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The Rotating Model*

CASELET, HUMAN RESOURCE MANAGEMENT
ET Cases - GSMC, 5 Pages

Case Preview

The Rotating Model

 

On a sunny day in the month of May, during his usual business hours, Srikant Dandapani (Dandapani), Head of Talent Development, Bengal Long Steel Products (BLSP), a unit of Super National Steel Products Ltd. (SNSPL) was anxiously giving call to one of his team members Akash Sengupta (Akash). Dandapani had sent a well prepared team of budding managers, Akash, Mritanjay Sahani (Mritanjay) and Kabir Bedi (Kabir), from his unit to participate in the prestigious Interunit ‘HR Trophy for Budding Managers’. The trophy organized every year by SNSPL at its Corporate University ‘Horizons Centre’ (Horizons) located in the picturesque valley of Panchet was a coveted event in the HR calendar, though participation in the event was waning in the recent years. Apart from BLSP, the other units participating in the competition were High Quality Steels (HQS), Flat Star Steels (FSS), Kalinga Quality Steels (KQS), South Star Steels (SSS), Sunshine Alloy Steels (SAS) and SNSPL Headquarters team......

Teaching Note Preview

The Rotating Model

 

Synopsis

Human Resource Development (HRD) efforts aimed at engaging the young managers involve a wide range of activities including in-house competitions like case studies, paper writing, etc. on issues facing the company. These competitions help in encouraging the young managers to apply their understanding of business concepts. However, the process of the competition and the perceived fairness of the results by the budding managers (young managers) open up a new set of challenges for HRD managers. The range of emotions expressed by the young managers who did not get prizes as per their expectations leads to a different backlash for the HRD efforts in engaging with the young managers. The case sheds light on the dark side of the competition results and the aftermath of an unsuccessful attempt by a team of young managers.

Case Positioning & Setting

This case can be used in MBA, Executive MBA, Executive Development Programs or in-house Management Development Programmes of Corporates for topics/courses related to Learning and Development of Employees, Employee engagement and Organizational Behavior.

Teaching plan

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$3.37
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Product code: HRM-2-0048, HRM-2-0048A

Abstract

This case is aimed at making the students/participants to understand the finer nuances of organizing HR led competitions for engaging the employees. The case dwells in detail about the range of emotions felt by a team of young managers who did not win or get any prize in a competition. The ability to manage the darker side of HR led competitions or even prevent the darker side from emerging is one of the key responsibilities of the Learning and Development (training) managers. This is easier said than done. The multiple perspectives offered in the case provide a holistic approach to organizing competitions which are not only fair but also perceived as fair by the employees. The discussions from the case will also help students/participants to explore broader issues like organizational justice, bias, human behavior and self deception.




Pedagogical Objectives


  • Discuss and understand organizational competencies for:

    -Designing fair HRD/engagement related competitions

    - Right perception of the competition by participants


  • Recognize the dark side of dealing with competition results

  • Explain the role of learning and development (training) professionals in providing right feedback skills to young managers

  • Discuss the counseling role of Training Managers



Case Positioning & Setting

This case can be used in MBA, Executive MBA, Executive Development Programs or in-house Management Development Programmes of Corporates for topics/courses related to Learning and Development of Employees, Employee engagement and Organizational Behavior.




* GSMC 2016, IIM Raipur


This Case Pack Includes:
- Abstract
- Caselet
- Teaching Note (**ONLY for Academicians)


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