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This case study was written by Faiza Muhammad under the supervision of Assistant Professor Farzad
Rafi Khan to serve as a basis for class discussion rather than to illustrate either effective or ineffective
handling of an administrative situation. Names of individuals and locations have been disguised on the
request of Affluent Advertising (Pvt.) Ltd to maintain confidentiality.
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On a quiet morning of August 2007, Intisar Arshad, the Chief Executive of Affluent
Advertising (Pvt.) Ltd, looked distressed in his Karachi office. He had spent a sleepless
night pondering fruitlessly over how to conduct the emergency meeting that he had
summoned. All of the different department heads had also been asked to attend this
meeting. The agenda was to decide the future of the Human Resource (HR) department
at Affluent, and despite the options in his mind, Intisar was unsure and perplexed
about which option to exercise.
The HR department was established, about a year back, to alleviate concerns
regarding declining market share and soaring rate of absenteeism as well as high employee turnover within the organization. To Intisars surprise, however, grievances
and turnover within the HR department soon surpassed that for the rest of the organization. Topping it off was the mutual aversion among employees and top management
towards this newly established entity. This was followed by the resignation of the
Head of the HR department. Besides the discomforting tone of the resignation letter
(see Exhibit 1), Intisars generous investment and high expectations from the department in fixing the continually declining performance figures, finally prompted him
to call for an urgent meeting.
COMPANY BACKGROUND
Established in 1981, Affluent came into existence as a much needed entity for meeting
the growing demand of the countrys business circle for print and electronic media
advertising. In addition, it also served as an entrepreneurial milestone in the career
of Iftikhar Arshad, a renowned journalist of the country.
Affluent was initially based in Karachi but with the passage of time, offices were
opened in Lahore, Peshawar, Quetta and the capital city of Islamabad. Each of these
branches was not only registered independently but also run autonomously by a different family member. Thus, all financial matters of each branch were independently
handled and individual annual reports were published. Clients were divided on the
basis of location, that is, a company based in Lahore was served by the corresponding
branch, and so forth. If the clients were geographically dispersed, the location of its
headquarter determined the serving branch. The profit generated by each branch
belonged to the family member heading that branch.
Structurally, each branch was designed identically, that is, around functional
areas such as client services, creative and copywriting services, graphic designing
and printing, media buying, event management services, business development, accounts and administration (see Exhibit 2). The founding culture of the organization
178 FAIZA MUHAMMAD AND FARZAD RAFI KHAN
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was rigid and encouraged centralization, efficiency, high productivity and individual
responsibility. All company policies were strictly written in black and white and a manual containing standard operating procedures was given to each new employee.
Affluent usually hired fresh graduates with 1015 years of education, who willingly
offered their services at much lower wages than the industry norms. These employees
learned through trial and error, and eventually replaced the more experienced lot,
thus rendering a high retention rate. Those who did not show any improvement were
tested in other departments and only rarely terminated.
With these design attributes, Affluent enjoyed the fastest growth rate for about a
decade. Its clientele became the second biggest in the industry. It also gained a monopoly in the government sector, with names of almost all the ministries on its list of
permanent clients (see Exhibit 3). In addition, the low advertising budgets of most
local firms also contributed in enhancing the market share of its modestly priced services. As a result of Affluents success in Pakistans advertisement industry, as well
as the familial ties of all the branch heads with the founding member, all subsequent
branches of the company inherited the same basic design elements.
In 2000, Iftikhar Arshad transferred the leadership of his personally managed
Karachi branch to his son, Intisar Arshad, who had just completed his postgraduate
studies in the West. Intisar had recently earned his second masters degree in business.
The Karachi branch thrived under its new leadership with revenues reaching their
record highest in 2002. Its number of employees almost doubled from 100 to 197
within the span of these two years. Soon after, however, the downfall began and the
lowest revenues in Affluents history were reached within a span of three years. This
was largely due to more intense competitive pressure from new entrants (that is,
international advertising agencies) who were aggressively expanding their operations
in Pakistan by luring talent away from Pakistani advertising agencies with offers of
more rewarding and professional work environments.
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the electronic media market. Finally, the in-house failure to alleviate turnover and
employee satisfaction concerns led Intisar to hire human resource management
professionals along with a Senior Director, Zaheer Ahmad, to head the Human Resource
Management (HRM) department. Zaheer had twelve years of experience in the field,
and was credited for introducing some cutting-edge HR systems in his earlier work
experiences. However, neither he nor his assistant mangers had any prior experience
in the advertising industry.
Departmental Intolerance
Affluent Karachi was faced with an implicit tussle and intolerance between three of
its principal or line departments, that is, client services (CS), creative and graphic
designing.
Following are some comments by several members of these departments:
The CS people bring incomplete and sometimes misleading information regarding
customer demands. Not surprisingly, then, the advertisement copy that the team
prepares tends to come back for revisions and then the department is blamed for
delay in delivery and cost increase.
(Creative Department Head)
We are hardly ever told about the preferred shapes, colors or expected theme of
print ads required by the customers. This is of course the duty of the CS department.
But they arent the only culprits. The creative people also revise their copies twice
or thrice. Obviously then our designs need corresponding changes and new ads
require reprinting and re-pasting. But it is not our fault that the costs are rising up.
Why should we then take the blame for somebody else?
(Senior IT Manager, Graphic Design Department)
Customers are never sure initially about what exactly they require. Asking a lot of
questions offends them, sometimes to an extent where they directly tell us that
180 FAIZA MUHAMMAD AND FARZAD RAFI KHAN
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its our job to decide and come up with appropriate ideas. Another problem is that
we arent assigned customers on permanent basis and our previous knowledge
regarding client preferences ends up lost or forgotten.
(Client Services Manager)
On the basis of these interviews, the newly established department forwarded a proposal of structural change within the organization. According to the proposed structure, each member of the CS, creative and graphic designing department was assigned
the long-term responsibility of dealing with a particular client. Thus, within each
department there was a member responsible for meeting the requirements of, say,
the Ministry of Health. This structural arrangement implicitly tied members of
the three departments into various teams. Each team was to include two members
from the creative department and one from the other two. Furthermore, one member
of the creative department was also going to accompany the CS executive in the initial
stages of the new campaigns.
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Compensation-based Concerns
At Affluent Advertising, salary distribution was generally unpredictably delayed for
1020 days. This was a major source of dissatisfaction and complaints, especially for
those individuals who were low in hierarchy and whose salary amount did not grant
them the leverage to extend expenditure. Particular concerns for these employees
were frequent embarrassments related to the payment of house rent and childrens
school fee, which even made them willing to switch jobs for the same salary level,
only if they could be paid on time.
At the middle level of employee hierarchy, there also existed a dominant feeling
of internal and external compensation inequity. The star performers believed their
efforts were not being rewarded and that they were consistently being paid less than
the average performers on account of joining the organization later than them. When
Intisar was approached by Zaheer, in this regard, his response was the following:
Thats not the real issue. Actually our competitors approach these inexperienced
lads and offer jobs at exactly twice their present salaries. Naturally, they leave. But
why should we disappoint our loyal and committed workers for this lot of uncommitted opportunists? We should not.
To resolve this dilemma, the HR department designed appraisal systems that built
on corresponding job descriptions. These appraisals included a mix of traits, goals
and competencies required for each job cadre. The exact percentage mix varied a
little based on the exact nature of job. For example, business development and media
buying departments had a greater percentage allocated to goal achievement than the
administrative or accounts departments, where a greater percentage was allocated to
competencies. The average percentage allocated to each section was 15 per cent for
traits, 35 per cent for goals and 50 per cent for competencies.
Appraisals were to be held on a quarterly basis by the department heads, after which
employees were sent a copy of their evaluations. This was followed by self-evaluations
and counter arguments. Finally, each employee was to meet with the department
head, in person, and have a personalized discussion regarding performance gaps and
improvements. Goals for the next quarter were also mutually decided during this
meeting. The appraisals for the top management team and department heads were
to be carried out by Intisar, while HR managers also collected informal or anonymous
feedback through their respective subordinates.
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On the basis of individual rankings, a merit-based bonus plan was designed, which
was to replace the existing annual increment system. According to the plan, those
reaching a mark of excellence, in the quarterly appraisal, were to be eligible for a bonus
amount equal to 80 per cent of their monthly salaries. The amount for those making
it to good and above average categories of performance was 50 per cent and 25 per cent
of monthly salaries, respectively.
Finally, in light of the newly carved job descriptions and compensation plan, a
credential-based rigorous selection criterion was also devised to replace the earlier
patronage-based selection and informal recruitment through internal sources. The candidates were first interviewed on telephone to check presence of mind and sharpness.
This was a sort of quick elimination round. Those who passed were called for a written
test in which they were given short cases based on an advertising agency. Here, the
candidates were to narrate what they would do if they were in the shoes of the case
character. Towards the end of the test, candidates for the core departments were also
asked to design a campaign comprising a logo, slogan and radio or print advertisements
for given client requirements. Those who passed the test were asked to prepare a
10-minute presentation, within 24 hours, on the campaign they had designed. The
selected candidates were finally called in to discuss their salary package and how they
could earn above industry standards on the basis of their performance.
After finalizing these structural changes, a report was sent to the CEO for approval.
It took the HR department about ten months to prepare the first draft of the proposed
report.
GRIEVANCE-VOICING MECHANISM
A lack of grievance mechanism was a largely held gripe in Affluent. Employees expressed a need to voice their opinions anonymously. When asked for the reason behind
this anonymous grievance registration, a female graphic designer replied:
Several of my colleagues made the mistake of publically raising their concerns,
in the past. They were all terminated within a span of two months on trivial
grounds; one simply because she was often seen with a male colleague at the lunch
table. The guy is still here because he hadnt voiced any public grievance.
To overcome this issue, the HR department arranged several complaint boxes. One
was hung in the lunch room and others at the entrance of each floor.
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was rejected, on account of lack of budget. In-house training was approved, which
the HR managers were to design without any raise in base salary or bonus earning.
Finally, it was left to the department heads to shape the on-the-job training track of
their employees, observe their progress and assign clients and goals accordingly.
In terms of the administrative policies, the overtime recommendation was overruled
straight away, while the transportation, printout, leave, absenteeism and late arrival
policies were assumed without any delay. The loan policy was accepted but with an
added condition of signing a legal document before approval of the loan, stating the date
of return (see Exhibit 7). The mobile usage policy was altered from monetary to freeminute allocation (see Exhibit 8). These newly decided policies were communicated
to the administrative department for implementation.
Intisar and his top management team, that is, the department heads (other than the
HR director), also kept the leverage to terminate any of the employees at any time. The
decision, however, was to be communicated by the HR managers, who had to frame it
in the previous performance appraisal held by them. Often the HR managers were also
directed to ask the employee to submit his resignation rather than directly terminating him. The remaining dues of the leaving employees were not immediately cleared
and a couple of months could pass before final clearance from Affluent. This ensured
that they could not blow whistles or exhibit explicit resistance against the decision.
Lastly, Intisar announced several one-day outdoor trips and dinner ceremonies
such as Iftar, Eid Millan, etc., to control employee turnover and dissatisfaction.
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impression was that anything less than perfection was unacceptable. When discussing
his personality, a subordinate commented: There is a flipside to his outer rigid persona,
i.e., he is extremely paternal and caring when it comes to his subordinates. He covers
our unintentional mistakes, defends our position, and fights for our promotions and
salary increments before the chief executive.
In terms of the initiatives proposed by the HR department, Noman showed indifference towards the training and job descriptionrelated proposals. There was,
however, loud and clear opposition with respect to all structural changes, whether
or not recommended by the HR department. This was particularly true for the
dual reporting lines. In addition, appraisal-based pay system was also a bone of
contention for him. As a consequence, he refused to fill the appraisal forms of his
subordinates.
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Extremely personal, for he deemed us born with golden spoons and abundant
resources to spend on unnecessary fads and study areas. For him, HRM was experiential in terms of learning and anybody could do it, but because Mr Intisar also
had abundant resources he afforded such superfluous pursuits.
Employees Response
In addition to aversive responses from department heads, employees also demonstrated
a non-cooperative, unacknowledging and rather abandoning attitude towards both the
HR departments team and their initiatives. The first and primary source of contention
was seeded from the pay levels of the department managers, which made both the
administrative counterparts as well as non-managerial position holders in the branch,
dissatisfied and hostile.
Coupled with this perceived inequity, the newly proposed appraisal-based pay
system and confusion emerging from repeated structural changes led to the usage
of fowl language in anonymous complaint letters. More so, the resignation letters of
most of the employees hinted at the introduction of the HR department as the root
cause of their departure.
The newly established administrative policies also triggered panic and agitation.
First, the CS executives showed resistance to the late arrival policy on account of
reaching office directly from client visits that could vary in length, from time to time.
Their job, according to them, required flexibility to clients preferences of visit times
and a strict enforcement of 9:00 a.m. policy inhibited it. Other departments also
expressed reservations to the policy, especially if long hours of frequent overtime
were a usual part of their jobs. This was particularly true for creative copywriters and
graphic designers. One of the copywriters said the following:
The intensity of our work varies with respect to the number of client orders or approaching deadlines. During such times we even spend up to 18 hrs in the office,
but thats of no consequence to the HR people, who never stay after 6 p.m. They
are just concerned with whether or not we reach at 9 a.m. because they simply do
not understand the nature of our work.
Similarly, the mobile usage policies also met with resistance. One CS executive
complained:
Several of our clients are located out of the city. With free minutes as few as 60 to
120 how do they expect us to understand our clients needs. Whenever we are on
188 FAIZA MUHAMMAD AND FARZAD RAFI KHAN
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the phone, our minds are busy counting the minutes, lest our salary be deducted.
Its a nightmare.
According to another executive from the same department, Its nonsense that we pay
for the official calls we make to their clients.
Topping this disapproval was the response from the administration managers
who started shirking their work by calling it HRMs responsibility to justify their pay
scale. These additional work duties included catering for overtime management and
payment, payroll administration and attendance record keeping. When this matter was
discussed with Intisar, he expressed his approval and considered the HR department
to be in a better position to handle these issues. Administration, for him, was basically
taking care of housekeeping and lunch, services-related supervision, pick and drop
service management, mobile bills grant and taking care of transport fares of client
executives.
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Further, despite having been the inventors of the incentive system, the HR managers
were hardly ever granted one, because existing employees already had a problem
with their pay scale. I often overheard their expressions of discontentment and
dejection for the way their department was manipulated by different heads. Some of
them were even planning on resigning simultaneously. I didnt know the resignation
chain would start from their head.
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Affluent, in my experience, is not yet ready for the commitment required by a thriving and delivering
HR department. It will be some time before the cultural barriers hindering this change are overcome,
the much needed support by top management team is elicited, and a shared and institutionalized vision
is developed in the company. Since these prerequisites primarily ensue and get reinforced directly from
the chief executive office, I find my role passive and rather limited.
For these reasons I have accepted a position elsewhere. My joining is from next week and till then
I am available for any assistance towards this transition.
I wish Affluent good fortune and sincere team.
Best Regards,
Zaheer Ahmad
Source: Company documents.
Exhibit 2
Original Structural Configuration at Affluent Advertising (Pvt.) Ltd
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Exhibit 3
List of Major Clients of Affluent Advertising (Pvt.) Ltd
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Poor
Bare minimum level
Above average
Good
Excellent
Performance Competencies
Weightage (W %)
1.
2.
3.
4.
Rating (R)
2
5
3
3
2
Key Goals
Poor
Bare minimum level
Above average
Good
Excellent
Weightage %
Target
Actual
Achievement
Rating
Weighted
Rating
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Weightage %
Target
Actual
Achievement
Rating
Weighted
Rating
10
Applicable for Creative
15
5
10
Applicable for Media
20
10
5
Applicable for Admin & Finance
15
10
10
Weightage (W%)
Rating
15%
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Weightage (W%)
Rating
15%
10%
10%
Total Rating Points (b) = ________
Overall Rating
099
100199
200299
300399
Below Average
Above Average
Good
Excellent
Remarks
____________________________________________________________________________________________
____________________________________________________________________________________________
____________________________________________________________________________________________
____________________________________________________________________________________________
____________________________________________________________________________________________
_________________________________________________________
Signature HR Manager: _________
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