Human Resource Management
Discussion: Case 3 1212 unread replies.4040 replies. In your textbook, read the Managing Talent (Deloitte) case at the end of Chapter 10. Answer the two questions at the end of the case.
Case Study: Deloitte's Approach to Performance Management Pays Off. Deloitte was aware of the flaws of their performance management system but first they had to identify the areas where they could improve. By asking the management team's complaints we can conclude that the system was too slow, there was no employee engagement and the connection to the business results were unclear and based off this information they implemented a new approach in real-time. Changes were made to the kind of data it collected such as: 1) time wasted on reviews, 2) employee engagement and 3) rating systems. The first area of concern was time wasted on reviews. Instead of waiting to the end of the year to give feedback of the employee's performance they changed the frequency to either after every project or every quarter which gave the person a performance "snapshot". The key takeaway was consistency. The next area of concern was employee engagement. With the performance snapshot, the managers are expected to help employees with their development. Deloitte started used the real-time feedback as a tool to clarify job responsibilities and how that aligns with the company goals. Lastly, the rating system needed an overhaul. To combat biased results that tend to emerge in the calibration meetings, the company relied on the managers to answer specific questions regarding their own team members instead of asking all the other managers as a collective. Pros and Cons of the changes made to the performance management system. Pros: Immediate or consistent feedback and greater employee engagement. Cons: Biased reviews. From the questions each manager is to ask, some could exert personal feelings as a replacement for the actual performance. Based on the information given, the new system that Deloitte implemented met some of the criteria for effective performance management and fell short on others. On the aspect of Strategic, Clear company-wide objectives were identified at the beginning of the year and check-ins were performed at least on a quarterly basis. On the aspect of Valid, some part was met given the consistent feedback. On the aspect of Reliability, there weren't any other rater to perform the test-retest for consistency. On the aspect of Acceptable, the managers were enthusiastic about the new approach and finally on the aspect of Specific, the employees were given developmental opportunities and clarification of job responsibilities. Noe, R.A. Hollenbeck, J.R. Gerhart, B.A. Wright, P.M. (2020). Fundamentals of Human Resource Management. New York: McGraw Hill Education.
Discussion: Case 5 In your textbook, read the Managing Talent (Target) case at the end of Chapter 12. Answer the questions at the end of the case.
Case Study: Managing Talent. The economic forces that are influencing Target's decisions about pay are: Maintaining the company image. Target employees earn more than other general merchandise retailers and one in particular Walmart. In some areas Target employees make a living wage which helps the employee and their family to be able to afford the basics. Target may take advantage of lower pay from its competitors to attract qualified labor. One of the purposes of pay is to motivate employees. with that being said Target's approach to judging fairness is external equity. They Invest time and resources into their employees to retain them. A few key elements to note are the competitive pay, education assistance, 401(k) plans and an annual bonus plan and just recently as in March of 2020 they have given their employees an extra $2.00 for working during the current state of the world (Covid-19 pandemic). If I were working in the HR department at target, the aforementioned raise would be communicated as "hazard pay" via corporate email and passed down through each team's supervisor. Noe,R.(2020 eight edition) Human Resource Management,McGraw Hill Education. https://corporate.target.com/careers/benefitsLinks to an external site.
Discussion: Case 4 In your textbook, read the Taking Responsibility (Goodyear) case at the end of Chapter 7. Answer the two questions at the end of the case.
Case Study: Training Helps Keep Goodyear's Workers Safe The goal of ergonomics is to minimizes physical strain on the worker by structuring the physical work environment around the way the human body works. Goodyear prioritized its training to ergonomics. The company analyzed the risks involved in completing work tasks and recognized the potential for injuries. They linked the risk involved with the overall output and company bottom line. They used hand on training and simulated practice which they called the ergonomics sandbox. The aspects of the training contributed to the success of Goodyear. Social support in the form of safety coaches and physical therapist. Self-management by way of how the training mirrored the work environment. So, after the initial training the employees applied what they learned which resulted in more productivity and less injuries which in turn added to Goodyear's bottom line. Lastly, staying compliant with government regulations. Noe, R. A., Hollenbeck, J. R., Gerhart, B. A., & Wright, P. M. (2020). Fundamentals of human resource management. New York: McGraw-Hill Education. UNITED STATES DEPARTMENT OF LABOR. (n.d.). Retrieved March 31, 2020, from https://www.osha.gov/SLTC/ergonomics/index.html
Discussion: Case 6 In your textbook, read the Taking Responsibility (Teamsters & UPS) case at the end of chapter 15. Answer the two questions at the end of the case.
Discussion: Case 6 The terms in the contract which are favorable for the teamsters and UPS's employees are the working conditions which includes; new drivers the handle the increased demand, pay raises that annually increases over $2.50 over the next two years reaching to $15.50. I believe that the terms that were favorable for UPS are the employees pays larger contributions toward their benefits, work hours were extended to included Sunday deliveries. The effects the new contract has on UPS's ability to service customers and improve efficiency were achieved by having a Sunday work schedule, this enables UPS to service customers 7 days a week and more employees to handle the demand of consumers making online purchases. Noe, Raymond A., et al. Fundamentals of Human Resource Management. McGraw-Hill Education, 2020.
Discussion: Case 1 Focusing on chapters 1, 2, and 3 in the textbook, and/or your experiences in the field or with HR departments: What do you see as the two most significant issues/areas that would concern human resource professionals?
Managing people I think are of concern to human resource professionals. Managing and or working someone who is related to the boss specifically is a sore topic for me on a personal level. In my duties as a trained trainer it is daunting to know that my supervisor's relative is watching my every move and reporting back to their parent. For example, the bosses relative was hired six months after me. I was instructed to "take care of" this person and to make sure they were trained correctly. My thought process was if they are a blank canvas how would they know that he or she possibly knows the training was competent and complete. I noticed on many occasions that when the supervisor was off for the evening he would call and see if what he wanted to be done was completed which in turn made the moral of the team to go down. Although he was privy to the information, the way that it was given did not follow the company credo. Enough employees complained about the situation and the supervisor's relative was ultimately moved to another department. Chhaya, N. (2020, March 5). How to Manage Someone Who's Related to the Boss. Retrieved March 5, 2020, from https://hbr.org/2020/03/how-to-manage-someone-whos-related-to-the-boss
Discussion: Case 7 In your textbook, read the Managing Talent (Walmart) case at the end of Chapter 11. Answer the two questions at the end of the case.
The circumstances described in this case that makes employee retention a challenge for Walmart are: Layoffs of more than 19,000 jobs Automation (mostly self-checkout registers and robot floor sweeper) Employee engagement Falling unemployment rates (people have more options to work for someone else) Competition with Target and Amazon The sources of job satisfaction that Walmart is providing commences with pay increases, additional benefits including paid leave to more workers , college tuition for supply chain/business degrees and a more relaxed uniform policy.
Discussion: Case 2 In your textbook, read the Taking Responsibility (PepsiCo) case at the end of Chapter 6. Answer the two questions at the end of the case.
What advantages or disadvantages could arise from actively seeking our disabled workers? I believe the the advantages would include increasing diversity by having a larger talent pool to choose from. Human Resources and recruiting managers have an obligation to not discriminate because of disability according to federal laws namely Rehabilitation Act of 1973 and American with Disabilities Act of 1990 which can both be found on the US Department of Labor website. Tax advantages like Work Opportunity Tax Credit which allows businesses to deduct the cost of making their facility more accessible to disable workers or acquiring or modifying equipment. having people with disabilities in the workforce bring a unique perspective to the company culture of diversity and inclusion. Disadvantages would include making a job that is complicated too simple which could lead to quality issues. There is the possibility for conflict and ultimately legal actions could arise from misinterpretation of the law and other employees interactions with said employees because of a negative stigma associated with what a disabled person's physical appearance or mental capacity. Do you think that the PepsiAct gives PepsiCo a competitive advantage? My simple answer is yes. the Pepsi Act give PepsiCo a competitive advantage. I've come to this conclusion based on the statistical data provided by the Office of Disability Employment via the US Department of Labor. In the report the employment -population ratios were much lower for people with a disability than for those without. PepsiCo's mission statement would directly align with taking advantage of the opportunity to expand the talent pool. It also give the company greater visibility in the communities it serves that drives home it's mission statement. Campaign for Disability Employment(CDE) (03/28/2020). https://canvas.fscj.edu/courses/23104/discussion_topics/119351 Disability Employment Statistics. (03/25/2020). https://www.dol.gov/odep/topics/CampaignForDisabilityEmployment.htm (Links to an external site.) Diversity and Engagement.(03/28/2020). https://www.pepsico.com/about/diversity-and-engagement
