2. Context:
An interview with an HR professional from a leading
group of hospitals with regards to the Campus to
Corporate transition for new joinees and the issues
therein.
4. Stakeholder Identified:
The chosen stakeholder for this case is Ms. M, a
Human Resource Professional who works a group
of hospitals and is currently working at one of the
hospital units.
Her job profile includes recruitment of candidates
for the hospital as well as ensuring their on-
boarding, training as well as carrying out the entire
HR operations at the unit.
She is an MBA graduate with Human Resources
as her field of specialisation and has been in the
organisation in the HR department for around 2
years now.
5. Say:
“Sourcing good talent from campuses these
days is difficult. We face all kinds of
reluctance – from the placement
committees, to principals to the students
themselves”
“We need to hire a large pool of candidates
as, on an average, out of 20 selected
candidates, 5 end up joining us.”
“Students generally don’t know exactly how
to behave in a corporate setup. The
adjustment is a slow, painful process.”
“When a supervisor shouts at them for not
doing a job properly, they take things
6. Say:
“Though some of the people who complain
come to HR with their grievances, other
suffer silently and the rest move on to a new
job.”
“We try to speak to the Heads of the various
Departments (HODs), however, that hardly
ever yields results.”
“We try to make candidates understand that
it’s better to be scolded at by your superior
than by an external customer (the patient)
as this would lead them to making fewer
mistakes with the patients.”
“We tell them to get accustomed to the
7. Say:
“Sometimes, the Heads are more
comfortable with older employees and end
up being partial to them.”
“Managers need to get to know their
subordinates. It helps get them inducted into
the organisation a lot more easily.”
“No. We do not have a formal campus to
corporate training process. Just an induction
to the company.”
8. Think & Feel:
I feel:
•The organisation can afford to invest in a campus to
corporate programme to help retain its employees and
reduce new joinee stress levels.
•A module each on stress management and handling a boss
can be included too.
I think:
•A candidate can be retained if given the right
culture to work in. The induction into a particular
depart and the interactions therein are the first
reasons for an employee to stay in or leave the
organisation.
•I think a new joinee should be made aware at the
beginning of what professional standards need to
be maintained at work.
9. Think & Feel:
I think:
•Managers should invest their time in
building relationships with their
subordinates.
•Managers need pass on some
responsibility to their new subordinates
rather than the old ones as that may be
interpreted as trust and may lead to more
belongingness on the part of the employee.I feel:
•The organisation needs a training intervention for
managers as well on how to communicate or behave
with a new employee joining their department.
10. Think & Feel:
I think:
•The culture of the organisation is not very
conducive to amalgamating new joinees. It
takes a while.
•Managers need pass on some
responsibility to their new subordinates
rather than the old ones as that may be
interpreted as trust and may lead to more
belongingness on the part of the employee.I feel:
•An intervention is necessary to facilitate smoother
communication between a manager and a new joinee.
•Also, an informal buddy system may also ensure
smoother induction into the system.
11. Think & Feel:
I think:
•Based on the amount of time & money
spent on hiring a fresh candidate, losing
them because of small reasons is
unacceptable and hence the organisation
needs stringent measures to reduce friction
right at the beginning.
I feel:
•An OD (Organisational Development) intervention for a
more inclusive culture could also be a possible solution
to ensure better retention.
12. A shift in organisational culture is needed to ensure better
communication between a manager & his subordinate.
A formal campus to corporate induction process needs to included in the
training to clearly convey expectations to the newly hired students and to
make them aware of professional standards that are expected within the
organisation.
A peer-to-peer process may help in an informal on-boarding of a new
hire.
13. Based on the Empathy map, a problem statement can be
defined as:
Ms. M, who works as an HR professional at a hospital which belongs to a group of
hospitals
NEEDS A WAY TO
to bring about an OD intervention which will facilitate a smoother campus to corporate
transition for new joinees
BECAUSE
The current culture of the organisation is not conducive to new joinee - manager
communication as well as does not include a formal campus to corporate training
programme to ensure communication of expectations to new joinees.
