Case Analysis

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Case Analysis II: Utiliscan
Webster University

Abstract:

“Human resources (HR) issues commonly experienced by employers today include diversity, productivity, training, benefits and outsourcing. How each business deals with its specific human resources issues depends on the HR manager or director as well as company policy”(wiseGEEK, n.d.). Utiliscan is currently facing challenges similar to those of other companies. Some of their challenges include hiring, compensation, advancement opportunities, training, benefits, and retaining people. There is also a struggle with developing a program that would improve employee’s performance and level of engagement. To try to get a better handle on how to address the challenges, Utiliscan has asked Paul, the HR Director, to develop a plan that would identify the options for management to consider. One of Paul’s key objectives is to find quick and cost effective solutions.

Case Analysis II: Utiliscan
Changes would be made based upon the employee’s survey, starting with the less expensive change. Paul would first address the performance review issues. Employees feel as if the performance review had not been done on a regular basis. They feel as if there is no relationship between their performance and their pay. To address their concerns, the performance review process would be revamp. Managers and supervisors would be held accountable for managing employees’ performance and making sure they’re given as scheduled. During the first year of being hired, an employee would receive a 90 day, 6 month, and then a yearly evaluation. Each year thereafter, a yearly evaluation would be conducted. The evaluations would be reviewed to make sure that it’s directly related to the company’s goals and the performance of employees, based upon their job and position within the company. Pay increases would be directly related to the employee’s overall performance results of their yearly evaluation. This process would take time and effort to reassure that the performance review process has a connection between employee’s performance, their pay, and the company's performance goals.

Next issue that would be addressed is training. Training is a very critical part of a company. Even the most experienced person need to be trained to become accustomed to the expectations and practices of a company. Employees at Utiliscan feel as if there are few opportunities for them to improve their skills. It’s important that the CEO, CFO, and the VP of operations understand that in order for employees to perform their jobs, it’s important that the company supply them with the tools they need to be a productive employee. It would be difficult to hold employees accountable and expect their best if the proper training hasn’t been given. Management would need to consider implementing an inexpensive training program. Since finances have been stretched and money would need to be spent in different areas, training could consist of the less expensive methods. On the job training, e-learning/online training, and cross training employees within other departments through the company are ways that training would be conducted. The training could be done in an individual or group setting. Managers would train those employees in their departments as well as those from other departments. The training sessions would take place on a monthly basis. It would consist of classroom and hands on training. A test would be given to each employee following the training.

Time is money, and when employees are sent to different training programs, their work is put on hold. Utiliscan would invest in e-learning/online training programs. This would take money to initiate; however, it would save the company money in the long run. They would have to purchase and have the programs installed. Since there are limited computers to use for such training, Utiliscan will have to buy additional computers. E-learning...
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