader a class
apart.
********

Case Study 2
Adam, fresh from school was a newly recruited HR practitioner. During his one
month into

the job, he was asked to be in-charge of the orientation programme for the entire
organisation. Being new, he followed closely to the processes. Recently, Roy
joined the
organisation and Adam was required to orientate him. On Roy's first day of work,
Adam
brought him around the organisation for introduction to the rest of the staffs.
Unfortunately,
Roy's assigned mentor was not around hence, Adam was unable to make an
official
introduction for Roy to meet up with his mentor. In the afternoon, during the HR
briefing,
Adam mentioned to Roy that there is a buddy system in place but it is only on an
opt-in
basis. Roy requested to opt for a buddy. Adam was rather surprised by Roy's
request as
according to Adam's manager-Jean, no one in the organisation has requested for
a buddy.
Hence, Adam checked with Jean on the criteria in getting a buddy for Roy and
according to
her, Adam found out that it needed to be someone preferably from Roy's
department.
Having clarified on the criteria, Adam was supposed to get a buddy for Roy,
unfortunately,
this issue was clearly forgotten by Adam due to his busy schedule as he was
involved in
other HR matters as well and he did not follow up with Roy's request promptly.
One week later, Adam met Roy in a lunch gathering and Adam greeted Roy and
asked him
casually how is he doing and if he has adapted well to his job. Roy, asked Adam
blatantly
and angrily where is his buddy that he had requested. At that moment, Adam
recalled on
the existence of this request and unwittingly told Roy that he thought Roy was
joking with
him on the request for a buddy as he did not want to admit to Roy that he had
clearly
forgotten about the whole issue. Roy was very angered by Adam's response and
told him off

that he was very serious in getting a buddy and that its Adam's responsibility to
do so.
Adam, clearly embarrassed and guilty about his mistake, apologised immediately
and
promised to get him a buddy. On the very day, a buddy- Sam, was found for Roy.
Roy was
very unhappy with Adam and confronted Adam and his buddy when he was able
to have an
official meet up session with his mentor. Adam explained to Roy that the
organisation has
no current practice in place for meet up sessions to be arranged between
mentors and
mentees and its a practice for mentees to take self-initiative to do so in
arranging for
meetings with their mentors and also that his mentor is currently out of town and
will only
be back the next day. Adam, himself being a new staff also was at that moment
in time
speaking on personal experience and also based on what Jean had told him.
Sam, who was
present agreed and helped to explain to Roy on the practice. Roy kept quiet and
Adam
unknowingly thought that Roy has understood the organisation practice. Hence,
Adam did
not continue to check with Roy on this aspect.
The following day, Roy had a feedback session with his manager and Adam was
called upon
to sit in as a part of the orientation programme. Roy brought up the issue on
Adam's failure
to get him a buddy promptly and that he was not introduced to his mentor at all.
He
complained about the poor management of the HR mentor and buddy system
and that it
was not effective at all and that he expressed that he is very unhappy with Adam
as he felt
that he was not doing his job at all. Adam tried to explain to Roy and his
manager about

what happened and also reassured Roy that he will take his suggestions of
improving on the system and was apologetic about the issue. He told Roy's
manager that he will bring Roy to
see his mentor after the session as his mentor is back in the office after being on
leave for
the past week.
Roy was still very unhappy with Adam and continued telling Adam off in front of
his
manager.
Questions:
1. On an HR practitioner point of view, what should Adam do to resolve the
issue?
2. Roy is very unhappy with Adam and holds it against him even though all has
been done
and followed up. What should Adam as HR do to resolve this and should Jean, as
Adam's
manager do something?
3. What role does Roy's manager play in this issue and should he be implicated?
Possible solutions
Adam was new to the job, therefore he himself was in the process of getting
oriented to the
job. However he did falter by not taking the buddy request by Roy seriously.
This was probably the only mistake that he committed....for which he later
apologised.
As an HR practitioner, Adam should let Roy know the whole situation and
apologise, which
he does.
As far as Roy's manager is concerned, it is upto Roy whether he wants to
implicate him or
not. Implicating him will only complicate the situation which is not needed.
As for Roy, he should get a life and move on in the organisation rather than
harping on a
single fault by Adam. It is understandable that he felt disappointed by the firm,
but he
should consider the fact that in an organisation sometimes these lapses happen.
That is not
to say it doesnt matter but after Adam apologised, he should forgive.

Fair enough, he complained about Adam, I think Jean should just warn Adam, as
he is new.
Also, Jean should make sure Adam goes through the necessary procedure and
knows them
well, lest he should repeat such a mistake.
*********************

Case Study 3
Which are the points you will keep in mind for recruiting new personnel into your
organization if you are the H.R. Manager of a footwear manufacturing company?

A) If am H.R. Manager of a footwear manufacturing company and in this

company want recruit new employees then I will take information from
HODs How many employees need to work in organisaton ?
B)

Job Analysis : After having decided how many persons would be

needed it is necessary to prepare a job analysis which records details of
training, skills, qualifications, experiences, which are needed for a job.
Job analysis includes the preparation of job descriptions and job
specifications so right man on right job on right time will gate and
organization goal will success.

C) Recruitment Policy : After job analysis I will make good recruitment

policy. In this policy must contain following elements :

Organisation objectives - both in the short term and long term must
be taken into consideration as a basic parameter for recruitment
decisions and needs of the personnel area wise job family wise.

Identification on the recruitment needs to take decisions regarding the

balance of the qualitative dimensions of the would be recruits.

Preferred sources of recruitment which would be tapped by the

organization.

Criteria of selection and preference

The cost of recruitment and financial implications of the same.

D) Forecast of manpower recruitment :

the indents or requisition :

In this point will specify

The jobs or operations or positions for which the person should be

available.

Duration of their employment

Salary to be offered and any other conditions and terms of employment

which the indenting officer feels necessary.

Then I will use various stages in the recruitment process include:

Identifying the need to recruit

Identifying the job requirements.

Deciding the sources of potential recruits

Deciding the selection method

Short listing candidates.

Selecting the successful

Notifying candidates of the outcomes

Appointing the successful candidate

Identifying the need to recruit : When a vacancy occurs the first

issue to consider is whether there is a need to fill it. There is also
question of whether it is the same job that needs to be filled. In
considering this issue the employer should take account of the
following alternatives: Reorganization, Flexible working, Unsung part
time or casual staff, Using contractors, staff transfer or promotion, Job
sharing, computerization.

Identifying the job requirements. : This stage of the process entails being
about the content of the job. And the characteristics required of the person in
order to perform the job to the necessary standard. This means that there
should first be a clear jibe description and the need to fill a vacancy is an ideal
opportunity to review any existing job description to ensure that is still meets the
organizations requirements and a personnel specification setting out the
characteristics required of the jobholder.
Content of the personnel or person specification : I will gather all
information of recruitment so I will make seven point plan as following:
1. Physical make-up- Health, appearance, bearing and speech
2. Attainments Education, qualification, experience.
3. General intelligence Intellectual capacity
4. Special aptitudes Mechanical, manual dexterity, facility in use of
words of figures,
5. Interests Intellectual, practical, constructional, physically active,
social artistic.
6. Disposition Acceptability, influence over others, steadiness,
dependability, self-reliance
7. Circumstances any special demands of the job, such as ability to work
unsocial hours travel abroad, etc
Five fold Grading System :
1. Impact on others physical make-up, appearance, speech and
manner
2. Acquired qualification education, vocational training, work
experience.
3. Innate abilities quickness of comprehension and aptitude for
learning
4. Motivation individual goals, consistency and determination in
following them up, success rate
5. Adjustment emotional stability, ability to stand up to stress and
ability to get on with people.

Deciding the sources of potential recruits :

sources of candidates for jobs :

There are number potential

Internal Sources: I will find personnel needs are filled through transfer or
promotions. Internal source thought it is the main source of recruitment .
After this needed candidate then I will use External sources as following :

Organisation itself : The first port of call when considering how to fill a
vacancy will usually be the organization itself and this can have
advantages in terms of motivations, moral and development as discussed
above.

Word of mouth : Jobs may often be filled by existing employees letting

their friends and acquaintances know of any vacancies. While this
approach will save the costs of advertising or recruitment by some other.

Drawing up an Advertisement : When drawing up an advertisement the

following rules should be followed :

Consider the key aspects of the job and ensure that these are
appropriately stressed.

Describe the organization and a few key features

State the job title and summarize the main duties or accountabilities.

Describe the location

Describe the method of application and any closing date.

Adapt the style of the advertisement is discriminatory.

Newspaper and magazine advertisements : I will give advertisements in

local newspaper, journals and trade and professional periodicals stating
the availed job duties and responsibilities, emoluments, qualification and
experience required for the job. For senor post the market is more likely
to be a national one, justifying the use of national newspaper, although
this is likely to prove costly.

Job center and employment agencies : After this I will take help of
Employment jobcentre. Agencies tend to specialize in one particular type
of staff such as secretaries or accountants.

Selection consultants : I will take advice of selection consultants that they

can bring considerable expertise to the selection process and can
frequently attract suitable candidates.

Executive search consultants : If I would like recruit higher position then I

will take help of Executive search consultant.

Schools and universities : I will take help of schools, collages to provide a

flow of potential employees.

Internet : I will search employees on internet.

Selection Method : The selection process really begin with the organization
choice of how the applicant should respond to an advertisement

Application form or curriculum vitae : After this I will prepare selection

method how application should respond to an advertisement .

Application forms

Letters of applications

Telephone

Interview : A selection interview is a controlled conversation between an

applicant for a job and the employer or someone representing the employer,
designed to test the suitability of the applicant for the job in question.
I will use two types of interview: 1) Direct Interview : It is a straight forward ,
face to face question answers session between the interviewer and the
interviewee.
Non-direct interview : No direct questions are asked in this interview.
Conducting Successful interviews : There are a number of rules to be
followed when conducting selection interviews these are follows :

Before the interview, During the interview and After the interview

Selection Tests : The defects of the more traditional method of recruitment

have led many organizations to look for more objectives predicator of
performance
Psychometric tests : Psychometric tests involve applying standard procedures
to applicants in such a way that their responses can be qualified.
Intelligence Tests : Intelligence tests are the oldest kind of psychometric test
having been designed by bidet and simon in 1905.
Aptitude and attainment tests : These test are designed to test particular
aptitude or abilities and can therefore be made very relevant to the job in
question
Personality tests : Personality is an even vaguer word than intelligence and
this is probably the biggest problem with personality tests.

Medical Examination/Physical examination : Application who get

over one or more of the preliminary hurdles are sent for physical
examination either to the organization physician or to a medical
officer approval.

Placement : After Medical Report fit for job interview a particular

person is selected for a given job, often more than one person may be
selected for the jobs of similar nature. In the second case, individual
employees have to be put under individual supervisors with the
approval of the latter.

Personnel Report : Selected candidate will give appointment letter

and joining date first will fill joining report. I will made his personnel
file and all estimated copies of certificate education & experience will
filing in his personal file.

Orientation (Induction Proramme) : Selected candidate introduce

with all employs and give induction programme. During the period
he is informed about the company and its products. He is provided
with a completed description of his job and also a copy of the rules,
policies and procedures to be followed by him. He will informed
about his authority , responsibility, his superiors and subordinates.
The new employee may also be taken round the office and plant and
made familiar with activities and schemes of the enterprises.
*****

HRM Case Study 4

Harsha and Franklin both of them are post graduates in management under
different streams from same B-School. Both of them are close to each other from
the college days itself and the same friendship is continuing in the organisation
too as they are placed in the same company, Hy-tech technology solutions.
Harsha placed in HR department as employee counselor and
Franklin in finance department as key finance executive. As per the grade is
concerned both are at same level but when responsibility is concerned Franklin is
holding more responsibility being in core finance.
By nature Harsha is friendly in nature and ready to help the needy. Franklin is
silent in nature ready to help if approached personally and always a bit egoistic
in nature. They have successfully completed 4 years in the organization. And
management is very much satisfied with both of them as they are equally
talented and constant performers.
Harsha felt that now a days Franklin is not like as he use to be in past. She
noticed some behavioral changes with him. During general conversations she
feels that Franklin is taunting her that she is famous among the employees in the
organisation in the other hand he is not even recognised by fellow employees.
One morning Mr. Mehta General Manager Hy-tech technology solutions shocked
while go through the mail received from Franklin about his resignation. Mr. Mehta
called Harsha immediately and discussed about the same as she is close to
Franklin. By hearing the news Harsha got stunned and said that she do not know
this before she also reveled here current experience with him. Mr. Mehta who do
not want to loose both of them promised her that he will handle this and he
wont allow Franklin to resign.
In the afternoon Mr. Metha took Franklin to Canteen to make him comfortable
after some general discussion he starts on the issue. Franklin, after some
hesitations opened his thinking in front of Mr. Mehta. The problem of Franklin is
1) when he comes alone to canteen the people from other dont even recognize

him but if he accompanied by Harsha he get well treated by others. 2) one day
Both of them entered the company together the security in the gate wished
them but the next day when he came alone the same security did not do so. 3)
Even in meetings held in the office the points raised by Harsha will get more
value so many a times he keeps silent in the meeting.
It happens to Franklin that he has to face such degradation in each day of work
which totally disturbs him. Franklin also questioned that Harsha and myself
have same qualification, from same institute, passed out in the same year both
with first class. We have same number of experience in this organisation. More
over the responsibilities with me are more valuable than that of Harsha. After all
this things if I am been ignored or unrecognized by the fellow employees my ego
does not allow me to continue here.
By listening this statement Mr.Metha felt that it is not going to be very difficult to
stop his resignation. Mr. Mehta explained Franklin the reasons for such partial
behavior of the employees.
After listening to Mr. Mehta Franklin said sorry for his reaction and ready to take
back his resignation. And he called Harsha and spoke with like before.

Question
Find the reason that Mr. Mehta would have given to Franklin.
Solution for Case Study
Mr. Mehta listening to this case understood the situation and realized the reason
behind the partial response given by the employees towards Franklin and
Harsha. As Franklin said both Harsha and Franklin are passed out from same
college in same year. Both of them joined the company together both have same
experience. Even in performance wise both stands in the same level i.e. both are
constant performers and good performers.
Franklin analysed all the above said similarities between him and Harsha. He also
stated that he holds more responsibility than that of Harsha. One thing Franklin
did not notice or analysed is the job profile of Harsha. It is true that Franklin holds
more responsibility than that of Harsha but when it comes to direct interaction
with employees Harsha wins the employees attention in this aspect. Harsha
being counselor in HR she faces the employees every day. She developed good
rapport among the employees due to her friendly nature. She is always
remembered by the employees whenever they face any problem as she gives
good counseling and most of the times she suggest best solutions for such
issues.
Franklin though holding key position in finance his profile does not allow him to
interact with the employees. Though he has helping tendency he does only when
someone approached him personally. As the employees of other departments do
not have any relation with him they never approach him for help.
Mr. Mehta having good experience understood these things when Franklin
explained his problems one by one. Later he relates each situation, explained by
Franklin with the above said reasons, and made Franklin understood the reality.

Mr. Mehta said that the security in the gate or the employees in the canteen who
recognized Harsha and not Franklin would have interacted with her during
counseling or approached her for any issues. And as usual she would have
counseled well or solved the issues of them that is the reason why they treat her
and wish her whenever where ever they meet her. When it comes to the case of
Franklin they would have hardly met him or interacted with him.
When it comes to the point that even in office meetings Harsha, points are
valued so Franklin keeps mum. For this Mr. Mehta replied that the points put
forward by her would be related to employees or from employees point of view
which actually the management wants to know so they give value to her points.
And as quoted Fraklin after, one or two such incidents, keeps silent in the
meeting. He never made an attempt to raise some suggestions so management
does not have any option to listen to that suggestion.
After listening to all the explanations given by Mr. Mehta Franklin realized his
mistake and felt proud about the Rapport developed by Harsha among the
employees. He said to Mr. Mehta that he will take back his resignation. And
rushed to Harsha to make an apology and to meet her as a friend as like his
college days.