HR Management Discussion Case Answers Summary

NAME :AVIA DIAN HAPSARI 戴安娜

Student ID :L202119190116

3.1 Discussion Case

HR in Action Case Incident 1: Siemens Builds a Strategy-Oriented HR System
Date : 2023 October 19th
Name : AVIA DIAN HAPSARI 戴安娜 L202119190116
3-16. Based on the information in this case, provide examples, for Siemens, of at least
four strategically required organizational outcomes, and four required workforce
competencies and behaviors. Strategically required organizational outcomes would
be the following: 1) an employee selection and compensation system that attracts
and retains the human talent necessary to support global diversification into high
tech products and services; 2) a “learning company” in which employees are able to
learn on a continuing basis; 3) a culture of global teamwork which will develop and
use all the potential of the firm’s human resources; 4) a climate of mutual respect in a
global organization. Workforce competencies and behaviors could include 1)
openness to learning; 2) teamwork skills; 3) cross-cultural experience; 4) openness,
respect, and appreciation for workforce diversity.

3-17. Identify at least four of the strategically relevant HR system policies and activities
that Siemens has instituted in order to help human resource management
contribute to achieving Siemens’ strategic goals.
The four policies and activities are:
1) training and development activities to support continuous learning through a system of
combined classroom and hands-on apprenticeship training to support technical
learning;
2) continuing education and management development to developing skills necessary for
global teamwork and appreciation for cultural diversity;
3) enhanced internal selection process which includes prerequisites of cross-border and
cross-cultural experiences for career advancement;
4) organizational development activities aimed at building openness, transparency, fairness,
and supporting diversity.

3-18. Provide a brief illustrative outline of a strategy map for Siemens.

Metrics could include things such as:
1. Level of organizational learning:
a. Number of hours of technical training per employee (classroom and
hands-on)
b. Number of hours of education management development
2. Level of cross-cultural team work
a. Number of employees assigned to roles including cross-border and
 cross-cultural experiences
b. Survey results measuring employee climate on dimensions of teamwork,
openness, transparency, fairness, diversity
3. Extent to which the employees can describe the company’s core values
4. Effectiveness of selection process for identifying high quality
candidates—number of qualified candidates per position, turnover, and
retention statistics.

4.2 Discussion Case

HR In Action Case Icident 1 : Optima Air Filter Company: The Flood
Date : 2023 November 1st
Group :Avia dian L202119190116
Amne salim L201819190119
Nepes humiyyev L202126630111

4.14. Should Phil and Linda ignore the old-timers' protests and write the job descriptions as
they se fit? Why? Why not? How would you go about resolving the differences?
Phil and Linda should not ignore the old-timers’ protests and write the job descriptions as
they fit. It is important to consider the input and perspective of the old-timers, as they have
the most experience and knowledge about their roles. Ignoring their protests may lead to
inaccurate job descriptions and further confusionamong the new employees.
Ignoring the protests of the old-timers and unilaterally writing the job descriptions might not
be the best approach. Here's why:
1. Experience Matters: The old-timers have valuable experience and insights into their roles.
Dismissing their input could lead to important aspects of the job being overlooked.
2. Employee Morale: Disregarding their opinions could lead to decreased morale and
resentmentamong the experienced employees, which may affect productivity.

To resolve the differences:

1. Facilitate Communication: Encourage open and constructive dialogue between the

old-timers, Phil, and Linda to understand the basis of their disagreements.
2. Job Description Review: Have a joint effort to review the job descriptions, combining the
old-timers' input with the company's needs and expectations.
3. Third-Party Mediation: If necessary, consider involving a neutral third party to mediate the
discussions and help find commonground.

4-15. How would you have conducted the job analysis. What should Phil do now?

Conducting a job analysis in this situation should involve the following steps:
1. Data Collection:
Gather information about the tasks, responsibilities, and requirements of each job role. This
can be done through interviews, observations, and surveys of the employees, including both
old-timers and newcomers.
2. Task Identification:
Identify the specific tasks and duties that each employee performs. Pay attention to the core
responsibilities and any additional tasks they might handle.
3. Skill and Qualification Requirements:
Document the skills, qualifications, and experience needed for each job role.
4. Time Allocation:
Determine how much time is spent on each task to understand the importanceand priorities
of different duties.

Now, for what Phil should do:

1. Engage in the Process:
Phil should actively participate in the job analysis process, working closely with Linda and the
employees.
2. Facilitate Communication:
Promote open communication between all parties involved to ensure that their perspectives
are considered.
3. Respect Experience:
Acknowledge the experience of the old-timers and incorporate their insights into the job
descriptions.

5.2 Discussion Case

HR In Action Case Icident 1 : Finding People Who Are Passionate about What They Do
Date : 2023 November 11th
Group : Amne Salim Said L201819190119
Avia Dian Hapsari L202119190116
Mohammed Fatina Selemani L201919190117

5-17. Some of the established recruiting techniques that underlie Trilogy’s unconventional
approach to attracting talent include:
1. Actively pursuing fresh talent: Trilogy actively seeks out talented individuals,
particularly those with ambition and entrepreneurial instincts, from college career fairs and
computer science departments.
2. Involvement of top managers: Top managers conduct the first rounds of interviews,
showing a personal investment in finding the right candidates.
3. Pushing candidates to achieve: Prospects are made aware that they will be pushed
to achieve but will also be well rewarded for their efforts.
4. Freedom and flexibility: Trilogy offers employees the freedom to make their own
hours and there is no dress code, appealing to those who value autonomy and flexibility.
5. Company-sponsored events and trips: Trilogy organizes events and trips for
employees to socialize and bond, creating a sense of camaraderie and shared experiences.

5-18. Trilogy's culture is designed to appeal to a specific type of employee, and it conveys
these elements to job prospects throughvarious distinctive features:

1. Unorthodox Work Environment: The absence of a dress code, flexible working hours,and a
focus on socializing create an unorthodox work environment. This appeals to employees who
value autonomy and a relaxed atmosphere.
2. Early Responsibility and "Just Do It" Attitude: Trilogy's emphasis on early responsibility and
a proactive "just do it" attitude is likely to attract individuals who thrive in dynamic, fast-paced
settings. This is conveyed through the company's work practices and its reputation for
dispensing with lengthy apprenticeships.
3. Passion and Thriving in an Intense Environment:The acknowledgment that Trilogy is not
the right fit for everyone, but an environment where passionate individuals can thrive,
communicates the company's preference for employees who aredeeply committed to their
work and can excel in an intense and unconventional setting.
4. Investment in Training and Development:Trilogy's commitment to training, despite its
intensity, communicates to job prospects that the company values ongoing learning and
development, making it appealing to individuals seeking continuous improvement and growth.

In essence, Trilogy conveys its appealing cultural elements to job prospects through its work
practices, recruitment efforts, andthe company's reputation for fostering an environment that
values passion, early responsibility, and a unique work culture.

5-19. Whether Trilogy would be an appealing employer for an individual would depend on their
personal preferences and values. If an individual values a fast-paced and challenging work
environment, autonomy, and the opportunity to work with passionate and committed
individuals, Trilogy may be appealing. However, if an individual prefers a more traditional work
environment with a structured hierarchy and a slower pace, Trilogy may not be the right fit.

To accept a job offer from Trilogy, it would likely require alignment between the individual’s
values and the company’s culture, as well as an appreciation for the unique opportunities and
challenges that Trilogy offers.

5-20. Some suggestions to Trilogy for improving its recruiting processes could include:

1. Diversifying recruitment channels: While Trilogy currently focuses on college career

fairs and computer science departments, expanding the recruitment channels to include other
sources, such as online job boards or industry-specific events, could help attract a wider pool
of talent.
2. Enhancing the onboarding process: While Trilogy’s intensive training program is
effective, incorporating a more structured onboarding process could help new hires acclimate
to the company’s culture and expectations more smoothly.
3. Implementing a mentorship program: Pairing new hires with experienced
employees who can provide guidance and support could help accelerate their learning and
integration into the company.
4. Showcasing employee success stories: Highlighting the achievements and career
progression of current employees who started at Trilogy as college graduates can serve as a
powerful recruitment tool and inspire potential candidates.
5. Leveraging technology: Utilizing technology tools, such as video interviews or online
assessments, can help streamline the recruitment process and reach candidates who may
not be able to attend in-person interviews or career fairs.

7.2 Discussion Case

HR In Action Case Icident 1 : S Company
Date : 2023 December 16th
Name : AVIA DIAN HAPSARI 戴安娜 L202119190116
In light of the situation described, it appears that S company is facing a challenge in retaining
its experienced employees, who may be inclined toward job-hopping. To address this, S
company might consider taking necessary measures to enhance employee retention and
satisfaction. Potential actions could include:

1. Employee Engagement Programs:

- Implement programs that foster a sense of belonging and engagement among
employees. This could involve team-building activities, mentorship programs, or regular
feedback sessions.

2. Career Development Opportunities:

- Enhance the existing development programs to provide ongoing opportunities for skill
growth and career advancement. Offering specialized training, workshops, or advanced
education support can contribute to the professional growth of employees.

3. Tailored Incentive Plans:

- Develop customized incentive plans to recognize and reward the contributions of
experienced employees. This could include performance bonuses, promotions, or other
incentives that acknowledge their commitment and achievements.

4. Flexible Work Arrangements:

- Consider implementing flexible work arrangements or remote work options to
accommodate employees' changing preferences. This can contribute to a better work-life
balance and job satisfaction.

5. Employee Feedback Mechanisms:

- Establish effective feedback mechanisms to understand the concerns and aspirations of
employees. Regular surveys or feedback sessions can provide insights into areas where
improvements are needed.
By taking these measures, S company can work towards maintaining its reputation as a talent
training ground while simultaneously addressing the concerns of experienced employees and
fostering a more sustainable and satisfying work environment.

7.2 Discussion Case

HR In Action Case Icident 1 : Reinventing the Wheel at Apex Door Company
Date : 2023 December 16th
Group Name : Avia Dian Hapsari L202119190116
Amne Salim Said L201819190119

7-18. Apex’s training process seems to be inadequate and ineffective. The lack of a training
manual and outdated job descriptions make it difficult for new employees to understand their
roles and responsibilities. Relying on the outgoing employee or other employees who have
filled in occasionally for training is not sufficient, as it can lead to inconsistencies and gaps in
knowledge transfer. This could explain why employees “do things their way” as they may not
have received proper guidance and instruction.

To address this issue, Apex should implement a comprehensive training program that
provides structured and standardized training for each job role. This should include a training
manual that outlines the job requirements, processes, and expectations. The training should
be conducted by experienced trainers or supervisors who have a deep understanding of the
job and can effectively communicate the necessary skills and knowledge.

Additionally, regular training sessions should be conducted to update employees on any

changes or improvements in processes and procedures. This will ensure that employees are
up to date and can perform their jobs efficiently and accurately.

7-19. Job descriptions should play a crucial role in training at Apex. They should accurately
reflect the responsibilities, tasks, and requirements of each job role. Job descriptions can
serve as a reference point for both new and existing employees, providing clarity on what is
expected from them. By aligning the training process with the job descriptions, employees will
have a clear understanding of their roles and responsibilities, reducing confusion and
potential errors.

Job descriptions should be regularly reviewed and updated to reflect any changes in job
requirements or organizational needs. This will help ensure that the training program remains
relevant and effective.

7-20. To enhance the training process at Apex Door, I would recommend the following
specific steps:

1. Develop Comprehensive Training Manuals:

- Create detailed training manuals for each department, outlining specific procedures, best
practices, and job responsibilities.
- Ensure that the manuals are regularly updated to reflect any changes in processes or
company policies.

2. Revise and Update Job Descriptions:

- Review and update existing job descriptions to accurately reflect the roles and expectations
for each position.
- Clearly define key responsibilities, required skills, and performance metrics in the job
descriptions.

3. Implement Structured Onboarding Programs:

- Design a structured onboarding program for new employees that includes a combination of
classroom training, hands-on experience, and mentorship.
- Assign a mentor or trainer to guide new hires through their initial weeks, ensuring a smooth
transition.

4. Standardize Training Protocols:

- Establish standardized training protocols for different roles within the company to maintain
consistency.
- Clearly communicate these protocols to all employees to foster a shared understanding of
company procedures.

5. Introduce Cross-Departmental Training:

- Encourage cross-departmental training to broaden employees' understanding of the entire
organization.
- This can help employees appreciate the interconnectedness of their roles and foster a
collaborative work environment.

6. Implement Continuous Learning Opportunities:

- Introduce ongoing training sessions or workshops to keep employees updated on industry
trends, technology advancements, and company updates.
- Provide opportunities for skill development and career growth within the organization.

7. Establish Feedback Mechanisms:

- Set up regular feedback sessions between employees and supervisors to address any
concerns, clarify doubts, and provide constructive input for improvement.
By implementing these measures, Apex Door can establish a more structured, consistent, and
effective training process that aligns with the company's goals and reduces instances of
employees deviating from established procedures.