To:

ITTIHAD UNIVERSITY, COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS

Student Name: Zubaidah Abdul Rehman Al Din, 20042080

Course:

Human Resources Management

Introduction of case studyLearning Objective:To learn about some of the practical and ethical issues involved in termination decisions and also other optional actions that can also e considered instead of termination: Problem Statement and Solution Analysis

Problem Alternatives for wide decision making Implementation Plan for case study Suggested Solution for solving and problem analysis Conclusion if the solution is implemented References and Links of sources usedProblem Statement and Solution Analysis

1. Promotion from Lead to Manager1.1. Situation: She joined the company as lead after six months she was promoted as Program Manager. Rachel in software team was preferred and was given hope by the management to be Program Manager. Old employees preferred Rachel but technical focused employees were sure that she will be promoted.1.2. Opportunity Clash: At the meanwhile Rachel was thinking that she will get promoted but in fact it did not happen as she was not at all technical. Staff in the team preferred her not to be as Program Manager because of her not being technical and that wont help the team growth in skills development or problem solving during software development.

1.3. Promotion & Employee Pushed Out: However, it must be an employee previously experienced must be given opportunity & objective she or he would like to get promoted must adopt the skills thats lacking.2. Management Issues

2.1. Situation: About the ideas of the Management performance report regarding an employee they dont influence their direct opinion whether poor, fair, or excellent performance of an employee during their Appraisal or PIP. Program Manager is talented and possesses the ability to communicate directly, team objectives and rating clear outcomes from her team.

2.2. Employee Motivation / De-motivation: In a Company employee motivation is great success for achieving the targets or goals set. In case if the employees are not motivated also not appreciated for the efforts inputted it is certain that their performance scale decreases in an unexpected level.

2.3. Setting Objectives and Discussion: While a Department in a Company sets its objectives in relation to Company achievements its necessary to meet with their team and have a group discussion for brainstorming for setting SMART objectives. Unfortunately there is lack of such interaction in this Company.2.4. Execution of Objectives and Employee Outcomes: As discussed above execution of objectives is very important to help the Company grow and obtain profitable running business with its Software products and services rendered. Department Manager can never do alone without further discussions on achievements of objectives.3. Problems and Causes of Terry

3.1. Situation: Terry was selected from pool of candidates even though was not qualified for the post assigned.

3.2. Selection Process: Terry was selected upon recommendation but was not placed or recruited right.

3.3. Hiring Process: Usually in Organizations recommended candidate is hired only in areas related to his or her field in order to avoid employee turn over, termination or other failure to do tasks process.

3.4. Requirement Process and Training: Terry possessed skills in writing description of softwares which is very difficult for technical employee to write in: User Friendly Version

Simple English

Less Technical Terms

Even though he used times of others but can be valuable asset to the company if utilized.

3.5. Performance Improvement Plan Meeting: Instead of placing him poor performance or satisfactory by our Program Manager can place Terry in another challenging position for developing Software Manuals and Brief Descriptions for online browsers.

4. Problems and Causes of Phil

4.1. Situation: Phil was not motivated by company from the beginning by placing in Employment at Will. Its always stated that First Impression is the Last Impression so Phil had the idea of this Contract that he signed that his job was not secured and they are keeping him as they cannot get rid of him as they already bought the Company.4.2. Employee Job Description and Objectives: When there is selling of products or services there are always clients and customers calling inquiring regarding soft goods. Being professionally Call Centre Manager its not always right to place employees in core department only related to products and services production. These areas are also important as well as production. This could have been solved if he was given Job Description and Objectives sated or either opening new area of Customer Service as Call Centre.

4.3. Performance Improvement Plan Meeting: Organizing discussion with Phil, regarding performance or allowing Phil continuing in the same post for developing their business inquiry tracking or effective CRM implementation.Problem Alternatives

Management Organizational Objectives: Goals met or not met

Employee satisfaction or dissatisfaction

Development of Procedures: Recruitment

Job Description and SMART Objectives

Strict Selection and Placement process Training and Development Programs: On-the-job training

Job rotation, Coaching, Mentoring, and Modeling Off-the-job training

Management Development PIP Objectives:

Performance Improvement and Performance Standards PracticePIP Ratings: Rate each individual responsibility quantitatively or qualitatively: Exceeds and Meets Expectations

Between Meets and Exceeds Needs Improvement

Unacceptable

After Evaluation Meeting Finalize Form - Add your comments and signature

Give to employee for comments and signature

Give copy to supervisor for review

Give copy to employee

Send signed original to Human Resources for employee file

Performance Improvement Plans

When Positive Reinforcement isnt enough to bring about needed change in an employees performance.

To provide the employee with the structure, tools and feedback from appropriate individuals that will enable the employee to improve performance and to better contribute to the goals of the university.Steps alternatives suggested or flow of PIP other than terminating an employee:Step - 1) Performance Improvement Objectives and MeetingsStep - 2) Re-Interview and Transfer: Shifting people between positions within the organization.

Step - 3) Training and Career DevelopmentStep - 4) Promotion

Step - 5) Demotion of Status or Salary

Step - 6) Retirement

Step - 7) Termination: last decision after all steps not applicableImplementation Plan and Suggested solutionPerformance Improvement Plan Terry:1) Re-Design Job Descriptiona. Software Manual Developer

b. Inquiry Tracker

c. Provide Details of Software's in simple language and not technical

d. Meeting with Program Manager before software publishing

2) Change Job Status before PIP

3) Observation of Assigned Task

4) Target achievement5) Customer feedback on manuals and written descriptions

6) Training and Development of Skills lacking to adopt this new opportunity7) Incentive or Bonus on positive feedback

Others:

1. Opportunity to Improve Performance

2. Supervisory Assistance and Documentation During the Opportunity Period

3. Improvement to an Acceptable Level

4. Deciding What to do About Unacceptable Performance

5. Proposal to Demote/Reduce in Grade or Remove

6. Decision to Demote/Reduce in Grade or Remove

Performance Improvement Plan Phil:

1) Re-Design Job Description as Call Centre Manager and Software PR2) Change Job Status PIP

3) On the Job Training for developing further skillsi. Training, on Job Requirements

ii. Training, on Employee Relations Development

4) Employee Motivation and Performance Status Meeting before PIP

5) Phil Promoted to Call Centre and PR Administrator (Software)The Program Manager must be independent and firm enough to discuss the above with the Management instead of satisfactory grading. An employee with poor performance is also an important asset to a company. As an employee leaving the company lacking skills still represents the same company and affects the reputation of the company. It is not an effective Manager who stays observing and confirming of poor performance with no proper actions taken or implemented. The Program Manager requires areas for development such as:I) Effective Management Skills

II) Employee Relation and Performance Improvement

III) Coaching and Mentoring

Conclusion

The poor performance of both the employees was due to improper placement of assigned jobs that they were not talented of. This will of course lead to employee termination rather than objectives and tasks achievement. By implementing the steps above it will also secure other staff members of the company. If an employee has bad relation with management then the employee must be either transferred to a position were dont have to interact with the manager or train an employee to develop relationships between management. Every employee poor performance is not the solution to placed in PIP and terminate but instead retain the employee and fit in the right post.References

HRM Chapters:Chapter 3, Organizational / Individual Relations and Retention

Chapter 6, Jobs and Job Analysis Chapter 8, Selecting Human ResourcesChapter 9, Training Human ResourcesChapter 11, Performance Management and AppraisalTraining Courses and Certifications Materials References:Diploma in Effective Training and Development, 2006Certificate in HR Practices: Appraisal Systems & Career Development Training, 2005

Certificate in HR Practices: Job Analysis, Descriptions & Evaluation, 2005

Certificate in HR Practices: Coordination Skills, Staff Complaints & Follow-up, 2005Certificate in Effective Teamwork-Increase your productivity & manage time, 2004

Certificate in HR - Objectives, Staff Task and Goals, 2004

Internet Links

http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/emailfriend.jhtml?productID=306027http://training.fws.gov/supervisors/emplrelations/employee_problems.htmhttp://www.toolpack.com/performance.htmlhttp://www.govexec.com/dailyfed/1199/112999b2.htmhttp://www.opm.gov/perform/plan.asp

Case Study: Two Tough Calls (A) Problem Analysis, Harvard Business School

Page 5 of 5