- Apigee is a tech company that delivers API services and was built on values of empowering employees through autonomy and freedom. However, as the company grows this culture may not be sustainable.
- The document evaluates alternatives like introducing a formal leave policy, changing to a matrix structure with some hierarchy, establishing formal meeting structures, and changing hiring to include freshers in order to make the culture more sustainable as the company scales.
- It recommends changing the structure and formalizing some processes gradually while preserving the core values of passion, action, and respect to balance growth needs with cultural sustainability.
Employee retention is one of the ‘Global headaches’ of many Organisation as well as Recruiters. Hiring without any expansion is showing the in effectiveness of talent acquisition. There are many internal/external factors which would be adversely affect the employee retention.
During my tenure with last Company, I have seen a lot of employees were leaving the Organisation on a rapid way. Finally I came to know that, we can reduce the attrition on a handsome margin if we looking in to the following very sincerely.
Employee retention is one of the ‘Global headaches’ of many Organisation as well as Recruiters. Hiring without any expansion is showing the in effectiveness of talent acquisition. There are many internal/external factors which would be adversely affect the employee retention.
During my tenure with last Company, I have seen a lot of employees were leaving the Organisation on a rapid way. Finally I came to know that, we can reduce the attrition on a handsome margin if we looking in to the following very sincerely.
According to a study highlighted in the MIT Sloan Management Review, approximately 25 percent of all workers change jobs each year. This percentage includes employees who are terminated by their employers or leave on their own. Either way, it’s disruptive for companies when one-quarter of the workforce is transitioning in and out of positions. Developing and implementing a structured and comprehensive onboarding program is one way to maximize workforce and organizational success.
The following assignment gives the Staffing p.docxoreo10
The following assignment gives the “Staffing plan for a small, in-home day care”. The scenario has given the description of the situation and the provincial state of the operation for the “In-home day care” has asked the staffing plan for the start up, so as to approve the further approvals.Part 1: Staffing models
The two types of staffing model that could be applied to the above mentioned scenario are:
· 4-stage Staffing process
· Strategic staffing - a new approach, overcoming the traditional approach
a. 4-stage Staffing process
The four stage model of Staff planning is based on the sequential hiring, screening, selecting and offering a job to the potential candidates. This model can potentially be implementable for this scenario, as this model is suitable for hiring different candidature posts individuals, which is required in the scenario in the form of Certified Day Care or Registered Nursing Professionals, or office support or after school assistants. The description of the models is as follows:
Stage 1- Prospecting: a join interactive discussion with the organization and the potential job applicant.
Stage 2 – Recruitment: Finding the suitable match of the various Day-care, nurse and supporting professional related applicants with the requirements. The Staffing personnel of the company must provide the candidates the various benefits related to the job.
Stage 3 – Selection: This is an evaluative stage, where the assessment of potential candidates is calculated and an evaluative matrix is constructed.
Stage 4 – Offering the employment: This stage has involves the final decision making process and final employment is offered. The final match is eventually is selected.
Suitability of the model: The model, although offers a good framework, however, for the current scenario, it seems a generic framework. The model needs to be more specialized in staffing plan of the growing business, especially for the businesses which are not so popular, for example business like Day care and issues like hiring the suitable professionals.
b. Strategic staffing - a new approach, overcoming the traditional approach
The “Strategic staffing” is a new approach for the staff planning and challenges the traditional approach. The following framework describes this model (Bechet, not defined):
a) First the capabilities (Types) and staffing level (number) of the employees, who will have the different roles in future to make the business objective of Day Care a success. This is the demand side of the staffing plan.
b) Identify the current level of requirements in terms of resources, that is human personnel and the capabilities that is the roles and responsibilities for the Day care business.
c) Projection of “supply pool of the talents”, depending of the business requirements in the near future. This may need a quantitative analysis of the talent and the personnel need.
a. The parameters considered here are turnover effect factoring, retiring plans or planned m ...
This will help to understand the Articles of Human Resources to those who's educational background is different but they are eager to start their career in Human Resource.
Simulation Strategic Plan HR 304 Spring 2019Section 01800.docxjennifer822
Simulation Strategic Plan
HR 304 Spring 2019
Section 01
8:00-9:15 am
Group #4
Strategic Plan Budget Strategy
Our company has decided to give ourselves a smaller budget for the first quarter just in case we come across some bumps in the next 3 quarters. The first quarter we will decide on our options while trying to stay within budget and based on that analysis we will increase spending in areas that are not on target. We have an annual budget of $1.3 Million. In the first quarter we were originally giving ourselves a budget of $275,000 but for good reason went over to $290,000. For the next 3 quarters we have a budget of up to $336,000 each quarter give or take depending on any issues we may or may not come across. Increasing spending incrementally will leave room for improvement in problem areas.
For first quarter spending we have decided to focus on training . Having the right employees and proper training are important factors in any business and we hope focusing on these areas will improve performance and translate into higher profitability.
We are aiming to improve several of our KPI results in the first quarter. Productivity, wellbeing, and turnover are a huge concern. By improving these as well as other KPI statistics we will hopefully have a much more profitable bottom line. We will work to improve diversity and other areas with additional spending later on in the year.
Quarter 1 Practice Areas
Option #
Spending
Performance Appraisals
7
$30,000
Work-Life Balance
7
$60,000
Training
9
$75,000
Talent Management
8
$50,000
Compensation
2
$40,000
Selection
6
$35,000
Total
$290,000
Spending Analysis
Performance Appraisal-Option 7, Cost: $30,000.00
“Use results-oriented appraisals that focus both employees and managers on the impact of employees’ work, rather than on less relevant features; consequently, employee results tend to improve, with greater contribution to strategic goals.”
We chose the results-oriented appraisals for our company because we believe it will allow employees to significantly improve their results if they working towards a certain goal. Performance appraisals benefit not only the manager and employee but the overall company itself. It will give managers a chance to provide employees with positive feedback or constructive criticism. Employees will be able to know what they are doing well in and what areas they should be improving in and how to do so. Focusing our performance appraisals based off results will allow managers to compare the results alongside the goals that are set in the beginning for the employees. They will be able to pinpoint exactly the areas that need improving.
If our employees know exactly what goals are to be achieved in the beginning, they are more likely to accomplish those goals. The results will be measured to the objectives that were first given and employees will be able to determine if the goal was achieved or not.
Work/Life Balance-Option 7, Cost: $60,000
Programs to ma.
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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Group 4 apigee case analysis
1. Apigee : People Management practices and
the challenge of Growth
1. Amit Prakash Singh (CGT21002)
2. Dipanjan Sengupta (CGT21005)
3. Indranil Ghosh (CGT21006)
4. Mohd Zinhar Uddin (CGT21010)
5. Bhargav Sri Dhavala (CGT21027)
2. Situation Analysis
• Apigee is a tech company that delivers API services to companies that provide connected
digital experiences. The company is run on the idea of ‘empowered employees’ and the
values and its culture were designed accordingly. The values of passion, bias for action and
respect were internalized and exhibited in their behaviour. The prevailing culture of Apigee
was focused on freedom and autonomy to its employees, fostered innovation, and to engage
employees through an empowering and fearless communication with no hierarchy. The
employees enjoyed a liberal work-life balance, a self-review-based performance evaluation,
an impact-based compensation plan with rewards based on experiential events like paid
vacations, and freedom provided through self-managed teams. There were also several
unique practices like open layout floor plans and no formal leave policies. This autonomous
culture has begged the question of sustainability over the growth of the organization.
3. Problem Statement: Is the current organization
structure sustainable with the increase in the size of the
organization?
4. Evaluation
• Employee Leaves: Introduce a more formalized leave application process for employees. The
existing process is not standardized and gives the organization no capabilities to plan. With
increasing employee numbers, prior information about employees and a count of leaves
makes the organization more room to make necessary plans.
• Organizational Structure: Apigee has a flat organizational structure. With increasing size and a
need to sustain their competitive advantage and Innovation, they should come up with a
matrix-like organizational structure. This provides room for both functions as well as the
division/product aspects. It is important that the organization introduces hierarchy. It serves
both the aspiration and a control measure.
• Communication: The current office plan allows people to interact with everyone, and the
teams have no formal meetings as such. This would be very difficult to track with growing
complexity, both in terms of the number of teams as well as difficulty in tasks for these better
communication channels such as EIT and the minimum number of formal meetings.
5. • Performance Evaluation Measures: The current system spends a full day, and employees,
regardless of experience, are put in the same pools. This might be hard on certain employees
and the size ability to address concerns might go down. So, the system suggested in
classroom discussion, BARS, etc. a more comprehensive, and pools based on cadre is
necessary. This can be based on JD & JS.
• Hiring policy: A new hiring policy, which includes freshers, can be undertaken. Given the
original scale, they can train the employees for skills and attitudes, etc. while the culture fit
can be a dimension for hiring.
6. Criteria for Evaluation
• Sustainability: In the highly dynamic and rapidly growing industry, it’s
crucial for the proposed solution to be sustainable in nature. The
company’s growth will bring in more revenue and thereby would require
more employees. Any change in the organizational structure or culture so
proposed should be well-aligned with the growth strategies of the
company, and also account for changes in the environment
• Budget: In the financial year 2014, Apigee recorded a loss of $60.8 million.
With the plans for expansion in place, the proposed changes should be
well within the budgetary limits so that Apigee has enough money to
reinvest in profitable areas in the future
7. • Core Values: The different alternatives so proposed should reinforce the
values stated below: 1) Passion: Employees at Apigee had always exhibited
a passion for their work and were supportive of their peers around, giving
the company a light hearted and friendly surrounding
• Bias for Action: Apigee is known for responding promptly to clients. They
believe in the concept of “customer centricity” where the employees give
utmost priority in delivering value and best practises to the clients
• Respect: Employees are given considerate autonomy and are empowered
to be a part of the decision-making process.
8. Evaluation of Alternatives:
• Formal leave policy: The leave days taken per employee are well below 30 per year. With the rapid
growth of the company number of new hires in the organisation will increase and this might result
in a significant increase in the number of people misusing the current policy of the unlimited
number of leaves. This will also ensure better planning at the organisational level. The number of
leaves per employee is also a cost to the company and formalised leave policy will establish a
control on the same Formal leave policy might have an adverse effect on the autonomy of the
employees and might send a message that the organisation has lost trust in its employees.
• Changing the organisational structure: A flat organisational structure is a good alternative when the
number of employees is less, but with an increase in employee strength, flat organisational
structure will be difficult to sustain. Hence there is a need to introduce some hierarchy in the
organisation. The autonomy of employees will remain unchanged and the compensation plan will
also be kept the same. Hence this alternative should not have implications on the budget of the
organisation. Introduction of the hierarchy can result in introduction of bureaucracy in the
organisation and might send a message that the organisation has lost trust in its employees.
9. • Introduction of formal meeting culture and limit on work from home: Currently, employees have the liberty
to plan their workday. They can allocate resources and find ways to coordinate with each other. This freedom
is currently misused by some employees. With an increase in employee strength, preventing this misuse can
be a difficult task. Hence, the introduction of formal meeting structure can help prevent this misuse. Also,
this will also ensure proper utilisation of resources. Imposing a limit on the work from home days will
prevent misuse and will ensure that all employees can avail the work from the facility. Imposing this limit
might adversely affect the feeling of trust and freedom in Apigee employees.
• Changing the performance evaluation measures: Current performance measurement system requires the
employee and coach to evaluate performance every month. As the size of the organisation is increasing, it
might be very difficult for the coaches to evaluate all the employees every month. Monthly goals can also
create unnecessary pressure on new joiners who are trying to mould themselves in Apigee culture. Time
spent by employees and coaches every month also has an opportunity cost associated with it which the
company is incurring. Considering the losses in recent years, Apigee also needs to focus on measures to
reduce costs. Reduction in frequency will not have a significant impact on the culture of Apigee.
10. • Changing the hiring policy: Apigee currently has a rigorous selection process and considers only
experienced candidates for employment. Apigee looks for candidates who can handle freedom and
responsibility in the most productive manner. Integrity, sense of responsibility and commitment is
also tested. Considering the growth of Apigee, hiring experienced professionals with the
aforementioned qualities can be tedious job and a bad hire could render Apigee’s culture
vulnerable. Hence, Apigee can go for hiring freshers from engineering colleges. They can look for
culture fit and the technical skills can be imparted through training programmes. For better
evaluation of candidates, Apigee can introduce internship programme and hire candidates that
comply with the requirements. Hiring freshers can also result in significant cost saving. Experienced
candidates might take more time to adjust to Apigee culture, but in the case of freshers, this time
can be reduced and they can be moulded to work in “The Apigee Way” easily.
11. • Final recommendation plan: Based on the evaluation of our criteria we would recommend changing the
organisational structure and formalising activities like leave policy, meetings, working conditions. As with
the increase in the number of employees, control and coordination among employees are at stake. In
order to avoid unwanted problems, it is better to start with changing structure of organisation. And as
apogee focus is on being sustainable, as well as preserving its core values, the above recommendations
should be taken based on these criteria.
• Implementation plan: Choose a structure which is close to flat structure as if changed abruptly to a
structure which is poles apart employees might face problems while adjusting to new structure. Along
with the changes in structure, formalising the other activities is to take place. And as the budget is to be
considered, we have to take steps keeping in mind that the recommendations should not show a
negative effect on the budget of the company.
• Contingency plan: If the selected structure doesn’t go with the company's values or reduces employee’s
focus, should go with gradual experimentation of any other structure form. If the very motive of the
company is at stake then the company should opt for the original practices.
12. • Rigorous
selection
process
• Motivated to
work
• Integrity,
responsibility,
and
commitment
• Bi-annual
appraisal
• Bonus by self
rating, coach
ratings and
reviews.
• Mobile
application for
PMS.
• Real-time
feedback
• Stock options and
competitive salary
• Annual incentives
depending upon
individual’s impact
• Impact bucket and
self rating
• Challenging
assignments and
supportive work
environment
• Flexible
working hours
• Vacations with
family.
• Free flow of
information
• No formal
meeting
culture.
WORK LIFE
BALANCE
COMPENSATION and
BENEFITS
HIRING
PERFORMANCE
MANAGEMNT
Collaboration, openness to experimentation, and an emphasis on innovation and Learning
and business leader.
Apigee: Vertical and Horizontal alignment
13. 13
Recruitment
and Selection
Performance
management
system
Compensation
and Reward
system
Training and
Development
Career
Management
Placement from B and T schools
Internship – PPI and PPO
Lateral Hiring – More than 3 year of experience in other organization
Third Party Recruiter – For Diplomas and IL6 Contract
Promotion based on Ratings and Performance
Compulsory Job Rotation
StepUp- A program for cross learnings from departments of Tata steel
Internal Talent Bank- Easy way to change the department( Many options in one Flatform)
Annual Increment
Bonuses
Steel Icons
International Business Trips and
Capability Development(SNTI)- For Imparting special Training)
MoU with IITs and XLRI
Special task need and alignment in performance and Training
Standard Bell Curve
Feedback Intra and Inter Department( Part of Bonus will decide from here)
Performance management System for Continuous Monitoring( Tow review in year and Continuous Review)
Tata Steel Business Strategy