27025563 case study hr manager role

7/31/2019 27025563 Case Study HR Manager Role

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Part 2: Case Study

Take a company and identify the strengths and weaknesses of that company and also

mention if you were an HR manager, how you would help towards the growth anddevelopment of that company.

Company: MothersonSumi INfotech & Designs Limited (MiND) Noida, India

Profile: MiND provides clients with world class Integrated Software Solutions. World’s

leading tier-1 automotive car harness suppliers Sumitomo Wiring Systems, Japan andthe SumiMotherson Group, India have made strategic investments in this company.

This is a public limited company registered at New Delhi, India.

Sumitomo Wiring Systems

SWS is part of global giant Sumitomo Group, Japan. It is global tier 1 automotivesupplier and is also world’s leading wiring harness manufacturer. SWS was established in

the year 1917 and is listed on Nagoya Stock Exchange, Japan. SWS has operations inmore than 24 countries around the world. SWS has implemented industry leading

manufacturing and supply chain processes that are enabled by MIND IT solutions.

Samvardhana Motherson Group

SMG is India’s leading full system solution provider for the automotive industry. It is

also India’s largest wiring harness manufacturer. SMG was established in the year 1975and its flagship company MSSL is actively traded on BSE and NSE. MSSL has been

ranked in India’s top 150 companies. SMG has established joint ventures with world’s

leading automotive suppliers. It has a global footprint spanning India, Middle East,Europe and the USA.

Company Strengths:

• Solution Focus: They provide business solutions rather than just technology

solutions. The solutions are based on expert understanding of client’s industry and

address specific business needs.



• Multi-Lingual Development: They have expertise in developing and supporting

software applications for use in multiple countries and languages including non-English speaking countries that enables them to cater variety of clientele.

• Multi-National Presence: They serve clients in more than twenty countries

around the world.

• Corporate Background: They are backed by Sumitomo Wiring Systems. Japan

and the Samvardhana Motherson Group, India. Sumitomo Wiring Systems, Japan

is part of Global Fortune 500 Sumitomo Group. Both of the parent companies

give them great financial strength and stability.• Quality Processes: Continuous improvement and optimization of business

processes is important to quality initiatives. There processes have been assessed atthe highest level of maturity for a software organization as per CMM

specifications of the Software Engineering Institute, USA. They have been

assessed at CMM Level 5.

• People: People have a singular focus on helping clients meet their businessobjectives. They employ an excellent mix of technical specialists, functional

experts and business consultants. The team works collaboratively to develop

integrated solutions for clients needs.

• Offshore Outsourcing to India: They inherit the advantage of being an Indian IT

company getting the Outsourced work globally.• Domain Expertise: They have solid hold in Wiring Harness manufacturing

domain. With two wiring harness manufacturer backing up they do have an edge

in this domain.

• Financial growth: They have slow but continuous financial growth since theycame in existence in 2001

Company Weaknesses:



• Globalization and Multi-National Presence: Presence in more that one countryand work for global clients is a strength as well as weakness for MiND. The

issues like Culture differences, Different time zone, and foreign languages are the

major problems that employees face.

•Staffing Policies: Selecting and retaining talented employee is a challenge in thiscompetitive business scenario for MiND. There are so many different IT

companies with same business need keen to hire on higher wages.

• Training and development: There are not enough budgets for Training anddevelopment of employees whilst encouraging employees to be innovative and

creative.

• Attitude toward risk: As a global organization they have wrong attitude for risk taking and hence limiting the growth in different domains. They are restricted to

manufacturing domains and not taking there chances to explore different domains.

• Challenges in Working Oversees: There is not enough preparation and skill tounderstand the challenges of living and working overseas. The employees are not

provided with special trainings before they go on projects oversees.• Compensation packages: They don’t provide great compensation packages for

the employees.

• Formal work environment: They do have very good work culture but really

formal and old structured.

• Performance appraisals from a distance: Major share holders management arealso involved in the appraisals given to the employees working in India that

creates a gap in understanding the work life and needs of the employees from a

distance

If I am the HR Manager for MothersonSumi INfotech & Designs Limited, I would

really work hard to cash the advantages and strength this company inherits whilstworking on the weakness they have in order to get the maximum returns. Few important

things I would like to work on are:

1. Introducing Strategic HRM to meet Challenges of Globalization: The worldhas undergone a dramatic change over the last few decades, the forces of

globalization; technological changes have greatly changed the business environment.

MiND is required to respond in a strategic manner to the changes taking place inorder to survive and progress. Strategic Human Resource Management (SHRM)

involves a set of internally consistent policies and practices designed and

implemented to ensure that MiND’s human capital contribute to the achievement of

its business objectives. Strategic human resources management is largely aboutintegration and adaptation. Its concern is to ensure that: (1) human resources (HR)

management is fully integrated with the strategy and the strategic needs of the firm;

(2) HR policies cohere both across policy areas and across hierarchies; and (3) HR practices are adjusted, accepted, and used by line managers and employees as part of

their everyday work. SHRM practices are macro-oriented, proactive and long

term focused in nature; views human resources as assets or investments not

expenses. Implementing SHRM practices in MiND will create linkage to



organizational performance; and focusing on the alignment of human resources with

firm strategy as a means of gaining competitive advantage.

2. Supplementary Trainings: MiND should have more budgets allocated for the

trainings. For one, an employee training program improves ability to adapt to changes

in the marketplace. Because our staff is learning and working efficiently you can shiftto new ideas more quickly. Training also ensures we have quality people on hand

when you expand. Because employees know what to do, they can grow your business.

Besides that, training builds a motivated and committed team that’s loyal to company.It also creates a pool of qualified replacements for employees who leave. Ongoing

training helps us fill voids with good people. Lastly, training is just fair to our

customers, whom we depend on for our livelihood. Skilled employees will impress

customers to come back. Together, these reasons boost competitive edge, as we provide training for our employees. To get there, here are some possible types of

training that I would like to introduce:

• Employee orientation: The first days of work are crucial to a new employee’s

success. I want to orient the employee, and teach the company’s goals, and howthey can be a part of achieving them. I would like to involve key leaders, even

the CEO. We can review what’s required of them in the job description.

• In-house training: Training is not just for new employees. I will continue to

upgrade the skills of current employees, which will help them adjust to changes

in their job requirements. Such training is best offered by a supervisor. Researchshows employees respond better to in-house trainers because they’re familiar

with the person and the workplace. Periodic in-house training, done in a group

setting, can teach communication, customer service, team building, technical

and safety skills. Doing this while employees are on the job reinforces learning,which they can be applied right away to their work.

•Mentor training: I will introduce a specific kind of in-house training involvesmentoring, where a high-rated employee teaches skills to another employee.

The mentor should be a keen and successful worker who will pass on the best

skills not bad attitudes or sloppy work. This one-on-one arrangement (which

research shows as the most effective form of training) pays dividends for both parties.

• External training: I will try to introduce some out-of-house training, by

sending employees to one-day seminars, college courses or workshops. Thoughthey seem costly, these training opportunities can be seen as an employee perk,

something to reward or inspire superb workers. This kind of training will

provide new skills, stimulates creative ideas and instills employee commitment,

which is brought back to the workplace.3. Improvements in staffing policies: MiND needs to change staffing policies they

follow. In this competitive world it’s really tough to hire and retain the best talent

with small budgets. Better salaries with good performance based perks will helpto retain skilled labor. Round based interview and group discussions should be

part of selection process.



4. Compensation packages: I would like to change the way MiND does the

appraisals and compensation packages. Points and performance based appraisals

should be done twice a year. Internal awards should be given teamwise/department wise for the excellent performers to motivate them to keep up the

good work.

5. Preparing for challenges in Working Oversees: I would like to introduce

specific trainings that helps technocrats to adjust in different culture and lifestyle

oversees. Trainings concentrating on specific issues like Language & accent,Culture and lifestyle and information session guiding them about new place they

are visiting.

6. Work environment to promote team work: I want to have more informal teamwork culture in disparity to Boss/Employee type of old work culture. All the team

members should be treated as important for the success of the team. They should

have more discussions rather than formal meetings. Some outdoor adventure team

activities will help the team to know each other better. Activities like teamoutings, Team parties and group games should be introduced to make stronger

team work.

Said all this I really would like to implement my HRM knowledge/solutions to any

organization and help them deliver better in this competitive environment.

27025563 case study hr manager role

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