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Файл:Стратегическое управление человеческими ресурсами. Русско-английский учебник
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5. What type of HR strategy has become more common today
and why?
6. Which component of HR management strategy in modern
conditions is the most significant competitive factor?
7. What is the meaning of the new approach to the functions of
HR-management?
8. What is the role of personnel management functions in the
context of strategic human resource management?
PRACTICAL SITUATIONS FOR ANALYSIS
1. Business Development is a cause of staff shortages, isn’t it?
Description of the situation
“Dental-Union” is a network of dental clinics in the city of Krasnoyarsk, consisting of three clinics. At present the head is busy organizing another clinic, but he has faced a problem: close to a functioning
hospital some competitors appeared. The new firm went easy while
looking for staff and lured a portion of workers from the “DentalUnion”, delighting them higher salaries and more flexible work arrangements and the opportunity to update regularly their skills. The head
solved this problem increasing the load of serving staff. The wages at the
same time naturally increased, but not to the extent in which the uploaded workers would like it to see, moreover, many preferred the availability of free time, rather than wage increases.
Some time earlier there was not such a problem as it was a regularity to conduct staff development, held various corporate events; the staff
received gifts on birthdays and holidays, etc. However, planning the
organization of the new clinic, which required rather powerful funding,
all these moments were left in the past, because the savings on these
events went on business development. The staff, unaware of the plans of
the head was very surprised by the changing attitudes to yourself, many
people began to think that the current situation was a signal that the organization was on the verge of collapse, which also caused the departure
of some staff to competitors. Taking into account the planned opening
of a new clinic, the problem of staff shortages is rising very sharply.
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Questions to the situation
1. How would you adapt the HR management strategy to solve the
problem of the staff shortage?
2. What are the major mistakes of leadership in regard
to personnel?
3. What do you think human resource management strategy should
be adopted in this situation according to the typology of Dyer and Holder
to meet and support the overall strategy of the development-oriented
business?
2. Rash decisions
Description of the situation
In Krasnoyarsk in the company “Cable Co., Ltd” due to the introduction of innovations to the market of services it has become necessary
to improve the quality of their products. Today the company
“Cable Co Ltd” is a manufacturing and retail complex, which includes six major manufactures of cable products: production of power
cables of low and medium voltage, mains supply source, production of
fiber optic cables, non-ferrous rolled products, contact wire and bare
wire, production of enameled wire of large cross-section; production of
winding wire and enameled wire of rectangular and circular cross section
(more than 2,0 mm); production of copper rod and wire.
Products “Cable Co., Ltd” meets the needs of all the economic sectors: energy, oil and gas industry, defense, transportation, engineering,
construction and rural industries.
Enterprise development strategy is the continued improvement of
the quality of management and production processes, and the output in
accordance with the requirements of consumers at the level of world
standards.
By decision of the leadership it was necessary to purchase the new
equipment and retrain workers to work on it. However, due to the automation of manufacturing processes it became necessary to reduce the
staff.
During 20 years of business the staff became so cohesive that the
talks about someone else’s dismissal were out of the question. On September, 21 the General Manager Frolov M. V. made the speech on the
development strategy of their organization. While the staff took in the retraining with due respect, the reduction in the number of employees
sounded like a thunderbolt. People were shouting, trying to change the
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solution of Frolov, but he remained firm. Two days passed. The company was a complete lull. Frolov was glad that there appeared no conflicts in the company and all the employees understood and accepted the
need for such changes.
On September, 24 one of the employees ran into the office of the
product manager and reported that in the shop 2 a group of workers
gathered to strike. They announced that they intended to sit on hunger
strike in order to the general director changed his decision and kept all
the employees in the enterprise.
Questions and assignments to the situation
1. What would you advise to the general director in this situation?
2. Identify the HR-strategy proposed by the management
of “Cable Co., Ltd”. Analyze the main components of this strategy.
3. What are the advantages and disadvantages of the chosen
HR-strategy?
4. Develop HR-human resource management strategy for the com-
pany to stabilize the critical situation in the enterprise.
3. “High levels” – a problem or a norm?
Description of the situation
Coffee Shop “Coffee Grinder” is a bar of feed system, which
includes in the city of Krasnoyarsk.
“Coffee Grinder” services an extensive menu of hot and cold
dishes of the different cuisine.
Advantages:
guaranteed high quality of food and beverages;
guaranteed quality of service;
providing the broadest possible range of dishes;
The business form of the feed system “The Suitcase” is the Limited Liability Company. The main purpose of the activities of LLC
“The Suitcase”, in particular the Coffee Shop “Coffee Grinder”,
being a commercial entity, is the profit.
The management of LLC “Coffee Grinder” is inclined to a more
loyal attitude to the applicants. Recruitment is carried out both within
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the firm and outside it – on the external labor market. In reviewing the
questionnaire the focus is not on experience and registration, but a willing to work. The structure of line staff consists mainly of Krasnoyarsk
students, and the presence of Krasnoyarsk registration does not matter.
Also, after a survey of the selected candidates they are tested on professional competence in oral form. Much attention is paid to the psychological characteristics of the applicant, the presence of understanding,
a person’s ability to join the team as the cohesion of the team is highly
valued.
Then, after the direct hire of a person he is put on trial during two
weeks with special training programs. It is followed by a week-long internship. During this time the employee gets to know his duties, examines the principles for a particular workplace. At the same time the process of his adaptation to work and the labor collective begins. The conditions of performing this task are the employee’s striving to fulfill his job
and get satisfaction from its performance and ability to find common
language with others.
The basic principles of personnel management of the Coffee Shop
«Coffee Grinder» are reduced to a clear seniority, informativity, a strict
separation of personal and business relationships and the combination of
trust and positive relationships between management and staff with
discipline and rigidity.
During three years the staff has changed twice massively on their
own initiative, mainly because of graduation the higher education
(around 70 % of redundant), or because of the decision to change activities. There were no dismissals because of dissatisfaction with working
conditions, or because of the ratio of management to the staff.
Questions and assignments to the situation
1. What HR-strategy was chosen by the direction of the organiza-
tion? Was this HR-strategy appropriate for this organization?
2. What do you think is necessary to conduct the process of re-
cruitment and selection at a chosen HR-strategy in this company?
3. Suggest some activities that reduce the turnover in the Coffee
Shop “Coffee Grinder” in the framework of implemented HR-strategy.
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4. New horizons of woodworking in Siberia
Description of the situation
JSC “Lesosibirskiy LDK 1” is one of the largest woodworking
plants in Russia, it consists of several logging enterprises, the sawing
production, the production of fiber board output, fiber board finishing,
furniture made of natural materials (Angara pine solid wood) and production of fuel pellets. Also, it is a heating energy producer.
The company has been operating since 1969. It supplies its products to different countries, including the UK, France, Italy, Spain, Germany, Egypt and Belgium.
The entire range of goods presented by the company fulfils the
highest ecological requirements and European quality standards. All
types of products are certified by international organizations.
The main strategic aims of the enterprise are:
– growth of profits;
– cost saving;
– building of company's market strength;
– growth of customer database;
– positive image of the company.
For many years, the enterprise had been in financial straits, the
constant financial investments from the state were required. The situation became even more serious because of the increasing tension in the
economic stability of the country due to the imposed sanctions.
In 2016 the enterprise entered a new phase in its development.
“Lesosibirskiy LDK 1” became a part of the international timber
industry holding Segezha Group “Sistema” (Joint-Stock Financial Corporation).
At present, the financial position of the company is stable and
profitable. The company increases the production of lumbers and also
masters the process of production of new types of products – fuel pellets.
The startup of the pellet factory made the integrated forest resources
utilization and the utilization of lumber sawing by-products possible
through their conversion into biofuel granules and thermal energy.
In addition, since pellets are made from wood waste without the addition
of chemical binders, they are absolutely safe and environmentally
friendly.
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