CalleetaCO Case Study

Autumn Willshaw
February 12, 2020
HRM320: Human Resources Information System
Week 2 Assignment: A Case Study
Case Study Questions
CalleetaCO (The Calleeta Corporation) is a company that has ranked in leader of radio
frequency identification (RFID) manufacturing. This has made the company highly successful in
which the organization invested a large amount of money into hiring and retaining the very best
employees. Over an eight-year span, the company has developed several key business issues
leaving Jan, the CEO, in a jam and John, the vice president of HR, left with the important job of
implementing a few changes so they meet the board’s demands. Even with the development of
business issues, CalleetaCO still has the opportunity of achieving sustainable competitive
advantage. The CEO now must find a way to justify her choice of talent approach, which can be
done through different business measure techniques.
For CalleetaCO, they are facing some pretty common business issues. The key issues are
concerning high costs and slow Return on Investments (ROI). The high costs were mainly
coming from the above-market compensation and benefits plans that were offered to employees
in return for continuous and improved innovation (Kavanagh, Thite, & Johnson, 07/2011, Ch. 10,
p. 330, para. 2). The company’s success made it possible for them to extend their business
globally opening jobs for many in Mexico and Vietnam which has sparked an activists-led
protest for working conditions related issues. On the lighter side, U.S. employees have expressed
the inability to contact HR representatives when visiting foreign facilities. In addition, Jan has
been contacted by HRO firms regarding servicing the HR needs of the foreign locations.
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Obviously, CalleetaCO had acquired issues in business that could turn ugly depending on
which HR approach they choose to implement when time comes to manage the issues. Yet, even
with such business issues, the HR department has contributed to the company’s success by
implementing the practice of hiring the best, paying them the best, and providing them with the
best but expensive benefit programs which yielded the best candidates for the positions held
within the company that created innovative products the market demanded. Thanks to the
practices developed by the HR’s vice president, the company was able to achieve their strategic
goal to ultimately become “the global leader in RFID products” by “challenging the top
providers in its industry” (para. 2). Though the company has achieved success in one area they
are unfortunately not making board members happy because of the lack to produce numbers. Jan
proposed a growth would come from going global, yet the current ROI’s suggest otherwise.
Now, not just Jan, but John Nosmas are left with a heavy burden on their shoulders and
they have just two weeks to make big changes which will make the owners happy and keep
business operating. One recommendation to John would be to conduct a basic job analysis to
help with identifying the appropriate knowledge, skills, and abilities for each job (p. 327, para.
2). Then HR can develop a HR administration module in which the information from the analysis
will be entered. A second recommendation would be to revise current processes used by the HR
department which includes improving the current HR approach being used. The third
recommendation I suggest would be to evaluate the current compensation and benefits plan for
the inessential needs that can be eliminated to aid in lowering the employee’s costs that had
become a high expense the board was unwilling to continue providing for. The last
recommendation, probably the most important one would be to create a work environment that
resembles the U.S. facility in the facilities oversea by imitating the processes used in the U.S.
John will need to make changes that will “slow employee expense growth, control the
activist stakeholder groups, and ultimately improve earnings” (p. 331, para. 1-2). By conducting
a job analysis, John will be able to visually locate unnecessary positions currently employed, he
can develop a structured plan of administration to include foreign affairs, and he can eliminate
costly expenditures that will not result in unhappy employees. Changes like eliminating some of
the unnecessary and unused benefits such as the onsite spa and fitness centers and onsite pet
boarding will help achieve a sustainable competitive advantage because these are benefits where
money is being wasted away and probably not used by anyone so why not get rid of it. To create
a competitive advantage an organization must have elements that cannot be imitated, benefit
plans can easily be copied. If I were in Johns shoes, I would focus on investing in human capital
by employing knowledgeable and smart candidates that cannot be cloned and work on creating
relationships with their customers that leave an impression that cannot be erased.
There exist measurements for HR professionals to use to support their choice of talent
approach that will offer senior management four perspectives explaining how the implementation
of a chosen approach has contributed to a sustainable competitive advantage for the organization.
A balanced scorecard is just that, a business tool for measuring HR approaches and techniques so
that HR professionals can sophisticatedly keep track of strategic activity. It is a link that connects
performance measures to financial, customers, internal business, and innovation and learning
perspectives (Kaplan & Norton, 1992, para. 5-9). Jan can use this tool to explain her chosen
approach and visualize how her performance measures in the areas most important to board
members. She will be able to show top management leaders how customers view the business,
exactly what activity the company is superior in, and if they will be able to continuously improve
and create value that contributes to the organization’s strategic goals.
The following is a balanced scorecard sample Jan could hypothetically use in her presentation to
the board:
(ECI'S Balanced Business Scorecard, 1992)
References
Kaplan, R. S., & Norton, D. P. (1992, Jan-Feb). The Balanced Scorecard—Measures that Drive
Performance. Retrieved February 17, 2020, from Harvard Business Review:
https://hbr.org/1992/01/the-balanced-scorecard-measures-that-drive-performance-2
Kavanagh, M. J., Thite, M., & Johnson, R. D. (07/2011). Human Resource Information Systems:
Basics, Appications, and Future Directions (2nd ed.). Thousand Oaks, California, United
States: SAGE Publications, Inc. Retrieved Febraury 14, 2020, from
vbk://9781483332710
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Autumn Willshaw

February 12, 2020

HRM320: Human Resources Information System

Week 2 Assignment: A Case Study

Case Study Questions

done through different business measure techniques.

and create value that contributes to the organization’s strategic goals.

(ECI'S Balanced Business Scorecard, 1992)

Performance. Retrieved February 17, 2020, from Harvard Business Review:

States: SAGE Publications, Inc. Retrieved Febraury 14, 2020, from

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