...she is looking for a college graduate with a good neat appearance. A professional association could help Dorothy narrow down her candidates for her software engineer position. Incident 2: There’s no future here 1.) The career development for this company did a very bad job at career development. Bob was never given any development for him to assume a Terry’s spot. The career planning was also flawed because the company never gave Bob any career goals. Bob was trained but not developed and was not given any career path. I can understand Bob’s frustration. 2.) The company was not a learning organization. The company should have given Bob more training to be ready to undertake Terry’s role once he left. Management development could have been a strategy they could have implemented with Bob as well as other workers. Incident 3: You Can’t Fire Me 1.) If I were Norman, Tom would be either reprimanded with a write up or terminated. Norman violated company policy by napping on the job and was away from his workstation. 2.) The HR manager did not handle the situation in the best way possible. Because Tom was related to the regional vice president, the HR...
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...How to Fire an Employee… Without Getting Burned February 14, 2013 Legal Editor: Mike Jacobson Twitter: @HRTerminator michael.jacobson@reedbusiness.com XpertHR • Practical guidance for HR professionals helping you: – Comply with complex and changing employment law across all jurisdictions – Reduce risk of fines from violations – Save time by finding trusted answers in one place Why is this important? • 2007 study by Jury Verdicts Research indicates that lawsuits by employees are up 400% in the past 20 years. • Recession. • Information Services. • As of 2009, there were, on average, 6.5 claims for every 1,000 employees, every year. Five most popular employment law search topics on findlaw.com: “losing a job,” “compensation” “discrimination and harassment” “wrongful termination” and “family & medical leave act.” “Ya fiyad.” “But, umm. Please don’t sue me?” Poll Question Have you ever fired an employee who later sued your company? • I’ve fired employees, but my company has never been sued. • I’ve fired employees and my company has been sued. • I’ve never fired an employee. Bet your bottom dollar… • $50,000-150,000 – cost range of defending an employer through trial. • $25,000 - 75,000 – cost range of defending an employer up to the summary judgment stage. – If an employee can prove the absolute minimum to bring a case against the employer, it may cost the employer ~$50,000 to have a CHANCE to win a frivolous case. – And if they lose the motion, that’s...
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...out of Edina, MN. Each division is run independently from one another and each has its own president and VP team. The entire company is overseen by two individuals, the President / CEO and the Chairman of the Board and were both based out of Boston. Faith worked directly for the President of the Redwood Group, Dave, and reported directly to the VP of HR, Bob. Of the two divisions, the Redwood Group’s yearly revenue far exceeded that of the Cambridge group and because of that fact, the corporate office and senior leadership never questioned how business was run in Minnesota. Faith had only been with the company for thirteen months when her Bob had been promoted from HR Manager to the VP of HR. Bob has only been with the company for twenty four months when he was promoted. Once Bob had been promoted, it left his position of HR Manager vacant and hired from the outside to fill the position. During the first thirteen months of Faith’s employment, she observed the mistreatment of employees by senior leadership and the office manager. Faith was one of those employees that experienced mistreatment, so once Bob was the VP of HR she was confident that things would change especially after bringing a few of the incidents to him herself. However, just a few weeks in Bob’s new role, Faith noticed Bob’s attitude changing drastically for the worst. He had an attitude of entitlement and started to project that...
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...Cystic Fibrosis Foundation Why ha CFF bee successful to date? Bob was successful because he created a organization which was structured like a business. It had all the components and disciplines that you would find in any business. He remains in touch with the business and found way to communicate the vision of the business to all the employees. He found ne an innovative source of revenue, for example the joint venture with Biotech that enabled him to support research funding. He executed this vision by centralizing control over HR, finance, management policy and by introducing system and board governance to support the aims of the organization. He implemented a culture where people knew the metric against which they were being measure, they were empowered and given responsibility with an incentive scheme which rewarded performance.. Context Fundraising is a hard business. Money came from donors, fundraising activity and government. Bob Beall was able to create an organization that offered a full service biotech for CF : The organizational focus was on advancing medical research. The CFF has contributed to increasing the life expectancy of a CF sufferer from year in 1950 to 37.4 years in 2007. By maintaining diversification in its investments it has more than 30 potential CF therapies in the CFF’s drug discovery and development pipeline. Set a clear mission to run the CFF charity like a business for long terms sustainability. The CFF offered funding for therapeutic...
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...Scenario Joe told John, VP of HR at Lamp Electronics, that he had been instructed to use a different and more aggressive accounting method for forecasting and calculating projected sales revenue for the coming year. He believed this approach would mislead the shareholders; so he had to go the HR department. Establishing an Effective Ethical Business Culture: Building an effective, fair, and safe ethical environment is important for employees, the survivability, and reputation of the organization. The HR Focus states (2008), “Safeguarding company reputation was the main concern among 390 senior executives and anti-corruption specialist in 14 countries” (p. 14). Senior executives and the HR department both are responsible for ensuring goal accomplishment. These parties must ensure an effective code of conduct program is established and executed in order to create a fair and responsive environment for all employers and employees; this is how a company builds a positive work environment. Employers work ethic are essential to the developmental of an ethical environment. Ghosh states (2008), “The asymmetry in the employer-employee relationship and the actual functioning of power in an organization implies that an employee or group of employees can never develop responsible and ethical behavior without the support and direction of top management” (p. 68-87). My recommendation to the Lamp Electronics company is to develop an integrity instructional ethic training to teach...
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...| Risk & Control Assessment | | Control Matrix – Narratives - Summary | | Risk & Control Assessment | | Control Matrix – Narratives - Summary | Bob, Inc November 14, 2012 Authored by: Sara Colle, Aaron Hughes, Mohammed Kahn, Paul Koller Bob, Inc November 14, 2012 Authored by: Sara Colle, Aaron Hughes, Mohammed Kahn, Paul Koller interoffice memorandum to: Jim Reinhard, ceo from: group 1 subject: risk assessment report date: 11/14/2012 cc: Mr. Reinhard, We have completed our risk assessment as requested by management. The following report will take you through our completed risk matrix, narratives about the risks and controls, and provide a summary of our findings. The areas covered include: * BCP/Disaster Recovery * Backup and Recovery * Physical Security * Logical Security * Documentation and Policies & Procedures * Change and Patch Management * Computer Operations We hope that this assessment meets your requirements. Should you have any additional questions please feel free to contact anyone of the individuals below that assisted in the preparation of the report. Best Regards, Sara Colle, Aaron Hughes, Mohammed Kahn, Paul Koller Business Continuity Planning and Disaster Recovery 1. RISKS – Loss of customers, loss of profits, loss or reputation, loss of government approval to do business Hurricane Sandy recently paralyzed New York City, the financial capital of the world. This...
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...25, 2013 Case 11: Investigating a Sexual Harassment Case Step 1: HR Problem Identification Mary Booth, a SenGlas Company Shipping Coordinator, came to the HR Manager James Tilden and said she wanted to file a formal complaint against one of her coworkers for his harassing behavior. The coworker, Bob Simonsky, had made false accusations about Mary to Ginny Miller, revved his forklift engine and drove straight at Mary while laughing and slammed the metal forks of his fork-lift on the ground in an intimidating manner. In addition, he continuously refused to take directions from Mary about which trucks to load or unload, twice had thrown a cigarette butt at her and regularly tore up instructions she left for him. Two other fork lift drivers, John Griffin and Henry Jackson, had overheard Simonsky say that women did not belong in the warehouse area and that he preferred working with men and the he had told another worker, Henry Mueller, that “Booth had f***** with the wrong person and that when he got through with her not even Jesus Christ himself would be able to save her.” When Mary first started in the position as Shipping Coordinator, Simonsky had told her, “I hate that maggot”, referring to Sally Jenkins, the previous Shipping Coordinator, “I should have killed her when I had the chance.” Step 2: Identify Cause(s) of HR Problem First, James Tilden reads up on the current Sexual Harassment Policy. It states “all employees are entitled to work in an environment free...
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...“sleeping” or “napping” at various times during work hours by John Brown, a younger employee who has had a few conflicts with Joe. John demands action and I propose we take such. A meeting between Joe and Diane Johnson, his supervisor, should be arranged with the accompaniment of an HR representative. This meeting should address: * The accusations brought forth – * Is there merit to the accusation or a case of unresolved conflict? * Suggestions for rectifying the issue – * If accusations are true, ask for explanation, offer assistance, explore flexible scheduling options or reduced work hours if necessary. * If untrue, end the meeting and schedule a meeting with John and his supervisor, Bob Manning, to clarify his statements. * Correct action taken – * A warning, either written or verbal at the discretion of supervisor, should be assessed if Joe was in fact sleeping. Joe should also review policy on work standards with HR representative to ensure he understands the expectations of the company. * Or a warning, either written or verbal at the discretion of the supervisor, if John was in fact lying. Also, discrimination training should be updated by HR representative with John to ensure his understanding of appropriate...
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...The Wilson Brothers Limited Case History In 1960, the Wilson Brothers, Bob and John, started Wilson Brothers Limited. This Canadian company manufactured and distributed various lines of prepared food products for the Canadian market from a number of plants, with the head office located in Brandon, Manitoba. Bob was just 23 years old at the time, and John was 21. In the first year of operations, the sales volume for Wilson Brothers Limited was $300,000. By 2000, Wilson Brothers Limited had six operating plants in Canada. They had also expanded to the western US market and had several plantsin Europe. Wilson Export Division was responsible for exporting product to Japan and China. In 2000, the total sales volume of the Company was over $6 billion. The company was a Canadian business success story, both at home and abroad. In addition to the spectacular volume increases, the company was very well managed financially. Ithad no reason to go public to raise capital as it financed all of its expansion through earnings. There were several reasons for the Company’s exponential growth. First and foremost, the brothers valued hard work. They each worked ten to twelve hours per day, even in the latter stages of their careers. Consequently, their senior and middle management group worked similar hours. Secondly, each brother was a skilled salesman in the traditional sense. Their handshake was their bond. Thirdly, they had tremendous “cultural sensitivity.” Whenever they expanded to...
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...Comprehensive Case Scenario Human Resources Management The Wilson Brothers Limited Case Case Scenario Written By Charles Purchase, Seneca College (Case Fictional) History In 1960, the Wilson Brothers, Bob and John, started Wilson Brothers Limited. This Canadian company manufactured and distributed various lines of prepared food products for the Canadian market from a number of plants, with the head office located in Brandon, Manitoba. Bob was just 23 years old at the time, and John was 21. In the first year of operations, the sales volume for Wilson Brothers Limited was $300,000. By 2000, Wilson Brothers Limited had six operating plants in Canada. They had also expanded to the western US market and had several plants in Europe. Wilson Export Division was responsible for exporting product to Japan and China. In 2000, the total sales volume of the Company was over $6 billion. The company was a Canadian business success story, both at home and abroad. In addition to the spectacular volume increases, the company was very well managed financially. It had no reason to go public to raise capital as it financed all of its expansion through earnings. There were several reasons for the Company’s exponential growth. First and foremost, the brothers valued hard work. They each worked ten to twelve hours per day, even in the latter stages of their careers. Consequently, their senior and middle management group worked similar hours. Secondly, each brother was a...
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...British Airways – Flying Into a Storm Alan Michael F13066 1. Bob Ayling who succeeded Marshall was a lawyer by profession, who took care of drafting the bill for privatising BA .Bob Ayling was a visionary whose actions revolved around bring down the cost of operation there by to increase profitability even when BA was doing well. However on the other side he failed to value his employees, which ultimately led to the failure of him as a CEO. Things went well during Ayling’s Tenure. * Identified the need to cut costs for becoming a better performing airlines * Initiated the industry transforming alliance with American Airlines * Held on to his stance despite strong oppositions showing a determined face of BA * Rebrand BA to make it more attractive to international travellers * Later, modified BA’s strategies as when problems cropped up Things not went well during Ayling’s Tenure. * He implemented cost-cutting without taking into consideration the stakeholder’ point of view. The employees’ salary cuts will never lead to their better performance unless they are given any other incentive to perform better. Maybe he should have restricted their pay by putting more pay per performance quotient put into it. * No communication of the organization vision to the employees which led to their disillusionment * He missed out on the people touch points - both employee and customer wise. A fatal error in a service industry. * He failed to create...
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...Case Analysis of Hallington Utility Services Company The role of human resource development and management Traditional human resource management is seen as a simple department to recruit people and to deal with salary and insurance issues. Some organizations even let it manage administrative issues. Today, human resource development and management functions more than those. There are several critical functions of it. First, it should serve employees. HRDM needs to establish and maintain harmonious relations between employees. It needs to design mechanism to protect employees’ benefits and maintain their legal rights. Also, it needs to help employees manage their career plan by providing guidance. Second, HRDM needs to be responsible for knowledge management for the organization. HRDM needs to educate the organization and bring up share culture. It needs to push organizations’ establishment, optimization and maintenance of management information system. Third, HRDM should be the motivation for organizations’ reform. It needs to build and promote innovative cultures and innovative thoughts. Also, it needs to participate in building reform processes and methodologies. Some indicators are found to impact HRDM’s effectiveness. Virile leadership and overall planning are important. Good leadership and overall planning is the priority of HRDM. Conducting scientific development strategy is another critical factor. Also, to recruit professional and excellent talents for HRDM is critical...
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...Job Description POSITION DESCRIPTION: Reporting to the Human Resources Manager. Supporting human resources processes by scheduling appointments, conducting orientation, maintaining records and information. HUMAN RESOURCES ASSISTANT DUTIES: * Schedules examinations by coordinating appointments. * Welcomes new employees to the organization by conducting orientation. * Provides payroll information by collecting time and attendance records. * Submits employee data reports by assembling, preparing, and analyzing data. * Maintains employee information by entering and updating employment and status-change data. * Provides secretarial support by entering, formatting, and printing information; organizing work; answering the telephone; relaying messages; maintaining equipment and supplies. * Maintains employee confidence and protects operations by keeping human resource information confidential. * Maintains quality service by following organization standards. * Maintains technical knowledge by attending educational workshops; reviewing publications. * Contributes to team effort by accomplishing related results as needed. EQUITMENT USED: Computers (desktop and laptop), telephones, photocopier, printers, scanners, faxes. Job Ad Lucky Supermarket is a Canadian independent grocery store specializing in products from all over Asia such as Vietnam, China, Philippines, Japan, Korea, Thailand, etc. We are dedicated to providing customers with...
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...Riordan Manufacturing SR-rm-022 Kalin Leonard BSA/375 Business Systems Development April 3, 2014 Richard Epperson Principles of System Analysis and Design Riordan Manufacturing produces numerous plastic products, which serve the needs of various companies around the globe. The Albany, Georgia location produces plastic bottles made to hold beverages. The location in Pontiac, Michigan produces various plastic parts that are needed by different companies, while the division in Hangzhou, China produces plastic parts for fans. With their growing business comes a need to implement software that can excel in the fast-paced, technology-driven society we live in. The current human resources information system keeps track of personal information, such as, name, address, marital status, birthday, and more. The system also tracks pay rate, personal exemptions (for tax purposes), hire date, seniority date, organizational information, and vacation hours. Riordan Manufacturing Incorporated’s Chief Operations Officer, Hugh McCauley, has requested the company implement a state-of-the-art information system. This system must integrate all existing human resource tools and various software into one single robust application. The system must also be completed within a timeframe of six months. In order to achieve this goal, the company must conduct an extensive amount of research to ensure the highest possible quality product will be delivered. When conducting this research, various...
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...British Airways – Flying Into a Storm S.J.Bastin Raj (F13016) 1. Bob Ayling was a lawyer by profession who helped British Airways (BA) get privatized and later on joined the firm. He moved up the ladder to become the CEO as a favourite of his predecessor of Lord King.Bob Ayling mainly focussed on cutting costs rather than concentrating on the welfare of his employees. That’s the main reason for his failure as a CEO Things went well during Ayling’s Tenure. * Identified the need to cut costs for becoming a better performing airlines * Initiated the industry transforming alliance with American Airlines * Later, modified BA’s strategies as when problems cropped up Things not went well during Ayling’s Tenure. * No communication of the organization vision to the employees which led to their disillusionment * He missed out on the people touch points - both employee and customer wise. A fatal error in a service industry. * He failed to create a competent rung of top management around him. * He should have had an acceptability test before rebranding BA. He grossly failed to understand the British sentiments and pride and alienated opinion leaders like Thatcher. 2. Ayling is an Authoritative Leader. He has high concern for production and very low concern towards people. This makes him an Authoritarian manager. Indeed, if we look into the tactics he adopted in BA, they are mostly characterized...
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