question is at last, write in a report form, write from book this is access code of the book
( A1TZC6ZYTXC0AWSKFJ45) book name is (Canadian Human Resource Management)
Format (McGraw Hill eBook)
please answer the question from book
COMM 281 CASE STUDY
WINTER 2023
Learning Objectives:
1. Identify different conflicts in the workplace and determine how Human
Resources can best act to support resolution;
2. Identifying the factors that keep different generations in the workplace
motivated;
3. Describe sources of employee dissatisfaction and analyze root causes from an
HR perspective;
4. Describe different training approaches for employees and teams;
5. Apply total rewards solutions to support organizational objectives and
employee needs;
6. Create performance management policies in a diverse workplace that balance
the needs of employees and the organizational.
Concepts:
Employee diversity – age, gender, generational | Motivation in the workplace | Team
Training | Organizational Structure | Job design | Recruitment and Selection |
Compensation | Employee Wellness | Human Resource Planning | Performance
Management |
The partners at the marketing firm of BCS Marketing Ltd., have seen an increase in
company growth over recent months. Partners, Stan Bart and Sally Chu were the
founders of BCS and had built a thriving and reputable firm over the past 25 years. Late
last year, due to the need to direct the growth of the organization, Stan and Sally
reorganized BCS Marketing Ltd. into a flatter organization with one branch for
Operations and another for Administration. Operations accounts for about 150
employees with 25 administrative employees.
Due to the success and growth in the company, Stan, who was the President and
Operating Manager, had recently begun to organize work into projects to use resources
more effectively. Stan oversaw about 20 teams plus the core Marketing delivery
functions, such as Customer Relations and Client Marketing. This was beginning to be
more than he could handle, effectively, since all team leads reported to him. He felt he
was losing track of production and the delivery of products.
Sally Chu, the Vice-President, Administration is responsible for Finance, Systems and
Technology, and Human Resources. Human Resources included HR Planning, Staffing,
Compensation and Benefits and Training and Development. Health and safety was
managed by the firm’s contract lawyer, and is also overseen by Sally. When Sally had
helped found BCS, her background was in Marketing. She had promoted her assistant to
Manager, HR, but no one in their area had formal HR knowledge. Was it time to bring in
an HR Manager with a CPHR, she wondered? Most employees had at least 10 years with
the company, and some were nearing retirement.
While tied up in many ongoing projects, Stan Bart has recently had to create a team to
work on a major new project involving a new local client’s water recycling product
launch. The client aims to reach as many age demographics as possible, including people
who might use water recycling units in their apartment or in their homes. Therefore,
Stan has decided to create a cross-functional team with unique knowledge and ideas to
work on this project. By doing this, Stan figured he would have a difficult time motivating
everyone on the team to effectively accomplish this project, since each member will have
separate values and be motivated differently. He is hopeful that his senior Project
Manager, Norman Tsang will bring the team together to accomplish the task. He would
rely on Sally to provide advice regarding motivating total reward solutions.
Norman is one of BCS’s early employees with just under twenty-five years of experience
with the firm. Now a senior manager, Norman has developed a very well-respected
reputation at the firm. He is known for getting things done. He has been through many
of the changes in the marketing industry, but often has a difficult time adapting to such
changes. Just the other day, Stan had overheard Norman grumbling about how pointless
it was to recycle water in rainy Vancouver, BC, where the project team and BCS
Marketing Ltd, was located. Norman would ultimately be responsible for hiring, along
with Sally, the rest of the team which would include Patrick, Rupinder, two additional
BCS employees and two environmental specialists that would have to be hired on a six-
month contract basis. The project was due to begin in 3 weeks and would last at least 6
months. However, Norman was also handline two other major projects.
Patrick is a recent university graduate and the new intern at BCS. This will be his first
major project. Patrick is eager to show his skills on a professional level to Stan, and the
other employees at BCS. He is a member of Generation Y and brings many fresh
innovative ideas to the team. Patrick is optimistic, goal-oriented, enjoys collaborating
with fellow colleagues, and can effectively multi-task – all characteristics of Generation Y.
Stan has noticed Patrick is very ambitious, however he feels Patrick only sees this
internship as a steppingstone for his future career. Stan feels Patrick may not be
interested in the long-term success of BCS. Ultimately, Stan feels Patrick is looking for a
career with more complex tasks and responsibilities and of course, higher pay.
Rupinder has been with BCS for eight years and is on track for a promotion to senior
management. She has been part of a number of successful projects at the firm and has
recently been recognized by her colleagues as a valuable member of the team for her
quality work. Rupinder has past experience as a previous small business owner but
decided to go into marketing after selling her start-up. Stan saw that as a member of
Generation X, Rupinder, was a leader in the workplace, but she often took direction and
criticism, poorly. Rupinder liked to work independently and was not the most patient
person when it came to helping others. Staff were often hesitant to ask her questions,
fearing they might be seen as incompetent.
Stan was meeting with his partner, Sally Chu to discuss the future of the company,
especially issues surrounding the number of employees needed on the water recycling
project and the employee engagement issues that were surfacing. Stan pointed out the
increased diversity in age demographics among the employees created some unique
working situations regarding motivating employees. To Stan, work felt “out-of-control”
for the first time, ever.
Sally explained how so much of her attention was on the finance side of the business
these days. The need to make sure that the company had the necessary cashflow to pay
employees on time was especially time-consuming and left her with little time to worry
about employee needs and feelings. She also lamented that no one seemed to oversee
employee wellness at the firm. She mentioned that she couldn’t recall the last time she
sat down with either Norman or Rupinder to discuss their performance. She also knew
that position descriptions were out of date and even missing due to the recent explosion
in hiring. She has also had increasing requests from employees to work from home and
has not had time to even look at this need.
Stan expressed his concern that Norman had not continued to develop his skills as the
marketing industry evolved to use new strategies, such as social media campaigns. Also,
Norman had recently been hinting to Stan that he might be retiring in the near future,
and that this project would most likely be his last. Therefore, Norman might not be fully
motivated to put forth his best effort with this current project, which was so important
for BCS Marketing. As project manager on the new client campaign, this could negatively
affect the whole team dynamic since the team leader should motivate the whole team to
create the best work possible.
Both partners, Stan and Sally, agreed this whole situation created challenges for them,
not only for the new project, but also for all employees in the organization. At any time,
up to twenty projects could be on the go, with the firm’s 150 employees and additional
contracted staff. They needed new strategies to incentivize employees since each age
demographic had separate values, and therefore would be motivated differently. Stan
and Sally saw this recent project as an opportunity to pilot a new rewards strategy to use
for cross functional teams. But for now, Stan has just three weeks to design an effective
rewards strategy that can be used to motivate the diverse range of employees on this
immediate project. The company needs to impress its new client with a successful
campaign and continue to grow and be successful using this new team-oriented work
model.
Your consulting team has been hired by Stan and Alice to develop a new incentive system
that considers the needs of teams. You would be able to address any aspect of total
rewards for an employee. Your team is to explain how this new recommended incentive
system would improve employee motivation and ultimately organizational results. Your
team should also recommend any training and development that would be needed to
create a high-performance team environment. At last, you will make recommendations
in terms of how to approach hiring and selection and whether changes to the
organization are needed the important HR functions such as culture, wellness,
performance management and job design that are currently being neglected.
Question to get you thinking (these do not need to be specifically answered, but
should be part of your consulting team’s discussion). Use the Paper Format noted in
your case area to format your draft and also the final paper:
1. How can HR support training and development as well as other HR tools, to
encourage high employee and team performance?
