human resource planning - stakeholder perspective

8/9/2019 Human Resource Planning - Stakeholder Perspective

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Event Arco Baleno

1. Institute for Financial Management and Research(IFMR)

2. eam !one "arrior

#. $artici%ant &etails

a. 'riant Raan

b. Mail * 'riant.raan+ifmr.ac.in

c. ,ontact * --2//202
mailto:[email protected]:[email protected]


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,ase Bacground

The situation faced at the beginning of a new week is a possible resignation of four

employees within an organization. These employees are from varying seniority levels and

functional expertise. Theimmediate ('hort term)objective here is to prevent such an

exodus from occurring. The long term objective is to undertake a set of activities that

simplify talent management and minimize the possibility of occurrence of such an

incident.

Analsis Frame3or

The case is analyzed from two perspectives, vi4 short and long term. The short term

perspective investigates the importance of retaining talent and identifies barriers to it.

The possible resignation candidates are evaluated on the basis of the relative importance

of the identified barriers towards talent retention. Then, alternatives that could appeal to

each of the candidates are worked out.

The long term perspective aims to identify all the stakeholders w.r.t to organizational

talent management. A strategic framework for talent management is then derived.

Assumptions made in case analysis are stated in footnotes.


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I. 'ituation 'na%shot

The table below indicates the situation snapshot at the organization.

Amrita homas Raesh 'anana

Bacground

roject !anager ,

reporting to

"amaswamy#$ertical

head%

&ales

!anager,

working

since '(

years

)*+, "elationship

!anger, working

since ' years

Associate

consultant

&trategy

-ormulation, aids

in )*+

'eniorit !edium

!edium

igh igh

$ery igh, one of

the few women to

hold such a

position within the

organization

$erformance &atisfactory

)o /lear

0ndication

1n the basis of the

rumor of he joining a

competitor it can be

assumed to be above

average

)o /lear

0ndication

Figure 1 'ituation 'na%shot

A. 56servations

'. All employees are from medium to high levels of seniority2 none is an entry level

or someone who has clocked in just a one3two years'

(. 45ual split

a. 0n terms of kind of work, right from strategy, to project work #operational%

to client ac5uisition #)*+% and conse5uent sale. 0n essence it covers the

entire gamut of work within the organization #4xcept "%

b. 45ual split in terms of gender, two male and two female

1Assumption based on case facts


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The above indicates a lack of certain parameters which fuels up the discontentment

among employees as they move up in seniority. It can also be inferred that these exist

across all domains in the organization. The possible silver lining is that there appears to

be no discrimination on the basis of gender with regards to these policies (Admittedly not

conducive for Employees

II. Im%ortance and Barriers to alent $reservation

The importance of attrition is again on two levels namely, the top line #increase in

revenue% and bottom line #+ecrease in costs of doing business% of the organization.

Attrition at medium to high seniority level impacts the top line more than at lower levels.

This is due to the fact the sizeable resource investment in terms of training and

development would be lower for employees at this level than at the junior3entry levels.

0n situation analysis, 0 inferred the existence of certain non6conducive parameters towards

work within the organization. ere some of those barriers are identified here and their

relative importance w.r.t the employees is depicted.

Amrita homas Raesh 'anana

!ac of Res%ect for "or(Ego

Boosting) 7 7

!ac of ,onsideration 7 Em%ath 7

$resence of Red a%e7Bureaucrac 7

!ac of e8citement in 3or 7

Inade9uate com%ensation 7 7

Figure 2 * Barriers to Retaining alent

A. 56servations and Analsis * Figure 2


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1. Amrita8 &he is a project manager, and hence would have put in more than 96 years

(.&he has recently been back form maternity leave so there would be no feeling of lack of

consideration3empathy. &ome of her responsibilities could entail

'. -ocus would be on coordination and delivery of projects

(. !entoring3training new recruits

:er 3or is structured and %redicta6le. :ence I have scored her high on lac of

e8citement in 3or. 'ome alternatives that could a%%eal to her are;

'. romotion towards a strategic rather than operational work

2. /hange in functional role, shift in domains:

:. !ulti project coordination role,#!ultiple domains% that could develop her domain

knowledge

2. homas e has been working since '( years and is currently a sales manager. 0t is

possible that he has worked has way up the organization, right from the lowest level of

say a sales representative. The fact that it has taken him '( years to do that may indicate

that his capabilities are average.

9

:is average ca%a6ilities ma have resulted in a non achievement of sales

targets7figures in certain %eriods. It is reasona6le to assume that such scenarios

3ould have resulted in un%leasant e8changes. :is discontentment 3ith his 3or

ma 6e thus a result of lac of em%ath7a%%reciation for his 3or.

Alternatives that could a%%eal to him;

'. /reation of mentorship role as an official responsibility, specifically for new

recruits#not necessarily in sales%

2Assuming she joined at entry level3Project manager is assumed to be domain specific4Assumptions, based on case facts


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(. Advisory role in product development

:. erformance 4valuation as a function of

a. is sales targets

b. &uccess of products in which he recommended modification

c. erformance of recruits he trained#very low weight age%

#. Raesh e has been working for ' years, in a )*+ and a relationship management

role. The recent rumor of he joining a competitor, would be indicative of his superior

knowledge and capability. is presence contributes to organizational top line growth the

maximum among all the other participants.

Additionally in a role that contributes to revenue in direct relation to his efforts, he may

feel undercompensated #!ental comparison between the mismatch of his compensation

and revenue generated by him%.

ence "ajesh is well aware of his worth to the organization.Alternatives that could

a%%eal to him;

'. romotion to a strategic decision making level

(. 0ncrease in /ompensation

. 'anana &he is a woman, working at the associate consultant level in the

organization. At a decision making level, she is bound to encounter opposition towards

execution of her ideas. hus an alternative that could a%%eal to her< is the fle8i6ilit

to 3or inde%endentl< minimum interference

III. 'taeholder $ers%ective alent Management


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/onsider the following prevalent theories of employee management and motivation

'. )eed theory 8 !aslow, 4"; !c /lelland and erzberg.

(. ;oal &etting Theory

:. "einforcement Theory

9. 45uity Theory

. 4xpectancy Theory

All the above theories focus on employee need and behavior such as performance,

attrition being a function of his work within the organization i.e. internal perspective.

:o3ever the do not consider< em%loee need influence due to e8ternal staeholders

namel the customer and com%etition.

hus< the a6ove analsis does not consider all staeholders 3.r.t to talent

management. :o3ever< an em%loee action ma 6e considered a function of three

staeholders;

'. 0nternal 4nvironment 6 is workplace

(. 4xternal 4nvironment

a. /ustomers

b. /ompetitors


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Figure# * 'taeholder $ers%ective * alent Management/

That is the employee can be considered as a particle in action, under three forces. The

graphic above indicates which areas are favorable movements and vice versa. As seen

aboveattrition (unfavora6le) will occur when the two forces

'. 0nternal 6 organization control

(. 4xternal 6 employee customer relationship,6ecome 3ea 3ither in tandem or

in isolation.

Talent management thus viewed from the perspective of stakeholder theory has two

dimensions

5riginal , under further research by the author

4mployee

/ustomer/ompetitor

1rganizational

0nternal

4xternal

-avorable


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'. 0mproving the 4mployee /ustomer interaction

(. &trengthening 3!odifying3adapting internal organizational policies.

4mployee customer interaction can be measured in terms of human sigma.=.This

approach aims to reduce the variability in customer employee encounters.

!"uman #igma, $he %allup rgani&ation

human resource planning - stakeholder perspective

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