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Problem Statement:

What decision should Nitish take on his current position at Solutions Unlimited so as to solve strained professional
relations with Ms. Meena and Mr. Alagu, and thus best support his career growth.

External Analysis:
Factors

Political

Economic

Socio-Cultural

Technological

Legal
Environmental

Factors as in the case


Nitishs initial interaction with Ms. Meena,
created a negative impression in her mind.
Meena kept on avoiding conversations with
Nitish
and
hence
paved
way
to
miscommunication at times.
Mr. Kapoors intervention further worsened
Meenas dislike towards Nitish
Due to Meenas influence,
Mr. Alagu developed a negative impression of
Nitish

Impact on solving the problem


These political factors led to a series of
unfortunate events in the organization.
With proper communication and greater
transparency, a more productive environment
can be created for Meena and Nitish to resolve
their strained professional relationship.

Venkats false verbal agreement regarding The settlement of severance reimbursement


severance and travel reimbursement led to resolved Nitishs financial grievances and
many monetary loses to Nitish
established that the organization had a
structured policy.
Informal culture and career opportunities at If properly utilized the work life at Solutions
Solutions Unlimited
Unlimited can be made better.
The elaborate system of referrals to ensure fair
group decision making
Existence of Regionalism as showcased by Ms.
Meena and Mr. Alagu.
Grapevine communication.
The delay in response to emails is a source of
concern to Nitish
Transition from solution provider to IT
consultant firm.
The verbal agreement by Venkat was a point of
contention.
Best practices in other IT consultant firms

Prompt usage of technology when it comes to


communication will help resolve some of the
tensions of the employees.
The admission of the company in this regard will
affirm Nitishs faith.
Benchmarking with the best increases the
efficiency of Solutions United.

Internal Analysis
Organization perspective SWOT
Strength

Weakness

Global foot print


Common global orientation programme
Mentor-mentee initiative
Employee referral recruitment scheme
3-way review policy

Unstructured policies and practices.


Vacancy in top management
HR team is inexperienced to handle the companys
transition from solution provider to IT consultant

Opportunity

Threats

Transition from solution provider to IT consultant


A lot of upcoming projects
Global business plan will be effective soon
New specialists to join the firm soon, hence better talent.

High employee and top management attrition rate


Decreasing employee motivation level
Lack of transparency in HR policies

Nitishs perspective SWOT:


Strength

Weakness

Highly qualified and experienced


Financial expertise
Strong negotiation skills
Easy and out-going
Hard working

Inexperienced with office politics


Tends to complain frequently

Opportunity

Threats

Access to vital information at Solutions Unlimited


Contact with Top management
In the good books of other employees.

Strained relationship with Ms. Meena and


Mr. Alagu (HR Dept.)

Listing Factors:

Company policies/Formalization: Several HR policies for severance and bills reimbursement were not laid down
which led to confusion among the employees and leadership.
Regional group formation/Organizational Politics: There were instances where Alagu and Meena took to Nitish
by mocking in regional languages.
Roles and Responsibilities: Nitish, during his tenure of less than a year in the organization worked under several
leadership. There was not any defined role for his position. For some months he had to work on software
development tasks for finance department as well.
Organizational Culture: The Company was known to have an informal culture which led Nitish to have a more
comfortable approach towards leadership. This helps in quick learning and greater exposure.
Organization Re-imaging: The Company was realigning to be Management Consultant in IT sector. Also it is spread
across multiple locations. This should create more possibilities for Nitish to grow within the company in terms of
career and compensation. Several positions at the top leadership (DF, DHR, ADHR) were unfilled which led to
inefficient processes and feedback mechanism for the HR department. The HR team was weak. This was evident
with instances as Meena underestimated Nitishs worth for compensation, Venkat made a wrong move by verbally
agreeing to Nitishs requests. The top management in terms of Kapoor and Khurana had to intervene quite a
number of times in the HR decisions. Further, unethical practices were present with Meena lying about project
opportunities to Nitish.
Processes and Feedback re-addressed: Proper processes were not in place and this along with the absence of key
leadership positions led to an improper mechanism for various decisions and further re-addressing any
repercussions if any, become ambiguous.

Analyse Factors:

Company policies/Formalization: Several HR policies for severance and bills reimbursement were not laid down
which led to confusion among the employees and leadership.
Regional group formation/Organizational Politics: There were instances where Alagu and Meena took to Nitish
by mocking in regional languages.
Leadership Positions: Several positions at the top leadership (DF, DHR, ADHR) were unfilled which led to
inefficient processes and feedback mechanism for the HR department.
HR Department: The HR team was weak. This was evident with instances as Meena underestimated Nitishs worth
for compensation, Venkat made a wrong move by verbally agreeing to Nitishs requests. The top management in
terms of Kapoor and Khurana had to intervene quite a number of times in the HR decisions. Further, unethical
practices were present with Meena lying about project opportunities to Nitish.
Processes and Feedback re-addressed: Proper processes were not in place and this along with the absence of key
leadership positions led to an improper mechanism for various decisions and further re-addressing any
repercussions if any, become ambiguous.

Constraints

Lack of clarity in the companies policies regarding severance: Nitish had to join within 2 weeks due to which he
had to pay severance amount which later on became the issue.
Conflict between roles of different departments: Since there were vacant roles, there was ineffective processes
and feedback mechanism.

Options & Evaluation:


1. Move to Nagpur:
It is better for Nitish to take up the assignment in Nagpur.
Adv.: This will allow some time for Meena and Alagu to cool off. Further, this will allow Nitish some breathing space
and peace of mind to work on other projects. He can return as a star performer.
Dis-adv.: Nitish will still have to contact the HR dept. for any help. Meena seeing Nitish become a star performer can
further increase the hatred.
2. Formal Intervention by Mr. Manish:
Nitish should formally discuss the issue with Mr. Manish and try to sort out the differences with Ms. Meena and Mr.
Alagu. Nitish should consult with Manish considering the relationship they share.
Adv.: As it is a formal route, there is less scope of error and miscommunication. Mr. Manish will be aware of such
employee grievances. This may pave way to a new and effective employee grievances redressal system
Dis-Adv.: Relationship between Nitish and Meena may worsen if Meena doesnt take the feedback of Mr. Manish
positively. This will create an unsatisfactory and tense workplace environment for both Nitish & Meena.
3. Informal Interaction with Ms Meena and Mr. Alagu:
Nitish should informally sort out the issues with Meena, Alagu and Venkat.
Adv.: By not using the formal route, he can prevent the issue from escalating into a big problem. This issue will remain
among the three of them and it will not hinder their career in the organization.
Dis-Adv.: Meena and Alagu can interpret the open talk in any way. Being an Informal approach, there is no
transparency and assurance that the problems Nitish is facing with the HR Dept. will get resolved.
4. Resign from Solutions Unlimited:
Nitish may look for better job opportunities in other firms or re-join his previous firm.
Adv.: Might get a better work environment and opportunities for career growth.
Dis-Adv.: Nitish has already relocated to Hyderabad with his wife. Solutions Unlimited provided a good salary and a
better opportunity to grow professionally. He also felt professionally stagnant in his previous firm.

5. Relocation to other offices:


Nitish should permanently stay away from the head office and direct contact with Meena and Alagu.
Adv.: Nitishs can concentrate more on his work and turn out to be a star performer. Better career growth and
exposure.
Dis-Adv.: Not advisable, Nitish has to be in contact some day or the other. Relocation will incur additional cost to the
Company.
6. Ignore things and continue to work:
Adv.: Nitishs can directly take on Meena and HR Dept. and fight fire with fire for a short term. He has the support of
other employees and top management.
Dis-Adv.: Not advisable, Nitish has to come in good terms with the HR Dept. Might affect his long term performance
at the firm.
7. Mr. Kapoor and Mr. Khuranna can suggest for better employee engagement:
Before leaving the organization, Mr. Kapoor and Mr. Khuranna can inform Mr. Manish about the present condition of
Solutions unlimited and the unstructured HR practices hence suggest for better employee engagement.
Adv.: Nitishs can speak to Mr. Kapoor and Mr. Khuranna about his problems and they can represent his case to Mr.
Manish. In the long run, the employee welfare and morale will be boosted.
Dis-Adv.: May offend Meena and Alagu badly. This if not dealt with in the right way can lead to a series of unfortunate
events.

Recommendation
Nitish should continue working at solutions unlimited while trying to foster a healthier relationship with Ms. Meena, Mr.
Alagu and the HR Dept. and avoid any further conflicts. Our group suggests that Nitish should follow options 1 and 7. The
problem is more than just a personal level issue, it is that of an organizational behavior. Nitish should let the CEO know of
the troubles faced by the employees as result of an unstructured framework of policies and HR practices. By following a
formal route, there is more effectiveness. Taking into consideration, the larger problem- the transition from an software
solution provider to an IT consultant firm, Solutions Unlimited should at an organizational level follow the below
mentioned preventive measures:

An organizational structure and policy framework with well-defined roles & responsibilities must be set up.
All senior position vacancies should be filled at the earliest, as the company is transforming.
Training sessions and employee engagement programmes.
A proper employee grievances redressal mechanism should be established
Regular team activities and CEO-employee interactions should be conducted for better group dynamics.

Outline Plan:
With the decision being options 1 and 7, the following outline can be followed:
Nitishs perspective
Nitish has to keep himself occupied with other assignments (he may/may not chose to accept the Nagpur assignment) till
Manish returns. Meanwhile, Nitishs can speak to Mr. Kapoor and Mr. Khuranna about his problems and they can
represent his case to Mr. Manish before leaving the organization. By actively getting involved with other assignments,
Nitish can avoid any direct interaction with Meena or the HR Dept.

Organizations perspective
Action

Responsibility

Target Duration/time

Priority

Fill the position of DHR and ADHR and other


upper management vacancies.
Formulate and complete a structured employee
and process policy (should include all the
aspects of a typical IT consultant firm)

Mr. Manish Chawla

As soon as possible

High

Establish a proper
redressal system

employee

Mr. Manish Chawla , Within 2-4 months of High


DHR, ADHR and HR appointment of DHR
Dept.
and ADHR

grievances Mr. Manish Chawla , Within 3-4 months


DHR, ADHR and HR
Dept.

Recruitment more HR personnel experienced in DHR, ADHR and HR Within 4-5 months
IT consultancy
Dept.
Employee engagement
training sessions

programmes

and DHR and HR Dept.

Review and modify employee and process HR Dept.


policies

High-moderate

Moderate

Within 6-7 months

Moderate

1 year

Moderate