CASE 1 : JACK NELSON’S PROBLEM

QUESTION 1 : What do you think is causing some of the problems in the bank’s
home office and branches?

Firstly of all, the upright person is not hiring for the correct job. Since the result
employee upset was very high, there definitely has to be facing a problem in the
employee's dissatisfaction with their work. The reason why it because a flame
allowance and a bade composition surrounding. Example Ruth Johnson, a servant no
kidding did not know what the machine was called or what it did. It clearly states that
depicts that she is a not right person for the job though she recognizes how to operate
it. Secondly, in one of the branch duty, the supervisor established that “ with customers
to see and loaning to be made, she continued and had a little opportunity to work with
the fresh employees as they came and went”. That means the training, not operation
and insufficient and the employees have a less equipped with lack of knowledge and
expertise required to be a succession, which can induce to the indigent feat.

In one of the limb offices, the supervisor fixed that “with customers to see and
loans to be made, she had little opportunity to duty with the fresh employees as they
came and went.” This indicates that training is insufficient, and the employees are less
accommodating with the cognizance and expertise needful to be lucky, which can
induce to feeble production. Since the employees seem to have the reason needed
(Johnson exactly knew how to operate the bicycle, but did not say the name of shape),
the question here comes from the dispensation’s incompetence to help snare the
employees -not so much the employee’s failure of clod principal

QUESTION 2 : Do you think setting up an HR unit in the main office would help?

Setting up an HR unit will assist the organization many ways. at first, it will
establish Christian policies and Art for the organization. Then it will beg the supervisors
of the branches concerning the habilitation of the employees need to fill the vacant
postman. Next, they promote the rise of fit asked and conduct opening screening
question and select the utmost applicant to the thrust. after that, the agreed with the
supervisors and afford need manage to the employees and set reward. The result will
be low meeting scold and high production employees.

It also can be created an assemblage-remote set of standards for employees that

would fulfill the necessities of the firm. In the passage, it was settled that employees are
hackney without conference with the home party or another bough. This import that they
need a universal demarcation of what is demand from an employee - this
disarrangement is detrimental to the company as a whole. With an HR one regularize
the job description and the qualifications needful from a man, it could find reform
candidates, thus threatening the turnover rate. The vestibule also nation that
supervisors did not have a period of employment with fresh employees, and they mainly
focused on refund workers who quit. Having the HR unit could also serve to keep the
employees, and it would embroidery to be that support system that would give the
employees the notice they need.

QUESTION 3 : W h a t s p e c i f i c f u n c t i o n s s h o u l d a n H R u n i t c a r r y o u t ?
W h a t H R f u n c t i o n s w o u l d t h e n b e carried out by supervisors and other
line managers? What role should the Internet play in the new HR organization?

The HR one will guidance thrust analysis and diagram industry necessarily and
recruiting job run, selecting job candidates, orienting and designing training application
new employees, order pay, and salaries, apprising deed and building employee
consignment, accomplish HR policies and practices. Supervisors will describe the
capacitation of the employees- they will give training to the employees what is designed
for them by the HR unit. They will make creative cooperation and project smooth
operation relationship with the employees, develop the dexterity of the employees and
assert departmental esprit de corps. The internet will produce tall performance work
system. It will enable employees to take advantages of the web-assisted HR activities,
to facilitate distinct learning and training, enable them to update personal notice and
management their own avail package. Another specifying function the HR one can
move out is a well-organized school product or orientation, that performance to instruct
the afresh hired employees of crew scholarship and insight of the company from a
bigger image. After the training, lines managers can then fill the employees in on their
discriminating roles. Here, the training minister to set a valid foundation for the needful
expertise.

In the stipulation of the party of the internet, it can be that torch that combines the
dissimilar twig and universalizes employee standards. This embodies web henchman
on what is an expectation of an employee such as moral generalship, company policies,
and even everywhere scholarship of the company. The internet also can be utilized as
an exit for training - online streaming or even teleconferencing would assistant ways to
succor as an average for training. The internet can lastly be custom to find prospective
candidates with the emergence of communicative media, and HR can necessity it to
cheap highest exposure to useful foresight.

CASE 2 : SIEMENS BUILDS A STRATEGY ORIENTED HR SYSTEM

Question 1 : Based on the information in this case, provide examples for Siemens
of at least four strategically required organizational outcomes and four required
workforce competencies and behaviors.

Each organization must bear critical, strategically pertinent outcomes to realize

its strategic goals. The strategic hatch may embody fewer purchaser complaints more
written flatter more frequent shadow remit, longer delay and higher umbra expenditures
per visitation.

In the organization wants to achieve the strategic outcome, what type of abilities and
behaviors should its employees possess? Example of competencies and behaviors are
personal accountability, working proactively, motivation, courteous behavior, and
commitment.

Strategically need organizational outcomes would be the sequacious

1. An employee choice and consideration system that invite and belong the human
intelligence necessary to support across-the-board modification into dear-tech products
and avail;
2. A “learning circle” in which employees are able to teach on a continuing basis;

3. A cultivate of global teamwork which will lay open and interest all the influential of
the firm’s hominine resources;

4. A climate of mutual estimation in a panoptic clique. Workforce competencies and

behaviors could contain:

a. openness to learning;

b. teamwork skills;

c. fretful-cultural undergo;

d. approachability, respect, and valuation for workforce diversity

Workforce competencies and behaviors the company needs to achieve its strategic
aims:

 Diversified workforce and cross-cultural experience to cope with globalization.

 Teamwork skills.
 Learning environment so the employees are open to learn new things on a daily
basis.
 Respect, openness and social skills

Competency-based training approaches are being used more in healthcare to

guide curriculum content and ensure accountability and outcomes in the educational
process. This article provides an overview of the state of competency development in
the field of behavioral health. Specifically, it identifies the groups and organizations that
have conducted and supported this work, summarizes their progress in defining and
assessing competencies, and discusses both the obstacles and future directions for
such initiatives. A major purpose of this article is to provide a compendium of current
competency efforts so that these might inform and enhance ongoing competency
development in the varied behavioral health disciplines and specialties. These varied
resources may also be useful in identifying the core competencies that are common to
the multiple disciplines and specialties
QUESTION 2 : Identify at least four of the strategically relevant HR system
policies and activates that Siemens has instituted in order to help HR contribute
to achieving Siemens’ strategic goals.

1. Preparing and advance exertion to bolster constant learning through an

instrumentation of joined classroom and hands-on apprenticeship preparation to
support specialized scholarship
2. Proceeding with training and dispensation improvement to begotten aptitudes
fundamental for universal collaboration and bless for social selected qualities.
3. Upgraded inside choice operation which blends pre-requirements of cross-fringe and
culturally unlike conflict for professional succession.
4. Authoritative improvement vex went for building openness, straightforwardness,
seemliness, and selected qualities support.
5. Training and unfolding activities to support extended lore through a system of
combined classroom and hands-on apprenticeship training to support technical lore.
6. Continuing training and charge elaboration to promote discrimination necessary for
all-embracing teamwork and valuation for cultural diversity.
7. Enhanced intrinsic quotation prosecute which intercept ante-requisites of cross-
border and cross-cultural exercise for career improvement.
8. The organizational disclosure activities purpose at construction approachability,
transparency, fairness, and diversity verify.

QUESTION 3: Provide a brief illustrative strategy map for Siemens.

A strategy map is a visual summary of what a circle plans to do in usage to

improve its concern, suitable more customers and improve its bursa outlook.
Additionally, many corporations find strategy plant estimable since they in close
intangible factors liking civilization in the strategic analysis. A strategy chart supply
multiple perspectives when appraising a corporation and support in the strategy's
effective execution.
 Strategy maps let the leadership team clearly visualize their goals and
communicate them with the rest of the company.

 Set clear financial and customer goals.

 Visualize the connections between various ideas and show how those ideas could
lead to specific results.
 Identify the necessary parts of the organization that will support new undertakings
and changes including any necessary training and business process changes
 Communicate the company's goals and show how they will be achieved.
 Provide a starting point for every each division and see how they fit into the overall
strategy
A strategy map looks similar in structure to a swim lane diagram but the concepts
it deals with are more similar to those found on a scorecard. Strategy maps are divided
into horizontal lanes that represent different perspectives to evaluate. These
perspectives are typically Financial, Customer, Internal Business Process, and Learning
and Growth, following the typical balanced scorecard divisions. For each category,
brainstorm ways to improve that aspect of your business and place your ideas inside
boxes and ovals. Connect the ideas with arrows to illustrate relationships between the
goals and changes listed. 

CASE 3 : CARTER CLEANING COMPANY- THE JOB DESCRIPTION

QUESTION 1: What should be the format and final form of the store manager’s job
description?

The initialize could be a consonant score to an relevancy. Students may praise that Jenifer
should contain a “standards of feat” portion in the stab explanation. This accompanies the standards the
help is the charge to succeed under each of the poke description’s leading-hamper duties and
responsibilities and would reproof the statement of employees not ken corporation policies,
procedures, and expectations. In accession, students may commit that Jennifer convertible attack a
qualification-supported approach which describes the jab in the necessity of the fathomable,
discernible, behavioral competencies that an employee o that job must show off. Because qualification
analysis focuses more on “how” the worker joins the job’s objectives or indeed furnishes the work, it is
more worker-centered.

QUESTION 2 : Was it practical to specify standards and procedures in the body of the job
description, or should these be kept separately?

Not all the standards and procedures are important to mention in the body of job
description except the ones that are relevant and important for the applicants to know
i.e. Performance and Competency standards. It depends upon the type of job under
discussion as to what sort of standards to include. They do not need to be kept
separately, and in fact both Jen and the employees would be better
served by incorporating standards and procedures into the body of the description. The
exception to this would be if the standards and procedures are so complex or involved
that it becomes more pragmatic to maintain a separate procedures manual.

QUESTION 3 : How should Jen go about collecting the information

required for the standards, procedures, and job description?

First of all Jennifer should conduct a complete job analysis for the job of store
manager and she should also check out existing policies and procedures of the
company in place, then she should use one or more of the following methods for
collecting information about Standards, Procedures and Job description for the job of
Store Manager.

She should go about conducting the job analysis, collecting information about the
work activities, human behaviors, machines, tools, equipment, and work
aids,performances t a n d a r d s ,   j o b   c o n t e x t ,   a n d   h u m a n   r e q u i r e m e n t s .   T h e
best methods for collecting this information in this case are through
interview, questionnaires, observation, diaries / logs maintained by
employees. In addition, she should ensure that she is identifying the essential functions
of the job, and that the descriptions comply with the law

 The Interview
 Questionnaire
  Observation
 Participant Diary/ Logs

In addition to these basic methods Jennifer Carter can also use these Quantitative
techniques as well for measuring job description of store manager

 Position analysis questionnaire

 Department of labor procedures
 Functional job analysis

QUESTION 4 : What, in your opinion should the store manager’s job description
look like and contain?

The Sore manager’s job description should look like and contain the following things:

Carter Cleaning Center

Store Manager

Job Description

Title 2025 Store Manager

Department(s
Cleaning
)

Reports to President (Jennifer Carter)

Job summary

The store manager is responsible for directing all store activities in such a way that
quality work is produced, customer relations and sales are maximized and profitability is
maintained through effective control of labor supply and energy costs

Summary of essential job functions

In accomplishing the general aim the store manager’s duties and responsibilities are

 Quality control
  Store appearance and cleanliness
 Customer relations
 Bookkeeping and cash management
 Cost control and productivity
 Damage control
 Pricing
 Inventory control
 Spotting and cleaning
 Machine maintenance
 Purchasing
 Employee safety
 Hazardous waste removal
 Humane resource administration
 Pest control

 Store and motel management and administration

Personal Attributes
The incumbent must also demonstrate the following personal attributes:

1. Communication Skills
The ability to communicate clearly and effectively in many mediums: by email, verbally,
with lists and phone messages, on the phone, and with body language. Communication
also includes listening skills and the ability to follow directions and provide feedback.

2. Honesty
Employers want accurate and timely information regarding their business and their
employees. Made a mistake? Don’t cover it up, admit it, and learn not to do it again.

3. Technical Competency
Most positions require certain skills that are advertised on the Job Posting. If you are
hired to perform certain tasks then you should have the skills. Improving your skills
along the way is also expected.

4. Work Ethic
Be at work on time, do what you were hired to do, meet targets and deadlines and work
to the best of your ability. What more could an employer ask?

5. Flexibility
Employers and their employees need to react quickly to changing business conditions.
Employers need employees who can change gears and adapt as required.

6. Determination and Persistence

Managers will give employees challenging goals but generally they are achievable. The
key is to be able to work hard and keep moving forward when you encounter obstacles.

7. Ability to Work in Harmony with Co-Workers

Employers and managers like to have people working with them and for them who can
get along with their colleagues and who can work with others effectively in different
circumstances.

8. Eager and Willing to Add to Their Knowledge Base and Skills

As businesses change, there is often a need to find out new information, expand
knowledge and explore new ways of doing things. People with an interest in learning,
and a willingness to pass it on to others, become invaluable.

9. Problem-Solving Skills
Companies are looking for people who are motivated to take on challenges with minimal
direction. Employees should see when something needs to be done and react
accordingly.
10. Loyalty
Employers want and need to be able to trust their employees to work professionally to
meet the employer’s best interests. Employers do not want to hire people who require
close scrutiny or who cannot be trusted to represent the company in public.