MBA103 HUMAN RESOURCE MANAGEMENT

PRELIM CASE STUDY 1

Ingersoll Rand’s Problem-Solving Approach to HRM

When Craig Mundy joined Ingersoll Rand as a human resources executive, he brought a business
perspective. His approach was welcome at the company, which makes transportation and building
products in support of a mission to create “comfortable, sustainable and efficient environments.” The
business’s perspective is one of solving problems. In construction, for example, beyond selling heating
and ventilation systems, it aims to improve air quality and comfort while reducing energy consumption.
Likewise, in looking at its own operations, Ingersoll Rand has harnessed employee creativity to improve
energy efficiency.
In contrast, Mundy knew that the focus of human resource management has often been on tasks
more than on solutions. At a previous employer, Mundy had managed business projects. There, the
company’s HR staff was not always as helpful as he would have wished. Applying the experience, he
came to Ingersoll Rand with determination to solve business problems.
Mundy started by identifying the strategic priorities of his business unit. He learned, for example,
that Ingersoll Rand was seeking growth in countries with developing economies, a goal that required
excellent country-level management. Mundy had the HR team determine how many country managers the
company would need, when the need for each would arise, and what qualities make someone an excellent
country manager. This information formed the basis of goals for supporting international growth. To
achieve the goals, the HR team evaluated talent inside and outside the company and set up ways to help
employees acquire the needed skills.
Mundy developed this approach into a Talent Solutions framework for addressing challenges
facing each business area. He learned that one region had a problem with high turnover among sales
representatives. Managers had tried to handle the problem by improving the process for recruiting new
sales reps, but the high turnover continued. Applying the Talent Solutions framework, the HR team
analyzed the pattern of turnover. The analysts found that turnover was highest after salespeople had been
on the job about two and a half years, and that this was the point at which they were just becoming
productive. The HR team decided to focus on helping salespeople become productive faster, so their jobs
would become more rewarding faster. The team studied the entire process of hiring, training, and
retaining employees and set goals for improvement in each stage of the process. Before long, salespeople
were more engaged, delivered better results, and were less likely to quit.
Mundy’s focus on business problems and solutions has improved Ingersoll Rand’s performance.
It also has reshaped the way Ingersoll Rand’s business managers think about human resource
management. Today they see Mundy’s group as a strategic partner.

Direction:
Work with a partner (both will turn-in). Answer using Microsoft Word Arial font 12 and
minimum of 4 pages including cover page. Follow the case study format below. Use the
scientific process in answering the case. Practice brainstorming with your partner.
I. Background of the Study (A summary of the case)
II. Statement of the Problem (question type)
III. Areas of Considerations
IV. Alternative Courses of Actions (Give at least 3 alternatives or possible solution of the
problem. Cite the advantages and disadvantages of each courses of action)
V. Recommendations (Choose or recommend only the best alternative course of action)
VI. Conclusion/Plan of Action (conclude the case and analyze what plan of action may be
proposed to prevent recurring of problems).