Name: Tanu Sheth

Reference Number: ABD-003512

Subject: DMS – Human Resource

Management

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CASE STUDY : 1

Answer 1) Organizations adopt personnel policies to implement the under mentioned benefits:

Recruitment and Selection

• Policies pertaining to the recruitment and selection process are the foundation of building
any workforce. You must have a plan for creating applications, how to prequalify applicants,
how applicants move up to become a candidate and other employment procedures. This set of
policies also benefits current employees who refer applicants to your business.

Training and Professional Development

• Provisions for employee training and development are included in human resource policy
documents because it informs employees of the kind of professional development available to
them. In addition, policies related to training and development assistance in the formulation of
employee development plans or performance improvement plans. Training and development
policies serve as an outline of educational benefits available to current employees.

Handling Employee Concerns

• Many companies have written procedures for handling employee complaints, whether they
are internal, informal complaints or allegations made about the employer to enforcement
agencies. The benefit of this policy is to document your company’s commitment to
nondiscriminatory practices and how such complaints are resolved. These policies also benefit
employees because they provide important information about workplace communication in the
event an employee is unsure of who she contacts to discuss any concerns or problems.

Workplace Safety

• In a time when more than worker safety in the performance of her job is the primary issue
addressed in safety policies, employers distribute policies that address matters such as
workplace violence. These types of policies are generally discussed in detail with employee
groups; an emergency evacuation policy isn’t effective if you don’t discuss it until the
emergency happens. Another benefit to having a human resources safety policy is adherence to
federal and state guidelines for workplace safety.

Organizational Structure

• An introduction to the human resources policy manual explains the organizational structure,
what departments fulfill which expectations and company leadership. In the introductory
section, many employers also explain the company philosophy as it is related to customer
service, co-workers, leadership and business ethics. Ethics statements are extremely popular,
especially in a world where social responsibility is observed by so much of the population. This

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section of a human resources policy manual may also state the company's compliance with
federal, state and local anti-discrimination laws.

Employment Rules
• Employees are accustomed to learning specific workplace rules such as dress code, discipline
procedures, parking, attendance and working hours, holidays, employee benefits and payroll
dates. The human resources policy on these issues is easy accessed by employees who have
questions, or reviewed by new employees eager to learn more about their new employer. The
benefit is that you have a written commitment to employees about the operation of the
business.

Answer 2) The sources and content of personnel policies are:

PERSONNEL POLICY

• Personnel policies constitute guide to action. They furnish the general standards or basis on
which decisions are reached.

• A policy is man-made rule or predetermined course of action that is established to guide the
performance of work towards the organization. It is a type of standing plan that serves to guide
subordinates in the execution of their work------------- Edwin B. Flippo.

• Policies include that body of understanding which makes the action of each member of
group in a given set of circumstances more predictable to other members. --------Haynes and
Massie.

• Policies are general statement or understanding which guide or channel thinking in decision
making of subordinates. ------Koontz and O’Donnell.

 • Personnel policies are statements of objectives for the guidance of management in

its relations with employees.

ORIGIN, DEVELOPMENT AND SOURCES OF PERSONNEL POLICIES

Policies stem from a wide variety of places and people. They are not created in a
vacuum but are based on a few principal sources, which determine the content and
meaning of policies. These are:
• The past experience of the organization.
• The prevailing practices.
• The attitude, ideals and philosophy of the board of directors.
• The knowledge and experience gained from handling personnel problems.
• Employees’ suggestions and complaints.
• Collective bargaining programme.

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 • State and national legislations.
• Changes in the country’s economy.
• International forces.
• Culture of the plant.
• The extent of unionism.
• The attitudes and social values of labour.
• The goals of the organization.
• The ethical points of view or the social responsibility.

OBJECTIVES OF PERSONNEL POLICY

• Attention on objectives of the organization.

• Maximum individual development and satisfaction.
• Maximum use of resources.
• Offsetting uncertainty and change.
• Good industrial relations.
• Better control.
• Morale.
• Consistent treatment.
• Continuity of practice.

CHARACTERISTICS OF PERSONNEL POLICY

1. A personnel policy is formulated in the context of organizational objectives.

2. A policy may be in written or it has to be interpreted from the behaviour of
organizational members particularly people at top.
3. A policy is formulated through the various steps in the decision making process.
4. It provides guidelines.
5. Policy formulation is a function of all managers, however top management has
important role in policy making.
6. Policy statement should be positive, clear and easily understood by everyone.
7. It provides two-way communication.
8. It should be balanced and maintain consistency.

CONTENTS OF PERSONEL POLICY

• Name of the company.

• Procedure and techniques of recruitment and selection.
• Organizational relationship---allocation of work authorities and responsibilities.
• Working conditions.
• Training and development--- full details regarding planning objectives and methods
of training.
• Procedure of handling the grievances.

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 • Rules and regulations.
• Joint consultation.
• Line of authority.
• Collective bargaining.
• Industrial relations.
• Health and safety.
• Welfare.
• Wages and salaries.

Answer 3) The Policies explained as under:

MAIN POLICY STATEMENTS

1. Employment Policy----------to obtain suitable qualified and experienced personnel

and to enable them to derive satisfaction from employment by offering them attractive
wages, good working conditions, security and opportunities for promotions.

2. Training policy-------to provide adequate training facilities to enable employees to

learn to do their job effectively and to prepare themselves for promotions.

3. Wage and salary policy-----to pay wages and salaries that compare favourably with
those of other firms locally within a structure that has due regards for recognized
differentials and individual ability.

4. Industrial relation policy-----to operate adequate procedures for dealing with

disputes and grievances quickly and make every effort to improve relations between
management and employees through the use of participative method.

5. Welfare policy-----to safeguard the health and safety of all employees and to provide
such welfare and social activities as are sincerely desired by employees and are mutually
beneficial to them and company.

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 Answer 4) Principles of personnel policies can be defined with respect to the Personal
Management as under:

Principle of Maximum Individual Development—According to this principle, the

personnel administrator should always be careful in developing the personality of each
individual. Each individual differs in nature and therefore management should recognise
their individual ability and make use of such ability in an effective manner. If an act of
the employer can adversely affect the personality of the individual, he should avoid such
act. Maximum individual satisfaction should be the basis of the personnel policies.

Principle of Scientific Selection—According to this principle, a scientific system of

selecting the personnel should be developed in order to ensure the selection of the right
type of persons for various jobs for this purpose, the techniques of psychology should
be adopted. Workers should be selected after a careful weighing of the requirements of
the jobs on the one hand and assessment and evaluation of the abilities and aptitudes
of men on the other. This will avoid the wastage of resources and increase the
productivity of employees.

Principle of High Morale—According to this principle, morale of the workers should be

kept high. High morale is indispensable for the effectiveness and efficiency of the
organization. High morale creates cooperative attitude among the workers and makes
them committed to the organization. For this purpose, workers should be motivated by
monetary and non-monetary incentives such as ideal wage system, bonus, gratuity,
better working conditions, facilities for training, labour welfare, social security schemes
etc.

Principle of Effective Communication—According to this principle, it is very necessary

to establish an effective machinery of communication to manage the affairs of the
concern effectively. Communication machinery must establish two way traffic i.e. it
must provide the liberty to both parties: management and workers—to convey their
ideas, orders, opinions, grievances etc. An effective communication is a must to
coordinate the efforts of various employees and the management.

Principle of Dignity of Labour—According to this principle, labour should be given due

regard in the—organization. His work must be duly recognized so that his ego may be
satisfied. For this purpose, non-monetary incentives should be provided along with
monetary incentives.

Principle of Team Spirit—According to this principle, there should be a team spirit in

workers i.e., workers should feel their joint responsibility. Efforts should be made to let
the workers feel that their work as a team can only accomplish the goals of the
organization. For this, employees should be educated so that they may extend their
cooperation to the organization.

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 Principle of Fair Reward—According to this principle, the workers should get fair reward
for their work. This is necessary to maintain better industrial relations and to increase
the workers' efficiency. For this purpose, performance appraisal should be the basis for
wage-direction.

Principle of Co-partnership—According to this principle employee should be given a due

participation in the management of the enterprise so that they may realise that they are
partners in the prosperity of the organization and their interest and the interest of
management are the same. Workers should be educated to make them realize that their
efforts alone can contribute to the prosperity of the organization and of the country.

Principle of Effective Utilisation of Human Resources—The personnel management has

been evolved to utilise the available human resources in the best manner possible so as
to achieve the organization objectives effectively. Personnel management is an art to
get the work done by the people, to get the desired result. For this purpose, workers
should be given humanly treatment in the organization.

Principle of Contribution to National Prosperity—Personnel management should

ensure that employees contribute to the prosperity of the organization and of the
country also. For this purpose personnel management should develop the sense of
patriotism in labour and educate them so as to make them realize that their efforts
alone can contribute to the prosperity of the organization and of the country.

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 CASE STUDY : 2

Answer 1: The general purpose of recruitment

Recruitment provides a desirable number of candidates for an organization's open

positions. It also manages the costs in time and money for hiring employees.
Recruitment enables the organization to meet social and legal obligations. By sourcing,
developing and recruiting candidates, recruitment facilitates the organization's hiring
process.

The recruitment process is one of the most fundamental value added HR Processes. The
recruitment is especially critical for managers in the organization. The managers use the
recruitment process intensively, and satisfaction with Human Resources is mostly about
the satisfaction with the recruitment process.

Main Recruitment Process Goals

The recruitment process is designed to staff the organization with the new employees,
and it uses many different recruitment sources to attract the right talent in the defined
quality and within a defined time.

The recruitment process has several goals:

• Find the best talents for the vacancies
• Manage the recruitment sources
• Manage the vacancies in the organization
• Run the internal recruitment process
• Building the strong HR Marketing platform
• Co-operation with local and international universities
• Provide feedback about the trends in the job market

Answer: 2) The factors governing the Recruitments:

Given its key role and external visibility, recruitment is naturally subject to influence of
several factors. These include external and internal forces.

External Forces:
Of particular importance is the supply and demand of specific skills in the labour market.
If the demand for a particular skill is high relative to the supply, an extraordinary
recruiting effort may be needed. When the unemployment rate in a given area is high
the companies’ recruitment process may be simpler. The number of unsolicited
applicants is usually greater, and the increased size of the labour pool provides better
opportunities for attracting qualified applicants. On the other hand, as the
unemployment rates drops recruiting efforts must be increased and new sources
explored. Labour-market conditions in a local area are of primary importance in

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 recruiting for most non-managerial, supervisory and middle-management positions.
However, so far as recruitment for executive and professional positions are concerned
conditions of all India market are important. Another external factor is political and legal
considerations. Reservation of jobs for SCs, STs, minorities, and other backward classes
(OBCs) is a political decision. The companies’ image also matters in attracting large
number of job seekers. Blue-chip companies’ attract large number of applications.
Often, it is not the money that is important. It is the perception of the job seekers about
the company that matters in attracting qualified prospective employees.

Internal Factors:

There are certain internal forces which deserve consideration while recruiting
personnel. One such internal factor is the recruiting policy of the organization. Most
organizations have a policy on recruiting internally (from own employees) or externally
(from outside the organization).Generally, the policy is to prefer internal sourcing, as
own employees know the company well and can recommend candidates who fit the
organizations culture. Another related policy is to have temporary and part-time
employees. An organization hiring temporary and part-time employees is in a less
advantageous position in attracting sufficient applications. MNCs operating in our
country prefer local citizens as they can understand local languages, customs and
business practices well.

A major internal factor that can determine the success of the recruiting programme is
whether or not the company engages in HRP. Effective HRP greatly facilitates the
recruiting efforts. Size is another internal factor having its influence on the recruitment
process. An organization with one hundred thousand employees will find recruiting less
problematic than an organization with just one hundred employees. Cost of recruiting is
yet another internal factor that has to be considered. Recruiting cost are calculated per
new higher and fig. is considerable now-a-days. Recruiters must, therefore, operate
within budgets. Careful HRP and forethought by recruiters can minimize recruitment
costs. One cost-saving measure, for instance, is recruiting for multiple job openings
simultaneously. The best solution is to use proactive personnel practices to reduce
employee turnovers, thus, minimizing the need for recruiting. Evaluating the quality,
quantity and cost of recruitment helps ensure that it is efficient and cost-effective.
Finally, an organization registering growth and expansion will have more recruiting on
hand than the one which finds its fortunes declining.

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 Answer 3: RECRUITMENT PROCESS DIAGRAM

Having the right person, in the right place, at the right time, is crucial to organizational
performance.

Therefore recruitment is a critical activity and should incorporate the following steps:

Step 1 - What’s the job?

Gather information about the nature of the job. Think about:

The content (such as the tasks) making up the job

The job’s purpose
The outputs required by the job holder
How it fits into the organization’s structure
The skills and personal attributes needed to perform the role effectively.
This analysis can form the basis of a job description and person specification.

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 Step 2 - Prepare a job and person profile

A person specification or job profile states the necessary and desirable criteria for
selection. Increasingly such specifications are based on a set of competencies identified
as necessary for the performance of the job. Include:

skills, aptitude, knowledge and experience

qualifications (which should be only those necessary to do the job - unless candidates
are recruited on the basis of future potential , for example graduates)
personal qualities relevant to the job, such as ability to work as part of a team.
The document formed from the person specification can then be used to inform the
criteria you use to shortlist applicants.

Step 3 – Finding candidates

Internal methods :
Staff referrals
Succession planning
Secondments
Job sharing

It is important not to forget the internal talent pool when recruiting. Providing
opportunities for development and career progression is an important factor for
employee retention and motivation

External methods : There are many options available for generating interest from
individuals outside the organization.

Online recruitment
Press advertising
Networking
Open days

Advertising remains the most common means of attracting and recruiting.

Advertisements should be clear and indicate the:

requirements of the job

necessary and the desirable criteria for job applicants (to limit the number of
inappropriate applications received)
nature of the organization’s activities
job location reward package
job tenure (for example, contract length)
details of how to apply.
Advertisements should be genuine and relate to a job that actually exists. They should
appeal to all sections of the community using positive visual images and wording.

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 Step 4 - Managing the application process

There are two main formats in which applications are likely to be received: the
curriculum vitae (CV) or application form. It is possible that these could be submitted
either on paper or electronically and the use of e-applications (Internet, intranet and
email) is now part of mainstream recruitment practices

Application forms
Application forms allow for information to be presented in a consistent format, and
therefore make it easier to collect information from job applicants in a systematic way
and assess objectively the candidate’s suitability for the job. Be aware that application
form design is also important under the Disability Discrimination Act 1995, it may be
necessary to offer application forms in different formats.

CVs
The advantage of CVs is that they give candidates the opportunity to sell themselves in
their own way and don’t have the restrictions of fitting information into boxes as often
happens on an application form. However, CVs make it possible for candidates to
include lots of additional, irrelevant material which may make them harder to assess
consistently.

Step 5 - Selecting candidates

Selecting candidates involves two main processes: shortlisting and assessing applicants
to decide who should be made a job offer.

Short listing

The process of short listing involves slimming down the total number of applications
received to a shortlist of candidates you wish to take forward to the more detailed
assessment phase of the selection process. When deciding who to shortlist, it is helpful
to draw up a list of criteria using the person specification. Each application can then be
rated according to these standards, or a simple scoring system can be used.

Assessment
A range of different methods can be used to assess candidates. These vary in their
reliability as a predictor of performance in the job and in their ease and expense to
administer. Typical methods include:
General interview
Competency based interview
In tray exercise
Role play
Presentation

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 Step 6 - Making the appointment
Before making an offer of employment, employers have responsibility for checking that
applicants have the right to work in the respective country and to see and take copies of
relevant documentation - a list of acceptable documents demonstrating the right to
work in the country is available from the Home Office

Contract
Offers of employment should always be made in writing. But it is important to be aware
that an oral offer of employment made in an interview is as legally binding as a letter to
the candidate.

References
A recruitment policy should state clearly how references will be used, when in the
recruitment process they will be taken up and what kind of references will be necessary
(for example, from former employers). These rules should be applied consistently.

Medical examinations
It is reasonable to require completion of a health questionnaire where good health is
relevant to the job. Any particular physical or medical requirement should be made
clear in the job advertisement or other recruitment literature.

Step 7 – Induction

Induction is a critical part of the recruitment process, for both employer and new
employee. An induction plan should include:

Orientation (physical) - describing where the facilities are

Orientation (organizational) - showing how the employee fits into the team and how
their role fits with the organization’s strategy and goals
Health and safety information - this is a legal requirement
Explanation of terms and conditions
Details of the organization's history, its products and services, its culture and values
A clear outline of the job/role requirements

Answer 4: Recruitment planning

Recruitment is the process used by an organization to locate and attract job applicants
in order to fill a position. An effective approach to recruitment can help a company
successfully compete for limited human resources. To maximize competitive advantage,
a company must choose the recruiting method that produces the best pool of
candidates quickly and cost effectively. There are five steps to the process.

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 STEP 1: IDENTIFY THE JOB OPENING

This step would appear to be an easy one-just wait until an employee turns in a notice
of resignation. Many job openings are, in fact, identified in this way. A major problem
with this approach is that it may take the company a long time to fill the opening. For
instance, it usually takes six to eight weeks to notify and screen applicants, and a week
or more to make a decision regarding a job offer. After the decision is made, the
selected candidate must give notice (usually about two weeks) to his or her previous
employer. Thus, the job in question is likely to remain vacant for months, even if the
process runs smoothly.

Ideally, organizations should attempt to identify job openings well in advance of an

announced resignation. The HRM department should plan for future openings in both
the short and long term. The projection of future openings provides organizations with
the time needed to plan and implement recruitment strategies so that they do not fall
prey to the "must-hire-by-last-week" syndrome. The HR plan should answer at least the
following questions:
• Are any newly budgeted positions opening soon?
• Is a contract under negotiation that may result in the need for additional hires?
• What is the amount of expected turnover in the next several months?

STEP 2: DECIDE HOW TO FILL THE JOB OPENING

The first question to ask after determining that an opening exists is "Do we need to find
a new person to fill the vacant position?" Sometimes it is unnecessary to staff a vacant
position because the firm can rely on other alternatives. For instance, it may be more
prudent to provide overtime opportunities to current workers to complete the needed
work. Other alternatives include job elimination and job redesign (i.e., incorporating the
tasks of the vacant position into currently existing positions). If the firm chooses to fill
the vacancy, it must address two issues: (1) whether to outsource, and (2) in the
absence of outsourcing, whether to recruit candidates internally or externally.

STEP 3: IDENTIFY THE TARGET POPULATION

Now the organization must determine what types of individuals it is looking for to fill the
vacant positions. To address this question, an organization must define its target
population. Two issues arise here: (1) specifying worker requirements and (2) deciding
whether to target a certain segment of the applicant population.
An organization must identify specific requirements of the job: the duties, reporting
relationships, salary range for hiring, and competencies required of a new worker (e.g.,
education, experience, knowledge, skills, and abilities). Ideally, much of this information
will have been gathered during a job analysis and thus be contained in the job
description. If not, the recruiter should gather it from the hiring manager. An
organization must also decide at this point whether to target all qualified applicants or

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 to focus its recruitment efforts on certain segments of the qualified applicant
population.

When recruiting internally, the issue is this: Should the company post the job so that all
qualified employees can be considered? Or should the company select certain high-
potential employees and groom them for the position? When recruiting externally, the
company must decide whether to inform all potential applicants or target certain types.
Companies may reap advantages when they target members of certain groups. Another
strategy is to target graduates of specific schools that have exceptionally strong
programs in the functional areas of concern. Additionally, some companies target top-
performing employees working for other companies. Recruitment of such individuals
poses some unique problems, however; these individuals may be difficult to reach
because they are not actively seeking a new job. Moreover, the practice of pirating
employees from other firms raises some serious ethical questions.

STEP 4: NOTIFY THE TARGET POPULATION

Once an applicant population has been targeted, the company must determine how to
notify these individuals of the vacant position. A variety of recruitment methods may be
used for communicating vacancies. A firm can benefit from both low-involvement and
high-involvement strategies at this stage of the recruitment process. Low-involvement
strategies are things such as corporate sponsorship or advertisements of the company's
product or service may influence applicants' positive perceptions of that firm and
therefore increase applicant attraction, but do not specifically identify a job opening.
High-involvement recruitment strategies involve things such as detailed recruitment
advertisements or employee endorsements, which occur when potential applicants
meet with current employees to hear more about their experiences with that company.
Both low-involvement and high-involvement strategies have a positive effect on the
number of applicants who apply for jobs with an organization and on the quality of the
applicants who apply.
When choosing a specific way to notify the target population, different recruitment
methods may be used. Some popular options are internal job postings; newspaper,
radio, and television advertisements; trade magazine advertisements; Internet job sites;
college campus interviews; and current employee referrals. The choice of which to use
depends on the number of positions to be filled, the cost of each recruitment method,
the characteristics of the target audience, and economic conditions.
The more positions to be filled, the more widely the firm may choose to advertise,
perhaps using a newspaper or radio advertisement. Costs differ for recruitment
methods and a firm may be willing to invest more in recruitment when suitable
applicants are difficult to find or when poor hiring decisions may be costly. The
characteristics of the target audience influence recruitment method; for example, using
an Internet posting would be fruitless if most of the applicant pool is unlikely to have
access to a computer. Poor economic conditions, where unemployment is high, will
result in higher numbers of job applicants and possibly a lower average level of quality

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 of applicants. In this situation, to avoid spending an inordinate amount of time weeding
through applications, firms must discourage all but the best applicants from applying.

STEP 5: MEET WITH THE CANDIDATES

Finally, the most qualified candidates are brought in for interviews and other
assessment procedures. These serve both selection and recruitment purposes. From a
selection perspective, they give the firm a chance to further assess the candidates'
qualifications. From a recruitment perspective, they provide the candidates with an
opportunity to learn more about the employment opportunity.
Candidates should be provided with information about the company and the job. Failure
to provide a sufficient amount of information could be detrimental to the recruiting
process. For example, it may be interpreted by the candidates as an attempt to evade
discussion of unattractive job attributes, or it may be viewed as an indication of the
recruiter's disinterest in them. Without specific information, applicants might accept a
job offer without knowing about aspects of it that might affect their long-term job
satisfaction, or they may refuse an offer without knowing about some of the job's
attractive attributes.

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 CASE STUDY :3

Answer 1) No, the company did not had any orientation programme.

Answer 2) The scenario depicted here in the case study shows the manner in which
orientation was taken was not effective at all, hence Navin presumed to follow the
policies of his prior organization.

Answer 3) The orientation process has three stages:

1 A general orientation
2 A departmental orientation, and
3 A specific job orientation

They are conducted by different Department Heads.

The General Orientation is usually managed by either the Training Department or the
Human Resources Department, with the Departmental Orientation by the Department
Head or first Assistant, while the specific Job Orientation can be carried out by an
experienced and trained employee (trained on how to train). These guidelines are
intended for people conducting the General Orientation:

A general rule of thumb for having the audience interested in the general orientation is
to:

1 Make them feel at ease (open circle).

2 Make sure that they had enough time to read the employee manual ahead of
orientation time.
3 Spend a good portion of the introduction time towards self-introductions, spiced
with open questions.
4 Get them to know who Management is: have a big chart in the orientation/training
room which depicts how the organization is set up, with photos of the management
team next to their title.
5 Get them acquainted with the operation: have another large chart in the room
depicting the flow of work and communications regarding the organization; this flow
should include customers, suppliers and all parties affecting the organization (I had just
planned such a chart for the hotel where I dealt with Training and Development, wrote
it out in text, had an artist depict it with cartoon characters on a big white chart, making
it educational but humorous - after all this was a hotel. Maybe in a technical company
humour is not allowed. I explained it to the artist and we showed how each job position
affected the final product since the customer's / guest's first contact with the operation
and ending with the last contact.
6 Have them know and see departments in operation: based on this drawing I

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 conducted the orientation and explained all functions of the hotel, promising a personal
tour of all the departments we discussed, including back areas, where the Department
Heads received us personally and gave further insight on their departments.
7 Allay their fears and doubts: cover subjects which are usually never mentioned in
orientations, such as the difficulties new employees or supervisors experience, about
turnover figures, about how people assimilate better after hanging out three months,
about how they can turn to you for any difficulties they experience, be it regarding their
rejection by existing old-timers or other matters. Let them know they can always turn to
you for confidential advice (do not forget that any new person has fears and doubts
regarding being accepted, succeeding or failing).
8 Encourage friendships among new employees: try to create a team spirit among the
existing group of newcomers - by the end of the day or the two days you will have
created a group of employees at different levels and from different departments who
will cooperate and enhance communications across the organization.
9 Extend respect to them as human beings: have lunch with them as a group (I saw too
many people who conduct orientations go to a different lunch room and this is very
insulting).
10 Enable first hand contact with upper management: have different Executives come
to welcome the group and assure them of management's commitment to help them
succeed. Introduce each of the newcomers, dwell on their position, career background
and personal interests.
11 Assure them that the organization welcomes their observations, comments, and
critiques.
12 Last but not least, share company goals with them. Discuss it with them. Ask what
their own personal and career goals are and try to (right there and then) mesh their own
goals with the company goals.
This strategy (action plan) has proven to be highly successful. It cuts down on turnover
drastically, engenders trust, cooperation and motivation.

Orientations are always for employees’ success:

Starting a new job always involves a learning curve, but effective orientations can help
new employees make the transition by equipping them with:

1 An understanding of company goals.

2 An appreciation for the company's unique culture.
3 Routine information to get started.
4 An introduction to their role within the organization.

Employees who are well oriented to the company and to their jobs are ready to begin
making a significant contribution.

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 Answer 4: If I was Navin, I would bring the matter to HR, discuss the pros and cons of
the matter and decide the solution of the current issue. Not only this I would contribute
effectively to orientation policy of the company, to avoid such circumstances with other
employees’ in future.

CASE STUDY : 4

Answer 1: Reasons behind adaptation of POWER & FOCUS on Shedding jobs to

save cost :-

It is Airbus' first major effort to transform itself into an integrated company rather than
a myriad of national interests. The main features of Power and focus on shedding jobs is
restructuring plans to achieving a reduction in overhead and costs while finding partners
for the aero structures sites the company wants to sell.

The company wants to downsize its workforce and increase the rate of production of
existing airplanes as a way of generating cash.

Power focus on shedding cost was a way to improve cash which was needed as an
emergency measure to survive the competition from Boeing

Answer 2) Alternative Strategies could be:

1. They can go for a partnership with another aero company to save their market.
2. They can go for selling A MINORITY STAKE in the Market. From there they can earn
money to evolve with new ideas and survive in the market handsomely.
3. Airbus can hire some specialist by shedding a few numbers of jobs (especially of those
who are in the age category of 50-55). Those specialist can help them to generate ideas
which will help them to evolve with new designs within their estimated budget.(Funding
could be the major constraint if this was to be implemented)

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 Answer 3) Comments on company’s proposal of shedding jobs and scale of 6 units:-

1. The organization does not have enough funds to go for a new model of aircraft.
2. They have to design new aircraft in order to remain in the market as their main rival
Boeing is coming up with new models of aircraft and ruling a major part of the market.
3. By shedding jobs they can save the money which flows a salary for 10000 employees.
4. And by selling 6 units they can avoid the cost of those 6 plants and will get a huge
amount of money in their hand to come up with a new model and survive in the market
5. But selling of 6 units and shedding job will create an agitation within the employees.
6. The company has to tackle this agitation. If they successfully handle the agitation then
they can go for the selling 6 units and shedding jobs.

Answer :4 THE WHOLE SENARIO:-

1. The whole issue is about how to handle a competitive market when the company is in
monetary crisis.
2. In the time of crisis the main role of human resource department is to handle the sensitive
issues with a huge attention to avoid agitation inside the company.
3. The operating countries has to operate in a synchronizing manner to avoid further loses.

4. Job shedding or selling units should not be the last option to save the company.
5. The company should think from all the angles to save their operations.

MORALE: IN THE TIME OF CRISIS OPERTING TOGETHER CAN GENERATE WONDERFUL IDEAS AND
SHED LOSES. AND INTERNAL CLASH CAN MAKE A COMPANY TO GO DOWN DAY BY DAY

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