HR-Samvida

Elegante 5.0
Indian Institute of Management (IIM), Bodh Gaya
TEAM HR-NINJAS

VEDANSH DUBEY
VAISHALI SHARMA
HRIDAYA RAMANARAYANAN

XAVIER INSTITUTE OF MANAGEMENT, BHUBANESWAR (XIMB)

 ABOUT THE CASE
Lakshya Pvt. Ltd. was established in 2016 with seven employees and grew tremendously in five years to an employee
strength of 100, with recorded revenue of 57 Crores and more than 200 clients
To retain talent, it makes its employees sign a bond worth 1 Lakh(2.5 years) and has a 90 days notice period as well
They are now planning to change from a flat hierarchy to more differentiation.
The Firm is also considering increasing the expense on employee benefits and expanding the team to promote growth
It came to a surprise that Sanjana Jaiswal, an Operations Executive put forward her resignation letter
She was one of the best performing employees and had received considerable appraisal within a month
She was offered the role of Production Engineer(towards which she was more inclined) at a reputable motor company
Anupam Joshi, the Head of the HR department is now on the fence as he has to either convince Sanjana to stay or to
relieve her and hire a new replacement for the role

ASSUMPTIONS POSSIBLE REASONS

There was no negotiation done by Sanjana
regarding the other roles
There is the possibility to transfer employees to
other role inside the organization-performance
based
The interview of sanjana is not yet taken to
understand the issues
Since the year is 2022, the business environment is
taken to be the current business environment
Job/role became boring and monotonous
There is the problem with the growth opportunities
Personal issues and conflict within the team
Micro-management in order to improve the team
performance
Better additional benefits in other organization
The reason of "brand value" or "brand name"
Recent organization was just to learn but
aspirations were to switch from the starting
 MAKING AN EMPLOYEE STAY-IMPARTING THE VALUES
VROOM THEORY Ways to make sanjana stay
Encouraging her colleagues/team mates to share how much
Anupam must discover what Sanjana values
they value her by creative ways
Sanjana has different expectations hence Anupam Organizing Team Building activities to attach Sanjana with
must discover what resources, training, or growth
she needs the company culture and team
Special Work-Life Balance policy to prioritize "ME-TIME"
Anupam must ensure that promises of rewards are
Attraction
fulfilled Provide Training Programs in Diverse Roles - management
Employee's Expectancy, Instrumentality, Valence trainings to explore areas beyond preference
interact to create a motivational force and
Provide higher responsibility for the organizational
employee acts in ways that bring pleasure and
avoid pain transitioning task-job rotation, job enlargement

INFORMAL MEETS: Highlight Current Perks: Highlighting Future benefits: Discover common interest:

Understand what she feels Discuss about various perks Inspire her by presenting Even though working in manufacturing is
and benefits that the compelling vision for the future her priority, it does not mean that she
about the job, what she is
Growth Opportunities cannot be interested in other roles.
expecting from the job, even organization is offering
Job Diversification Help her find a more interesting role within
what is her career aspirations which is distinct
Increase in Job Band the organization through job diversification
 Employee Benefits & Policies to Decrease Attrition Rate
Recruitment Policies
Job Fit: Hire the right talent, ensure the employees long term goals
align with what the organisation can offer to them
Deploy ML: To screen the candidate fitment make use of HR
analytics to understand trends in employee attrition and avoid hiring
those employees
Mentor new-joiners: Cultivate mentors who can understand new
joiner aspirations
Let go: Identify if new joiner is not a good fit and either let the
employee go or invest lesser in said talent
Policy Level Changes
The Right Brand: Focus on being an employer of choice by working
on employee happiness, cultivating a culture of respect and by
building an inclusive vision
Clean up Performance reviews: Approximately 50% employees find
their performance reviews to be accurate and this demotivates
employees. By doing this, organisations can build trust and
strengthen your relationship with employees.
Learning: Executive management programs to incentivise
graduates to have long duration at the organisation
Benefits Offering
Customization: Offer a bouquet of benefits for employees to
choose from
Flexi-work Policy: Nearly 80% of employees want to WFH at least
once a week post COVID
Recognize and reward: Rewards program for performers and
celebration of all employee milestones
Collaboration: Tie-up with upskilling agencies for more L&D
opportunities for employees
Job Crafting: Start-ups can easily Job craft to retain talent
Our Competitors
Buffer got rid of management roles and propagated the “bring your
whole self” mindset
Superspace: Entry-level employees can communicate directly with
executives, opening up the channels of communication and ensuring
everyone’s voice can be heard
Zappos had a unique corporate culture called “holacracy” by replacing
its conventional structure. It's a system that removes managerial
hierarchies allowing employees to self-organize to complete work
 WHETHER TO RETAIN SANAJANA OR HIRE A NEW EMPLOYEE
RETAIN OR HIRE? COST BENEFIT ANALYSIS

IF WE CHOOSE TO HIRE NEW WHAT EXREA COST

WE WILL INCURE?
RETAIN SANJANA NEW HIRE
NAME O F T H E C OST REASON
Recruitment cost and time saving, Savings in Retaining Cost, It will take
Experience and skills will retain time to understand the organization Salary Hike
The new employee won't be joining on
same salary
Better support from her and smooth Have to invest more in workforce in Induction and
A small party with all the employees,
organizational transition order to carry smooth transition Onboarding team building activities

Can train more employees hence Talent attracitng, interviews and other

Future uncertainty of leaving Recruitment formalities

reducing the training cost

We can't put it in numbers but a

Reduction in Risk of new hiring during
Expanding our choices: Selecting
Time Spend significant efforts and resources will be
a critical stage of transition from a large pool of talents spent

Our Conclusion:-
Currently, During this critical phase the organizational transitioning requires: Aligning the team, nurturing culture shift, Utilizing matrix
communication and collaboration tools, Learning from leading corporations. Hence, the organization needs a strong leadership and team
cohesion. Hiring a new employee will result in higher costs and require Anupam's time and effort.
Even after hiring an employee, there is no surety that the employee will be as good as her and will understand and support their team like Sanjana

Based on the above analysis we decide to RETAIN SANJANA. It is very crucial for
the company to retain its employees who hold such a critical position
 THE ART OF ATTRACTING AND RECRUITING THE RIGHT TALENT
Social Media Branding through employee & client testimonials, Design creative job descriptions giving
MAKE A
Employer employee micro influencers to share their growth stories, clear idea about skills required and work
BLOCKBUSTER
branding and EVP Diversity Hiring programs (women+LGBTQ+retired veterans), outcomes expected (Digital Trotter
JD &JS
Offer Flexible Benefits, Flexi-work policy instead of social media manager)

Carry out end-to-end hiring entirely online
Build branded
Tailor highly personalised campaigns to the college, the
talent pipelines job, or the course, on whatever scale the company needs
Using gamification, real time assistance, report
Leveraging Tech
generator tools to identify the culture fit, mobile
for hiring
hiring app to review top candidates quickly

COST-EFFECTIVE INNOVATIVE EMPLOYEE

TECHNOLOGY REFERRALS CRM
Employees joining from a
Many small organizations
referral program are more likely
commit the mistake of using
to stay
high-end tech
PURE an organization with 40- A chatbot to answer all the Have a one-stop-shop for the
Can use software like Trello for
60% referrals. Asks all new queries of the applicant recruitment activities
applicant tracking
joiners with just 1-2 weeks for
referrals
Accurately measure the Find, attract, nurture, and
RECRUITING NEURO USE DATA: FOR SMART performance of source-to-hire manage the candidates
DIVERSE TALENT RECRUITMENT efforts
Analysis & visualization of data
Hiring disabled is a correct step Build flexible and dynamic career
enables identifying channels Build up a talent network that live
in the direction of DE&I
that ensure hiring cost-effective in single, searchable database pages
and high performing
Microsoft focused TA on
candidates A buddy will be provided to keep
neurodiverse individuals by Tools to send automated recruiting
revamping hiring the applicant engaged and help emails, conduct qualification
him/her to get the job screenings, schedule interviews
 Flat V/S Hierarchical Structure for Lakshya
Flat but How
Although Lakshya intends to move from Flat to a Hierarchical Structure, we recommend that they should instead
reimagine a Flat structure and create a Pseudo-Flat structure in-lieu of a conventional Flatter Structure

Mentorship
Mentorship Focus on having a herarchial structure in terms of mentorship and not accountability. This will

help employees feel valued and show that the organisation invests in their growth

Accountability
Use Pseudo-Hierarchy's for accountability, instead of having managers, have "designers" or "architects"

in each team for a project on project basis

Strong Processes
In many start-ups having a flat structure often results in creating imbalances due to lack of processes.

have strong processes to ensure that communication, operations and process flows are structured

Flexibility
While employees need to be accountable for their deliverables they can be allowed to have more freedom through
structured down time that allows employees to work on their pet-projects or pursue their area of interest

Keep Teams Small

For all of these initiatives to work its essential that the team structure not exceed 2-3 team members but
there should be a culture of collaboration among different teams and some elements of holacratic model

Why not Heiracrchial?

A hierarchical structure will push out employees like Sanjana faster, these employees will not respond to

authority if brought in all of a sudden

 THANK YOU !
Presented by:- Team HR-NINJAS

Vaishali Sharma Vedansh Dubey Hridaya Ramanarayanan

Vedansh Dubey Hridaya Ramanarayanan Tushar Singh