MT-Term 05

CASE SUBMISSION – Kevin

SUBMITTED TO: Prof. N.M. AGRAWAL

SUBMITTED BY: Group 4

Tirtham Mukherjee,
Suraj Kumar Sahoo

1. Summary of the Case:

The case focuses on Kevin, who has a lot of potential and now works in accounts, directly
interacting with customers. He was heading the team that he built and had autonomy in his job,
both of which contributed to the success of the team, which in turn earned adequate money and
had a positive net promoter score (NPS), which will attract new customers to the firm. Kevin
was forced to release one of his team members so that they could work on other projects since
the PMS was based on billing objectives at the individual level and revenue targets at the
account level. Kevin was assigned the duty of recruiting new employees, onboarding them,
and training them for new positions because the business was growing at a healthy clip and
required more people to fill open positions. Also, new changes took occurred in the company,
and as a result, Kevin was required to submit his work to the new manager. As a result, he lost
the autonomy and flexibility he had previously enjoyed in his work. Kevin's demotivation,
unhappiness, and desire to leave the team were all caused by the increased workload, loss of
autonomy, and loss of members of his prior team. As a result, Kevin felt compelled to leave
the team. The Net Promoter Score (NPS) also mirrored this, with customers commenting on
poor timeliness and mediocre job quality. After receiving a low NPS score, Kevin and his
manager go into heated disagreements with one other. Because of these events, Kevin is in a
difficult position regarding whether or not he should switch careers or give up his job.
The rise in responsibility is one of the factors that contributed to the situation. He was tasked
with the obligation of conducting interviews, onboarding new employees, and providing
training for them. Thirdly, he was stripped of his autonomy at work, which was compounded
by the fact that a few members of his team left to work on other projects. He was working on
his projects with new and different team members at the same time as he was onboarding new
recruits and the manager who reported to him. This made it tough to collaborate and allocate
tasks, which resulted in mediocre production. Work production from employees is at its best
level when they are working to their full ability; increasing the amount of work they do is a
hardship, and doing so will lead to burnout. The same thing happens here, which discourages
Keving and makes him disengaged from his task.