For your complete assignment, write a narrative essay in APA format (minimum 1200 words in the narrative) in which the questions below are addressed. Base the response on scholarly sources; do not simply restate the material in the text and Attend lecture. Remember to use the third person. Cite a minimum of three scholarly (peer reviewed) articles (at least one minimum for each question below). Your textbook can be one of them. Do not use websites other than the library databases. Cite the sources in APA format with in-text citations, as appropriate. Include a single labeled reference list at the end of the narrative. Please remember that meeting the minimum will not earn full credit.
1. You are the HR Director of a large pharmaceutical company located in the United States. You have what your CEO considers a very high turnover rate. There have been complaints about benefits and pay. It has affected the culture in the organization. The CEO wants some hard data to not only understand what is going on with the workforce. He also is challenging HR to show how they are helping to drive profitability. Describe how you can use HR Metrics and Analytics to provide the CEO the information he is wanting as well as helping HR get a seat at the executive table in helping the company drive profitability through Human Capital.
HRM501
Strategic HRM & Building Competitive HCM Advantage
Case Study Guidelines
Step 1. What are the key issues or problems of the case?
Any case may suggest several interpretations of what the focal concerns are. It is helpful to begin by identifying as many different interpretations as possible. Have each participant state why he or she identified the issues or problems as key.
Step 2. Prioritize the problems.
Participants should focus on the key issues of the case. This may involve selecting one of the issues already raised or creating a new statement that identifies the problem. In some cases, there may be several problems at work, in which case participants may wish to simply rank the problems in terms of either potential importance or timing of impact.
Step 3. Consider whether it is necessary to determine the “cause” of the problem.
In some cases, it is important to determine what caused the problem in order to identify the appropriate solution(s). In other cases, the cause of the problem is not as important as what to do about it. Therefore, when working on a case, always ask whether it is necessary to decide what the cause is.
It should be noted that speculating on the motivations of the individuals in a case seldom does more than sidetrack a case study. By trying to determine why a person acted in a certain way, participants can easily fall into unproductive discussions that revolve around guesswork instead of focusing on the situation at hand. Managers and supervisors often must respond to actions (or lack of actions) made by the people with whom they work. I and reflecting on the motivations of others is, in this regard, only a diversion.
Step 4. Brainstorm the options available to the leader.
There is always one option: Do nothing. However, there are usually several ways to respond to a problem, and helping participants identify those options is an important part of case discussions. Participants should be encouraged to use their best brainstorming skills to determine what the options are.
Step 5. Evaluate the options.
Each option will have advantages and disadvantages. In management and human resource issues, there are several criteria that may be useful for evaluating different options, including:
• The power of the option to solve the problem
• The impact of the option on organizational performance and/or morale
• Legal or regulatory liabilities and requirements
• Cost of the option
• The ability of the person(s) involved to carry out the option (in terms of skill, authority, or basic motivation)
Step 6. Select the optimum solution
The ideal solution will produce the best outcome at the least cost. In management situations, this may not be possible. Therefore, selecting the best solution may involve balancing competing opportunities and constraints with an optimum solution that produces satisfactory outcomes on as many criteria as possible.
Step 7. Describe how the solution should be implemented.
Create a plan or “script” of what the manager or supervisor should do to implement the solution.
CASE ANALYSIS WORKSHEET
1. What are the key issues or problems of the case?
2. Prioritize the issues or problems.
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3. Is it necessary to identify the cause of the problem?
4. Brainstorm the options available.
5. Evaluate the options: Advantages Disadvantages
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6. Select the optimum solution.
7. Describe how the solution should be implemented. _