HRM

QUESTION 1
As a human resource manager, how might you go about convincing top management that
you should be heavily involved in the company's strategic planning process?
For many companies, strategic planning often involves executives huddled in a room,
whiteboards filled with jargon, and ambitious goals outlined. But what about the people who will
actually translate those plans into reality – the employees? Here's where Human Resources (HR)
steps in, and their absence from the strategic planning table can be a costly oversight.
As a human resource manager, I will use the following ways to convince the top management
that HR can not be sidelined if the company needs to achieve its strategic goals.
Data says it all!
 By leveraging on the valuable employee data i.e. employee engagement, skill gaps, and
turnover rates, available to me as HR manager, I will put a clear picture of the cost of
these issues (lost productivity, recruitment expenses) in quantifiable way before the
management and show them the financial benefits, the company can avail by involving
HR all along the strategic process. It will also be helpful in convincing the management
to invest in good human resource solutions in the first place.
 A company without a strategic HR department is like a Formula One without a trained
driver. Unless the HR is aligned with the strategic goals of an organization and is fully
able to speak up the same language of business, contributing to discussions with a solid
understanding of how the business operates – it can never be able to collect pool of
employees for its market, competition, challenges, and financials. Hence, no department
can work in synchronization.
 Even after recruiting the right people for the right job, it is highly important for closely
monitoring the training and development needs of the employees and make sure that
more skilled and adaptable workforce, leading to increased efficiency and innovation are
there to translate a competitive edge and ultimately, higher profits. And only a
strategically involved HR can take the lead.
 As the company grows or enters new markets, HR assists in developing talent acquisition
strategies to attract candidates with the necessary skills and cultural fit.
 A proactive approach to identifying and developing future leaders within the company
minimizes dependence on external hires and guarantees a smooth leadership transition,
decreasing distraction and lost productivity.
 Strong HR practices can address issues that can lead to significant financial risks, such as
safety incidents, compliance violations, and lawsuits stemming from a disengaged or
disgruntled workforce.
HR is not a controlling agent, neither is wants to. It always and should seek collaboration
with the company in order to provide valuable insights into the human side of the equation,
ensuring the company's goals are achievable through a skilled and motivated workforce.
QUESTION 2
Read the incident 6.1 (Inside or Outside Recruiting?) and answer the questions:
Q 2 (a): Is recruiting the problem in this company?
According to my analysis on this case study, while recruiting was a challenge initially, it's likely
not the sole issue. There are a few other factors involved here that need to be highlighted.
Promoting the employees from within who only turn out later to be lacking the necessary skills
for the middle management jobs shows that PowerMat needs to focus on training and
development of the employees. It was not only about hiring the right employees but also putting
an effort to develop them professionally so that they can turn into asset rather than liability.
Another factor Powermat needs to consider here is the issue of retention. Hiring has a cost and if
after 2 years all the new recruits left the company, it shows that the problem was never hiring but
retention. May be the recruits did not find the organization’s culture promising for future growth,
or maybe the company did not communicate the expectations properly to them.
Question 2: If you were the consultant, what would you recommend?
As a consultant, here's what I would recommend to PowerMat:
 There is a need for analyzing specific skills and experience required for successful
middle management in their company. Leadership, Communication, decision making
abilities hold an equal importance along with technical knowledge.
 The current skills and development gaps within their existing workforce need to be
assessed. I would suggest the company to identify employees with potential for
promotion and define the training and development needs to fill the middle management
void.
 There should be a blend of internal and external candidates in the company, Promotion
from within when employees have the necessary skills and cultural fit is what is needed.
However, hiring externally for specific expertise gaps wherever inevitable should not be
ignored.
 Exit interviews with employees leaving the company give a great insight into how to
improve the process, their concerns and provide room for improvement.
 Implement strategies to improve employee engagement. Create a work environment that

values employee contributions, fosters collaboration, and offers a healthy work-life
balance.
 Develop competitive compensation and benefits packages to retain valuable talent.
 Offer recognition and reward programs for high performers within the organization.
 Create a culture of growth and development that encourages employees to stay with the
company and build long-term careers.
By addressing both recruitment and retention factors, Power Mat can break free from its middle
management tangle. A distinct approach that focuses on developing internal talent, attracting
external talent with the right fit, and creating a positive work environment will ultimately lead to
a more stable and successful middle management team.

HRM

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QUESTION 1

Data says it all!

Q 2 (a): Is recruiting the problem in this company?

Question 2: If you were the consultant, what would you recommend?

As a consultant, here's what I would recommend to PowerMat:

 Implement strategies to improve employee engagement. Create a work environment that

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