For the case in view, we are going to discuss the case of Pranali. Pranali has the following profile: Age: 33 years, Qualification: B.B.A. She is from Pune, Maharashtra. She has 4 years of experience as a tele-caller in one of the BPO companies. The company entered into contracts with educational institutes and counseled prospective customers - students for particular cases. The company preferred students from particular cities in Maharashtra like Pune, Nashik, Kolhapur, and Mumbai. Pranali worked with a team of five members, each supposed to call a student, ask them about qualifications, family background, financial situation, interests, job experience if any, and guide them accordingly.
The team was supposed to complete the given target of 600 calls in a day, individually 150 calls a day. In case anyone was absent or sick, the workload would be shared within the team. After the completion of the target, they were supposed to report to the team lead. The productivity was good because of teamwork, coordination, and targets were always achieved. Pranali was happy and satisfied. Initially, she received many rewards for her work and prizes in cultural events. After 4 years, she started searching for a new opportunity as her current salary was less according to her. She cracked an interview with a company with the same profile and a salary hike.
The new company also provided educational services to students, with targeted students from Maharashtra as well as outside of Maharashtra. The emphasis was on a process-based approach. They used to divide available data state-wise and distribute among five members, including Pranali. Pranali was responsible for the Maharashtra state. She was supposed to complete around 300 calls in a day and submit a report at the end of the day. The process and methods of analyzing calls were different. Due to the lack of teamwork and higher expectations from individuals, her workload and responsibility increased. The process-based approach and different methods of analyzing calls impacted her performance. For motivation, they offered an incentive scheme, but the performance tracking system was lacking somewhere.
Due to the increase in workload, absence of motivation, and teamwork, she got frustrated and resigned after 1 year.
Questions:
1. Analyze & interpret the case as an HR Head.
2. Which organizational culture is most effective and why?
3. Do you think it should depend on the nature of work?
4. Do you think teamwork motivates members to perform well?
5. What are the positive and negative sides of both people-oriented and process-oriented approaches?
From India, Pune
Acknowledge(0)
Amend(0)
The team was supposed to complete the given target of 600 calls in a day, individually 150 calls a day. In case anyone was absent or sick, the workload would be shared within the team. After the completion of the target, they were supposed to report to the team lead. The productivity was good because of teamwork, coordination, and targets were always achieved. Pranali was happy and satisfied. Initially, she received many rewards for her work and prizes in cultural events. After 4 years, she started searching for a new opportunity as her current salary was less according to her. She cracked an interview with a company with the same profile and a salary hike.
The new company also provided educational services to students, with targeted students from Maharashtra as well as outside of Maharashtra. The emphasis was on a process-based approach. They used to divide available data state-wise and distribute among five members, including Pranali. Pranali was responsible for the Maharashtra state. She was supposed to complete around 300 calls in a day and submit a report at the end of the day. The process and methods of analyzing calls were different. Due to the lack of teamwork and higher expectations from individuals, her workload and responsibility increased. The process-based approach and different methods of analyzing calls impacted her performance. For motivation, they offered an incentive scheme, but the performance tracking system was lacking somewhere.
Due to the increase in workload, absence of motivation, and teamwork, she got frustrated and resigned after 1 year.
Questions:
1. Analyze & interpret the case as an HR Head.
2. Which organizational culture is most effective and why?
3. Do you think it should depend on the nature of work?
4. Do you think teamwork motivates members to perform well?
5. What are the positive and negative sides of both people-oriented and process-oriented approaches?
From India, Pune
Acknowledge(0)Amend(0)
Dear Shubham,
Replies to your questions are as below:
1. Analyze & interpret the case as an HR Head.
Reply: - Reply can be given as a general HR professional and not as an HR Head. The case study says that "Due to no teamwork and higher expectations from individuals, her workload as well as responsibility increased. Process-based approach; different methods of analyzing calls impacted her performance." Further, it also says that "For motivation, they offered incentive scheme but performance tracking systems were lacking somewhere."
From an HR point of view, the analysis has been done. It throws light on why employees quit the company.
2. Which organizational culture is most effective and why?
Reply: - A culture of measurement is always effective. When an employee joins the company, he/she needs to be told how the performance will be measured, who will measure it and when it will be measured. Secondly, a culture of motivation and teamwork is also important. Pranali quit the company because she was demotivated. However, the case study is silent on whether someone from HR spoke to her at any time and tried to understand her frustration. This is the problem in most of the organizations. They arrange training on teamwork or even motivation skills but still, the gap between HR and the employee remains. The biggest motivator for the employees is to listen to them.
3. Do you think it should depend on the nature of work?
Reply: - Culture of the company does not depend on the nature of work. Whatever the work might be, employees need to have clarity on the nature of the work. Pranali was not told how her work will be measured and whether she was accustomed to the process type of work.
4. Do you think teamwork motivates members to perform well?
Reply: - Yes, teamwork motivates but not necessarily for all jobs. It depends on the nature of the job. In some jobs, where individual excellence is necessary, there is no need to push teamwork through the throats of such an employee.
5. Positive and negative sides of both people-oriented and process-oriented approaches?
Reply: - People-oriented and process-oriented approaches should go hand in hand. One cannot have either approach only. Striking a balance is not an easy task. This is what leadership is.
Final comments: - When an employee joins a job most of the time, he/she carries the baggage of the past job on his/her head. Pranali exact did this. She was not accustomed to the process-based work. She failed to adjust to the new approach. Added to this was the lack of teamwork. Did she put forth to her Manager, the requirement of teamwork amongst the members and how it is taking a toll on her performance? Lastly, nowhere does the case study mention the role of the HOD of Pranali's manager. Did he counsel her? Did he make any attempt to understand her? If not, then the disconnect between the manager and Pranali speaks volumes.
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
8220Replies to your questions are as below:
1. Analyze & interpret the case as an HR Head.
Reply: - Reply can be given as a general HR professional and not as an HR Head. The case study says that "Due to no teamwork and higher expectations from individuals, her workload as well as responsibility increased. Process-based approach; different methods of analyzing calls impacted her performance." Further, it also says that "For motivation, they offered incentive scheme but performance tracking systems were lacking somewhere."
From an HR point of view, the analysis has been done. It throws light on why employees quit the company.
2. Which organizational culture is most effective and why?
Reply: - A culture of measurement is always effective. When an employee joins the company, he/she needs to be told how the performance will be measured, who will measure it and when it will be measured. Secondly, a culture of motivation and teamwork is also important. Pranali quit the company because she was demotivated. However, the case study is silent on whether someone from HR spoke to her at any time and tried to understand her frustration. This is the problem in most of the organizations. They arrange training on teamwork or even motivation skills but still, the gap between HR and the employee remains. The biggest motivator for the employees is to listen to them.
3. Do you think it should depend on the nature of work?
Reply: - Culture of the company does not depend on the nature of work. Whatever the work might be, employees need to have clarity on the nature of the work. Pranali was not told how her work will be measured and whether she was accustomed to the process type of work.
4. Do you think teamwork motivates members to perform well?
Reply: - Yes, teamwork motivates but not necessarily for all jobs. It depends on the nature of the job. In some jobs, where individual excellence is necessary, there is no need to push teamwork through the throats of such an employee.
5. Positive and negative sides of both people-oriented and process-oriented approaches?
Reply: - People-oriented and process-oriented approaches should go hand in hand. One cannot have either approach only. Striking a balance is not an easy task. This is what leadership is.
Final comments: - When an employee joins a job most of the time, he/she carries the baggage of the past job on his/her head. Pranali exact did this. She was not accustomed to the process-based work. She failed to adjust to the new approach. Added to this was the lack of teamwork. Did she put forth to her Manager, the requirement of teamwork amongst the members and how it is taking a toll on her performance? Lastly, nowhere does the case study mention the role of the HOD of Pranali's manager. Did he counsel her? Did he make any attempt to understand her? If not, then the disconnect between the manager and Pranali speaks volumes.
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)Engage with peers to discuss and resolve work and business challenges collaboratively - share and document your knowledge. Our AI-powered platform, features real-time fact-checking, peer reviews, and an extensive historical knowledge base. - Join & Be Part Of Our Community.
Case Study on Promotion.pdf
Case study.doc