Group Assignment: In Basket Exercise

Competency Model:

Change Orientation:

Organisation & Planning:

 Develops short, medium and long-range plans that are comprehensive,

realistic and effective in meeting task, service or project goals.
 Ensures planning activities are aligned to the needs of the
group/department.
 Defines and allocates appropriate resources and/or tools to achieve
desired outcome.
 Monitors own or team’s activity against performance objectives to ensure
remain on target, re-aligning where necessary.
 Has a comprehensive knowledge of task priorities and is able to
determine those it is possible to delay with least impact.

Executive Summary of the Case

Organization and industry background

Alcoa is the world’s leading producer of primary aluminum and fabricated aluminum, as well as the
world’s largest miner of bauxite and refiner of alumina. In addition to inventing the modern-day
aluminum industry, Alcoa innovation has been behind major milestones in the aerospace, automotive,
packaging, building and construction, commercial transportation, consumer electronics and industrial
markets for more than 120 years.
Among the solutions Alcoa markets are flat-rolled products, hard alloy extrusions, and forgings, as well
as Alcoa wheels, fastening systems, precision and investment castings, and building systems in addition
to its expertise in other light metals such as titanium and nickel-based super alloys.

Sustainability is an integral part of Alcoa’s operating practices and the product design and engineering it
provides to customers. Alcoa has been a member of the Dow Jones Sustainability Index since 2001.
Alcoa employs approximately 61,000 people in 200+ locations in 31 countries across the world.

Alcoa, the world’s second largest Aluminum manufacturing company, is spread over 31 countries across
the globe having regional headquarters at North-America, South-America, Australia & Europe. The
company’s Global corporate headquarter is situated at Pittsburg, North-America.

The Corporate Structure Of ALCOA

The overall HR applications are mostly outsourced to a large number of regional vendors like Brass Ring,
Hewitt, and Mercer etc., and to some global players like TCS, Infosys and Oracle etc. Major part of HRIS
implementation and support is mainly provided by TCS & Oracle, where significant areas are developed
by Individual contractors appointed by Alcoa too.

Alcoa owns Oracle ERP solution to manage its regional HR information management & administer the
HRD & strategic Planning (Global Corporate level). Apart from that there are several low cost Legacy
systems which are used at the regional level in conjunction to the Oracle ERP to capture & Maintain
selective HR process data like T&D, recruitment etc.

Each region has their individual setup & process for capturing and maintaining the HR data. The regional
HRIS management along with the regional vendor teams uses to take care of the RICEW (Report,
Interface, Customization, Enhancement & Workflow) components developed by multiple vendors and
ensure integrity.

Regional & Global HR Processes

Some HR processes like Payroll Processing, Leave of Absence (LOA) etc. needs to be at par the local
statutory rules & regulations. And some processes like Employment rules in Alcoa, Learning &
Development (OLM), Performance Mgmt. (OPM), Recruitment etc. are standardized one and same
across the globe.

HR decision making process was decentralized at the regional level. But finally the HR data from all the
regions used to be integrated at a Global HRMS server through Standard Global interfaces. The final
data was used for generation of MIS reports for Corporate & Strategic planning, Budgeting etc.
 Previous ERP Framework of HRIS (As-Is)

Need behind the Global HR Structure

During the great recession in 2008 Alcoa, the second largest aluminum manufacturing company of the
world was one of those companies heat most badly. It observed the lowest ever price of finished
aluminum, worst sales in past 100 years and more than 73% downfall in its share value. The company
had to shut down a number of its plants like Davenport, Indiana etc. to survive.

Alcoa mgmt. realized the fact of the cost associated with HR operations at regional ends & different
vendor management. Also, the HR DSS was to be re-engineered as per the changed business & socio-
economic conditions in the post-recession era.

HR Operational costs

 Deployment of a separate HR team.

 Planning & Execution

Vendor mgmt. costs

 Deploying technical & functional developers

  Deployment of Database Administrator (DBA) team
 Regional server establishment cost
 Regional server maintenance cost.

Single Instance – Multiple Business group structure

To minimize the operational Cost & to reduce the data access time, Alcoa felt the need of a Single
Instance – Multiple Business group structure. A single Instance - Multiple BG structure is basically an ERP
framework that contains a Global database and a single server accessible simultaneously across the
globe.

ALCOA Global HRIS Model (To-Be)

The Global HRIS Project Mgmt. Team structure

Dr. Ben Hernton

(Global HRIS
Project Manager)

Padman Pai
(PA of Global
Head)

Deana Rugh Mark Brook Sabrina Farnandez Lara Franklin

(North America (Australia Project (South America (Europe Project
Project Manager) Manager) Project Manager) Manager)

Above is the project mgmt. structure for execution of the Global HRIS Project in Alcoa. The project was
headed by Dr. Ben Hernton and to be executed from Pittsburgh, North America. Other regional project
managers were reporting to Ben and were responsible for the compliance of regional components
(Technical & Functional). Deana Rugh from North America had the additional responsibility to ensure
the compliance of the Global components like PMS, CWB, Merit Pay Plan etc. once all the Global &
Regional Functionalities/Components are integrated at the Global Level. The project was about to start
and the steering committee has been formed. The next step was to conduct meetings with main
vendors like TCS and Oracle. The first meeting with vendors has been conducted but the decision
regarding the technology to be used, mode of billing (whether Fixed Cost or TNM), developer’s cost in
case of Time & Money (TNM) mode of billing for the Global HRIS implementation project was yet to be
decided.

Alcoa mgmt. wants to go-live with the latest version of Oracle Application Releases, as Alcoa is already
having an existing Oracle system with Release – 11i, so that maximum technological enhancement can
be achieved within lowest possible cost.

Ben was supposed to take the decision on which version to be implemented, billing mode & cost per
resource after an internal team meeting with other regional heads & Alcoa Top mgmt. But unfortunately
Ben got a cardiac arrest and has been hospitalized last night. The project kick-off was very important
from Alcoa point of view because Alcoa Top mgmt. wanted to conduct their next year Performance
Mgmt. Appraisal & Compensation to run on the new centralized system in the month of January -
2011.

Deana Rugh has been brought to the position of Ben as acting Global HRIS project Leader as well as she
will be taking care of the regional components of North America. The decision to honor Deana with the
temporary project in charge role is basically due to her presence from the same location (Pittsburgh)
and for easy access to Alcoa Top mgmt. within the same building. In absence of Ben, his personal
assistance Mr. Padman Pai would be assisting Deana to understand pending appointments and decisions
to be taken. The outlook calendar of Ben has already been shared by Padman to Deana, so that she can
have some quick insight of Ben’s important meetings scheduled in next couple of weeks. Below is the
snippet of current & the next week’s calendar of Ben.
Week 09-15 August - 2010

Week 16-20 August - 2010

Item – 1 – E-Mail Print

From: Ben Hernton, Alcoa Inc.

Sent: Thursday, August 06, 2010 10:00 AM
To: linda.berardelly@alcoa.com; carl.m@alcoa.com; afif.kassauf@alcoa.com
Subject: Final Call Over budget Discussion for Global HRIS Project & Primary Approval

Dear All,

As per the mail below, I have fixed a meeting on 9-Aug-2010 from 10.30 am (EST) – 11.30 am to discuss over the
budget for the Global HRIS Project and to obtain primary approval from Linda & Afif.

We have to freeze the total amount of Capital Expenditure & Expense budget for the Development & support
activities. Also, at the organization level we need to get the approval from Linda and Afif for the budget distribution.

Thanks,
Ben.

From: Carl Muraswki, Alcoa Inc.

Sent: Wednesday, August 04, 2010 11:30 AM
To: ben.hernton@alcoa.com
Subject: Final Call Over budget Discussion - Urgent

Ben,

Please fix up a meeting with Linda & Afif to take a final call over the budget amount & pattern for the HRIS project
earlier next week.

Thanks,
Carl.
CEO, Alcoa Inc.

MS Outlook Meeting Request

Persons to attend the Meeting:

Linda Berardelly - CFO

Carl Muraswki - CEO
Afif Cassauf – COO
Ben Hernton – Project Manager

Subject: To discuss over the budget pattern for the Global HRIS Implementation project & Get primary Approval

Agenda:

 Calculate the approximate budget for the project execution

 Alcoa Top mgmt. buy in of the budget proposal
 Determination of the budget type – Capital Expenditure / Expense Budget
 Get primary approval from Afif & Linda
Item – 2 – E-Mail Print

From: Ben Hernton, Alcoa Inc.

Sent: Saturday, August 07, 2010 16:30 PM
To: deana.rugh@alcoa.com; mark.brook@alcoa.com; lara.franklin@alcoa.com; Sabrina.farnandez@alcoa.com;
Subject: Meeting with Legacy Vendors for Gap-Analysis.

Dear All,

As per our previous discussion, let us meet over a Tele-Conference with the regional vendors to discuss over the
identification & Documentation of the regional components. Challenges & gaps to Integrate regional interfaces with
the Global Common Interface framework would be discussed with priority during the meeting.

Please intimate the SPOCs of the regional Legacy vendors accordingly to come prepared with their analysis and
challenges.

Thanks,
Ben.
Global HR Head, Alcoa Inc.

MS Outlook Meeting Request

Persons to attend the Meeting:

Deana Rugh (Project Manager North America) – Presence Mandatory

Mark Brook (Project Manager Australia) – Presence Mandatory
Lara Franklin (Project Manager Europe) – Presence Mandatory
Sabrina Fernandez (Project Manager South America (Brazil)) – Presence Mandatory
Ben Hernton (Project Manager – Global Lead) – Presence Optional
SPOCs Of Regional Legacy Vendors

Subject: To identify the regional components (RICEW components) & Gap analysis before integration in Global
HRIS system. Documentation, generation of test scripts & finalizing the security integration with Common Interface
Framework architecture.

Agenda:

 Identify regional components (RICEW components)

 Analyze the Gap & Challenges to integrate the components with the new version of Oracle HRIS Package
 Understanding the Common Interface Framework & Technical challenges during Integration
 To complete the Documentation of the regional Processes, Generation of test scripts &
 Finalizing the security integration – Whether FTP (File Transfer protocol) / SFTP (Secured File Transfer
protocol) to be used?
Item – 3 – email Printout

From: Elizabeth Johnson

Sent: 3 August 2012 16:44
To: deana,rugh@alcoa.com
Subject: Hiring Approval
Attached: Offer structure of John White.docx

Dear Deana,

Waiting for your approval on hiring of Mr. John White who has been selected for the position of Regional
Manager, Sales- North America by Mr. Allen Smith.

Had already send mail to you on this as Mr. White is looking forward for our consent on the offer which
we had already discussed and he needs time since he needs to relocate from Mexico. Attaching the offer
structure for your perusal.

We are under constant pressure from the Group Head, Sales- Mr. Smith on this.

Thanks,
Elizabeth
Item – 4 – MS Outlook Meeting Request

From: Ben Hernton, Alcoa Inc.

Sent: Saturday, August 07, 2010 10:30 AM
To: deana.rugh@alcoa.com; mark.brook@alcoa.com; lara.franklin@alcoa.com; Sabrina.farnandez@alcoa.com;
Subject: Steering committee meeting over instruction from Top mgmt. & budget distribution.

Dear All,

As per my meeting with top mgmt., I would like to convey the mgmt. decision over the budget calculation &
distribution strategy to you. There are certain guidelines have been mentioned specially by Carl to be followed
during the project execution. Also, we need to finalize the decision over feasibility of separation of Development &
Support activities.

I have setup a meeting request (VC) on 9-Aug-2012 from 2.30 – 4.00 PM EST to discuss the guidelines in detail &
to get your concerns over that.

Mark would take a late night call.

Thanks,
Ben.
Global HR Head, Alcoa Inc.

Persons to attend the Meeting:

Deana Rugh (Project Manager North America) – Presence Mandatory

Mark Brook (Project Manager Australia) – Presence Mandatory
Lara Franklin (Project Manager Europe) – Presence Mandatory
Sabrina Fernandez (Project Manager South America (Brazil)) – Presence Mandatory
Ben Hernton (Project Manager – Global Lead) – Presence Mandatory

Subject: To convey the high level decision regarding the budget allocation and distribution. Also, to discuss about
separation of the Development & Support activities and allocate budget accordingly.

Agenda:

 Ben to convey the Top mgmt. decision with the regional project managers
 Discussion on the budget allocation and distribution process
 Feasibility analysis of separation of the Development & Support activities
 To analyze the possibility to operate the development activities in TNM mode & Support activities in Fixed
Cost mode
Item – 5 – MS Outlook Meeting Request

From: Ben Hernton, Alcoa Inc.

Sent: Monday, August 07, 2010 18:30 PM
To: deana.rugh@alcoa.com; mark.brook@alcoa.com; lara.franklin@alcoa.com; Sabrina.farnandez@alcoa.com;
Subject: Strategic Planning for Project Global HRIS.

Dear All,

Let’s meet on 10-Aug-2012 (from 3.00 – 4.30 PM EST) to finalize the decision regarding the separation of process
activity (Support & Development) & finalize the strategy to request vendors for quotations accordingly.

Thanks,
Ben.
Global HR Head, Alcoa Inc.

Persons to attend the Meeting:

Deana Rugh (Project Manager North America) – Presence Mandatory

Mark Brook (Project Manager Australia) – Presence Mandatory
Lara Franklin (Project Manager Europe) – Presence Mandatory
Sabrina Fernandez (Project Manager South America (Brazil)) – Presence Mandatory
Ben Hernton (Project Manager – Global Lead) – Presence Mandatory

Subject: To freeze the decision of process activity (Support & Development) separation & ask quotations
from the vendors accordingly.

Agenda:

 To flag issues, if any & finalize the budget allocation & distribution process
 To freeze the call on process activity separation
 Ask the vendors for quotations as per the decision
Item – 6 – MS Outlook Meeting Request

From: Ben Hernton, Alcoa Inc.

Sent: Wednesday, August 04, 2010 16:30 PM
To: deana.rugh@alcoa.com; mark.brook@alcoa.com; lara.franklin@alcoa.com; Sabrina.farnandez@alcoa.com;
Subject: Global Conference among all major stake holders of the Global HRIS Project.

Dear All,

As per our strategic planning, let us meet over a Global-Conference with the regional vendors & major stakeholders
like TCS, Oracle etc. to discuss over the identification & Documentation of the regional components. Challenges &
gaps to Integrate regional interfaces with the newer version of application would be discussed with priority during
the meeting.

TCS & Oracle Onsite members to be attending the meeting to analyze the issues found & conduct a Gap Analysis.
This needs to be repeated five days to freeze the decision. Please intimate the SPOCs of the regional Legacy vendors
& TCS onsite members accordingly.

Thanks,
Ben.
Global HR Head, Alcoa Inc.

Persons to attend the Meeting:

Deana Rugh (Project Manager North America) – Presence Mandatory

Mark Brook (Project Manager Australia) – Presence Mandatory
Lara Franklin (Project Manager Europe) – Presence Mandatory
Sabrina Fernandez (Project Manager South America (Brazil)) – Presence Mandatory
Ben Hernton (Project Manager – Global Lead) – Presence Optional
All Regional Vendors SPOC
SOPCs from TCS & Oracle

Subject: To identify the regional components (RICEW components) & Gap analysis before integration in Global
HRIS system. Thorough analysis of the challenges in the newer versions to integrate the existing regional
components.

Agenda:

 Identify regional components (RICEW components)

 Analyze the Gap & Challenges to integrate the components with the new version of Oracle HRIS Package
 Understanding the Common Interface Framework & Technical challenges during Integration
 To find out the fix of the Gaps analyzed
 To complete the Documentation of the regional Processes, Generation of test scripts &
 Finalizing the security integration – Whether FTP (File Transfer protocol) / SFTP (Secured File Transfer
protocol) to be used?
 To be repeated for five days & more unless all the issues/gaps are identified & high level solution has been
identified
Item – 7 – E-Mail Print

From: Shasti Halder

Sent: Friday, August 08, 2010 06:00 PM
To: ben.hernton@alcoa.com;
Cc: linda.berardelly@alcoa.com; carl.m@alcoa.com; afif.kassauf@alcoa.com; sujit.guha@tcs.com
Subject: Re: To freeze the call on Billing Mode & Billing Rates

Dear Ben,

Thanks for providing us the opportunity to provide you prolonged service. We are ready to discuss over
the billing items and the billing rates as requested by you.

The time frame of the project is too less to go-live with a Global HRIS implementation. However we have
an integrated workforce planning that best suits the time frame and we need to discuss the same with you.

Thanks,
Shasti.

From: Ben Hernton, Alcoa Inc.

Sent: Friday, August 06, 2010 10:00 AM
To: shasti.halder@tcs.com; sujit.guha@tcs.com
Cc: linda.berardelly@alcoa.com; carl.m@alcoa.com; afif.kassauf@alcoa.com
Subject: To freeze the call on Billing Mode & Billing Rates

Dear Shasti/Sujit,

Let’s have a conference call on 11-Aug-2010 (Wednesday) at 2 pm. EST to freeze the open items on the
billing mode. Also, request you to provide your quotation for TNM rates per resources beforehand so that
we can finalize the rates by that time.

Thanks,
Ben.
Global HR Head, Alcoa Inc.
Item – 8 – email Print

From: Louis Parker, Hewitt Inc.

Sent: Friday, August 06, 2010 12:00 PM
To: deana.rugh@alcoa.com
Cc: ben.hernton@alcoa.com
Subject: Re-Schedule of conference call for the Payroll Issue

Dear Deana,

As discussed earlier, request you to reschedule the conference call on 13-August-2010 instead of 11-Aug-
2010 at 1:00 PM for the issues arise in the Payroll system as our Project Head would not be available.

Warm Regards
Louis.
Item – 9 – E-Mail Print

From: Deana Rugh, Alcoa Inc.

Sent: Friday, August 03, 2010 06:00 PM
To: ben.hernton@alcoa.com;
Subject: Hewitt wants to meet to settle issues regarding Alcoa specific customization.

Dear Ben,

As you know that our Payroll system has been outsourced to Hewitt and at the Application level Hewitt
has some typical Alcoa specific customization. And as we are going for a system upgrade, Hewitt
Australia and North America may need to re-deploy the customizations as Oracle Framework has been
changed a lot in the future releases.

Hewitt mgmt. wants to setup a meeting to fix the issues related to the enhancements they may need to
perform at their end. Please setup a meeting as per your suitable time to close the call.

Thanks,
Deana Rugh.
HR Manager, Alcoa Inc. – North America.
Item – 10 – E-Mail Print

From: Babu Venkatesh, Oracle

Sent: Friday, August 05, 2010 02:00 PM
To: ben.hernton@alcoa.com;
Subject: Special Offer for Oracle Apps Rel-12.
Attached: Oracle Offer Document Oracle Rel -12.pdf

Dear Ben,

It’s my immense pleasure to offer you a special rate for the full version of Oracle Apps Rel-12 software package at a
very special rate discounted for Alcoa. The discount is for a limited period (1 month for new & existing customers)
& would be available only if Alcoa offers Oracle the development part of the implementation.

Also, it has been observed that Future versions run 10 times faster on new IBM-ITX 64 Bit Blade servers. You may
consider the statistics as because, that will make the Global Instance performance really faster w.r.t. IBM- 32 bit
servers. We have a special tie-up with IBM regarding the hardware setup which may offer you a special discounted
rate on Blade servers.

A detailed level workforce planning with resource rates would be provided soon. Our concerned departments will
send you the entire offer details as soon as possible. Will look forward to your reply as the time frame for the project
is too less and the Software installation may take 3-4 days to setup the basic platform.

P.S. the generic offer document has been attached with this mail for your reference.

Thanks,
Deana Rugh.
HR Manager, Alcoa Inc. – North America.
Item – 11 – E-Mail Print

From: Allen Smith, Alcoa Inc.

Sent: Friday, August 09, 2010 10:00 AM
To: deana.rugh@alcoa.com;
Subject: Hiring Issue-John White

Dear Deana,

This is for your kind attention that the hiring process of Mr. John White started much before and lying
with you as the final call is pending from your end so we are completely unaware of the present situation.
We are not in position to withdraw offer or look for any other candidate after proceeding such a long way
he is a good candidate and I would not like to lose him. Please do the needful on priority basis.

P.S. Sorry to rush you on this, but have already wasted lots of valuable project time in coordinating to and
fro on the same issue with HR but things have not moved in last 15 days.

Thanks,
Allen Smith.
Group Sales Head, Alcoa Inc.
Item – 12 – Fax Message

Dear Sir,

As per the instruction from Babu Venkatesh, Oracle Inc. & IBM offers you a special rate on IBM-
ATX – 64 bit Blade servers. Please follow the details below for your reference.

A 2 Node RAC cluster consisting of 4 CPUs (ignoring multi cores) per node plus the following
options:

· Real Application Clusters ($20,000 per processor)

· Active Data Guard ($5,000 per Processor)

· Partitioning ($10,000 per Processor)

· Real Application Testing($10,000 per Processor)

· Advanced Compression ($10,000 per Processor)

· Total Recall ($5,000 per Processor)

· Advanced Security ($10,000 per Processor)

Taking the options into account, the software cost per CPU would be US $110,000.For the2 Node
RAC, that would come to be (2 nodes) x (4 CPU) x US$110,000=US$880,000.

The secondary site where your Active Data Guard is being replicated is missing. That would be
double your cost to US$1,760,000 (list).

Likewise, adding support of 22 percent brings the figure to US$2,147,200 (list).

You would not pay this price, as special partnership discounting has been applied. Using figures
form Oracle’s Store; we get a discounted figure of US$1,610,400.

Thanks,
Bob Balmer,
Hardware Sales Senior Manager - Oracle Inc.,
California.
Date: 10.08.2010.
Item – 13 – Fax Message

Dear Sir,

Oracle Inc. hereby offers you a special discounted rate on its most recent upgraded version of
ERP package (Oracle Apps Release-12) on Oracle Fusion architecture based on cloud computing.
Please note that the specially discounted rate would be applicable as per the norms set by Oracle
mgmt.

Oracle E-Business Suite Applications Component Global Price List -

Enterprise Visualization

Application License SW Update & Metric Minimum

Module Price License support
Human Resources

Human 185 40.70 Employee 100

Resources
Self-Service 40 8.80 Employee 100

Human
Resources
Advanced 85 18.70 Employee 500
Benefits
Compensation 70 15.40 Employee 100
Workbench

IRecruitment 75 16.50 Employee 500

Payroll 225 49.50 Employee 500

105 23.10 Employee 100
Performance
Management
110 24.20 Employee 100
Time and
Labor
225 49.50 Employee 1,000
Workforce
Scheduling
70 15.40 Employee 100
Succession
Planning
350 77.00 Application 25
Business User
Approvals
Connector for
Managers

Learning Management
Student 50 11.00 FTE Student 50,000
Learning
Learning 105 23.10 Trainee 100
Management
iLearning 52 11.44 Trainee 100

Thanks,
Steve Jones,
Software & services vertical Head - Oracle Inc.,
Redwood City, California.
Date: 12.08.2010.
Item – 14 – email Printout

From: Albarto Couto, Alcoa Inc.

Sent: Wednesday, August 04, 2010 03:00 PM
To: ben.hernton@alcoa.com;
Cc: dena.rugh@alcoa.com;
Subject: Global Security Compliance – High Important – Status RED
Attached: Alcoa Information Security.pdf

Dear Ben,

The global integration of regional components may cause severe threat to the existing Alcoa Information Security
system. Hence we may need to flag the concern to the Top mgmt. to take prompt action on the same. If we fail to
respond on this item now, we may face massive Internal Audit failure in future.

I have already shared a document containing a detailed analysis of the pain points that may arise due to the
integration at the global level. Please have a look on the same and provide your feedback regarding the same.

Thanks,
Albarto Couto.
HOD - Information Security, Alcoa Inc. – North America.
Item – 15 – Office Memo

Inter Office Note Date: 3rd August, 2012

From: Finance Department To: Regional – Head North America

Type of Note: Budget Approval

Please find enclosed revised budget for Open House and press conference for our New Product
Launch to be held on 29th of August, 2010. Request you to approve the same.

Regards,
Mr. Evelyn Dalton
Finance Manager
Cc: Michael David
Item - 16

FAX Message

To: Ms. Deana Rugh

Subject: Union Issue on Davenport Plant

Dear Mam,

This is with reference to our discussion that the union issue has reached at
serious stage. They are at the verge for strike as we are unable to solve the
issue. As discussed earlier, your intervention is urgently required for the same
as they are asking for their salary revision which decision can be taken by the
senior management. As you know our previous meeting was not successful where you
committed to rethink their demand so now they all are asking for you and has given
the next 15 days’ time.

In this situation we would like to request you to visit the plant and manage the
circumstances.

Thanks,
Brian Taylor,
Plant Manager – IR, Davenport.
Item - 17

From: Arnold David, Ministry of Human Resource

Sent: Wednesday, August 11, 2010 02:00 PM
To: deana.rugh@alcoa.com;
Subject: Letter of Invitation
Attached: Programme schedule.pdf

Dear Deana Rugh,

Like every year we are organizing the North-East America investor’s meet on 17-August-12 at Vatican
City Hall. We are glad to announce that you will be our CHIEF GUEST for the programme. The ministry
of Human Resource has come out with a four pillar approach, i.e. People, Project, Policy and Promotion.
We would like to hear you views and also if there is any issue related to infrastructure, land or security
where you feel Government can extend their cooperation.

Regards,
Arnold David.
Ministry Of Human Resource.
Item – 18

From: Michelle Nachrelly, Alcoa Inc.

Sent: Wednesday, August 04, 2010 03:00 PM
To: dena.rugh@alcoa.com;
Subject: NA HRMS Strategic Planning for iRecruitment Integration.
Attached: Alcoa Information Security.pdf

Dear Deana,

As you already know that we have decided to Go-live with Global iRecruitment and to discontinue with our
recruitment outsource partner Morningstar. However, we need to prepare a firm strategic planning to migrate
Morning Star data to the Global HRIS system and it should be synchronized with the new hires in the new system.

We have to document the roadmap for the same and prepare test scripts accordingly. Please arrange a meeting with
ben to take a final call on this issue.

Thanks,
Michelle Nachrelly.
Associate Manager HR, Alcoa Inc. – North America.
Item Expected Responses Rationale
No.
1 Items 1, 4, 7, 15 all are related to finalize the budget This is the budget meeting for
& its distribution. All these items are inter-linked and the project with Alcoa top
should be dealt in congruence. mgmt. and can’t be ignored at
However this is the meeting with Top mgmt. and any cost.
can’t be ignored. Deana may take information as Deana has very less amount of
much as possible from Padman about Ben’s progress time to prepare for this meeting
on this meeting and can prepare herself quickly. as she came to know about this
This particular item is very crucial from project meeting on that very morning.
mgmt. perspective because other items totally
depend on the decision made over this meeting.
The outcome of this meeting also needs to be shared
with regional HR heads and their responses are to be
collected.
2 This item is interlinked with item 5 & 6 and talks Deana’s presence in this
about the foundation of strategic planning among all meeting is optional so she can
the stake holders of the project. skip this meeting on demand
Ask Michelle to follow-up with the regional project basis to meet other important
managers regarding their progress. appointments.
Michelle to intimate Legacy vendors should come But she has to follow-up with
prepared with proper documentation of the regional other regional counterparts
processes & finalized security integration method. about their progress; hence she
outsourced the responsibility to
her subordinate Michelle.
3
4 This item is interlinked with Item 1, 7 & 15 and need Alcoa mgmt. is showing
to be dealt with in sync with each other. rigidness in maintaining the
However the meeting time is not overlapping with timeline for the project
any other priority works hence, Deana should attend execution; hence she should
the meeting on time. finalize the call on budget & its
distribution.
Also, the same needs to be
communicated to other regional
HR heads well before.
As the meetings have been
scheduled at non-overlapping
pattern; hence there is no harm
to take this up on priority.
5 This item is linked with previous item # 2 & # 6, but The meeting is very important
the meeting timing is overlapping with Deana’s to setup and finalize the call on
appointment with doctor at 4 pm. (Item # 19) the process separation (process
Deana may prepone the meeting by half an hour, if reengineering) &
feasible, and can instruct Michelle accordingly to As there is some bandwidth to
reschedule the meeting. shift the meeting timing a little
Deana should attend the meeting because they are forward, Deana is okay to go for
going to take a crucial decision over their change her Doctor’s appointment.
mgmt.
6 This item is the immediate effect of Item # 5 & the Deana’s presence is optional;
first strategic step of the project mgmt. hence she can discontinue with
Deana’s presence is optional here. She may skip the the meeting and meet other
meeting and instruct Michelle to take the charge of high priority works.
the meeting or The meeting is repetitive in
Deana may initiate the meeting to convey the aim of nature. She can take it up on the
the meeting clearly to every stakeholder and next occurrence.
delegate the responsibility to Michelle and may Her next important agenda is to
discontinue in the meeting. meet with TCS mgmt. regarding
the budget & billing discussion;
hence she may skip the
meeting.
7 This is the final call on budget mode & billing rates & Deana should attend the
to be dealt with priority in a row with item 1, 4,& meeting as there is already a
later with item 15. request from Hewitt side to
Deana should attend this meeting at any cost though reschedule the meeting due to
Competency
Exhibited
Here the behaviour
exhibits how a person
should react in a critical
situation about which
he/she has very less
information.
Competency exhibited -
Planning & Organizing.
Here Deana has shown
an excellent example of
responding to the
changing needs &
comfortably adjusting
with the changes.
Competency exhibited -
Change Orientation.
This is a critical item
from project mgmt.
perspective.
Deana had to speculate
accurately the timeline
on priority basis & to set
up strategies
accordingly.
Competency exhibited -
Planning & Organizing.
It was an attempt to
adapt sudden changes
and adapt personal
approaches to adjust
changing needs.
Competency exhibited –
Change Orientation
Deana changed her
overall scheduled plan
to fit into the situation
Shows her ability to
adjust to the changing
needs
Ability to plan
controllability in future.
Competency exhibited –
Change Orientation
Deana was able to
define her objectives
anticipated the needs &
priorities.
 she has a pre-scheduled meeting with Hewitt absence of their HOD. Also, she had to define
personnel regarding payroll planning. the goal, develop plans
& estimate time frames
in the meeting.
Competency exhibited -
Planning & Organizing.
8
9
10 This item is inter-related with item – 12 & 13 and the There is a good discounted price Deana had to organize
decisions taken should complement each other. offer from Oracle for a short & plan her works
This is an excellent opportunity to reduce period of time. according to the
operational cost for Deana & she should respond to Oracle & IBM collaboration also organizational needs by
the mail ASAP. offers a handy discount on high anticipating needs &
Michele to make the necessary arrangements & performance hardware setup; priorities.
arrange a meeting on a suitable time very soon. hence Deana should take the She also effectively
Deana may also need to gather some information matter up to priority. handled multiple
regarding the hardware performance beforehand to demands & competing
discuss over the same. details.
Competency exhibited –
Planning & Organizing
11
12 Deana to intimate Michelle to pass the Fax message It is quite obvious that Deana Here Deana set her
to Alcoa In-house IT department for thorough should not be having sufficient objective properly,
analysis of the offer & ask for their suggestion on the knowledge to judge the offer & made proper
offer. hence it was better to pass it to adjustment of time and
the SMEs who have firm shown excellent
knowledge of the same. anticipation to the
changing needs
13