قديم منذ /14-11-2017, 10:51 AM   #1

منتدى كلية العلوم الإدارية والمالية

Abu Hadi غير متواجد حالياً

 

مواضيعي | ردودي

 رقم العضوية : 20850
 تاريخ الإنتساب : Mar 2016
 المشاركات : 299
 الجنس : ذكر
 مستوى التقييم : Abu Hadi will become famous soon enoughAbu Hadi will become famous soon enough
النقاط : 21

شكراً: 151
تم شكره 88 مرة في 48 مشاركة
افتراضي HRM CaseStudy 2


السلام عليكم

هذا الكيس ستدري الثاني جاني السمستر السابق

Adam, fresh from school was a newly recruited HR practitioner. During his one
month into the job, he was asked to be in-charge of the orientation programme for
the entire organization. Being new, he followed closely to the processes. Recently,
Roy joined the organization and Adam was required to orientate him. On Roy's first
day of work, Adam brought him around the organization for introduction to the rest
of the staffs. Unfortunately, Roy's assigned mentor was not around hence, Adam
was unable to make an official introduction for Roy to meet up with his mentor. In
the afternoon, during the HR briefing, Adam mentioned to Roy that there is a buddy
system in place but it is only on an opt-in basis. Roy requested to opt for a buddy.
Adam was rather surprised by Roy's request as according to Adam's manager-Jean,
no one in the organization has requested for a buddy. Hence, Adam checked with
Jean on the criteria in getting a buddy for Roy and according to her, Adam found
out that it needed to be someone preferably from Roy's department. Having
clarified on the criteria, Adam was supposed to get a buddy for Roy, unfortunately,
this issue was clearly forgotten by Adam due to his busy schedule as he was
involved in other HR matters as well and he did not follow up with Roy's request
promptly. One week later, Adam met Roy in a lunch gathering and Adam greeted
Roy and asked him casually how is he doing and if he has adapted well to his job.
Roy, asked Adam blatantly and angrily where is his buddy that he had requested.
At that moment, Adam recalled on the existence of this request and unwittingly told
Roy that he thought Roy was joking with him on the request for a buddy as he did
not want to admit to Roy that he had clearly forgotten about the whole issue. Roy
was very angered by Adam's response and told him off that he was very serious in
getting a buddy and that its Adam's responsibility to do so. Adam, clearly
embarrassed and guilty about his mistake, apologized immediately and promised to
get him a buddy. On the very day, a buddy- Sam was found for Roy. Roy was very
unhappy with Adam and confronted Adam and his buddy when he was able to have
an official meet up session with his mentor. Adam explained to Roy that the
organization has no current practice in place for meet up sessions to be arranged
between mentors and mentees and its a practice for mentees to take self-initiative
to do so in arranging for meetings with their mentors and also that his mentor is
currently out of town and will only be back the next day. Adam, himself being a
new staff also was at that moment in time speaking on personal experience and
also based on what Jean had told him. Sam, who was present agreed and helped to
explain to Roy on the practice. Roy kept quiet and Adam unknowingly thought that
Roy has understood the organization practice. Hence, Adam did not continue to
check with Roy on this aspect. The following day, Roy had a feedback session with
his manager and Adam was called upon to sit in as a part of the orientation
programme. Roy brought up the issue on Adam's failure to get him a buddy
promptly and that he was not introduced to his mentor at all. He complained about
the poor management of the HR mentor and buddy system and that it was not
effective at all and that he expressed that he is very unhappy with Adam as he felt
that he was not doing his job at all. Adam tried to explain to Roy and his manager
about what happened and also reassured Roy that he will take his suggestions of
improving on the system and was apologetic about the issue. He told Roy's
manager that he will bring Roy to see his mentor after the session as his mentor is
back in the office after being on leave for the past week. Roy was still very unhappy
with Adam and continued telling Adam off in front of his manager.
Questions
1. On an HR practitioner point of view, what should Adam do to resolve the issue?
2. Roy is very unhappy with Adam and holds it against him even though all has
been done and followed up. What should Adam as HR do to resolve this and should
Jean, as Adam's manager do something?
3. What role does Roy's manager play in this issue and should he be implicated?

Possible solutions
Adam was new to the job, therefore he himself was in the process of getting
oriented to the job. However he did falter by not taking the buddy request by Roy
seriously. This was probably the only mistake that he committed....for which he
later apologized.
As an HR practitioner, Adam should let Roy know the whole situation and apologies,
which he does. As far as Roy's manager is concerned, it is up to Roy whether he
wants to implicate him or not. Implicating him will only complicate the situation
which is not needed.
As for Roy, he should get a life and move on in the organization rather than harping
on a single fault by Adam. It is understandable that he felt disappointed by the
firm, but he should consider the fact that in an organization sometimes these lapses
happen. That is not to say it doesn’t matter but after Adam apologized, he should
forgive.
Fair enough, he complained about Adam, I think Jean should just warn Adam, as he
is new. Also, Jean should make sure Adam goes through the necessary procedure
and knows them well, lest he should repeat such a mistake.

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الملفات المرفقة
نوع الملف: pdf HRM CaseStudy 2.pdf‏ (26.9 كيلوبايت, المشاهدات 44)
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