Utiliscan Case Analysis Plan
Paul, the HR Director at Plastec, had previously worked as Director of HR for Utiliscan, a small company with 240 employees that makes software for utility companies. The majority of employees were programmers and engineers who designed and installed proprietary software for regulating and tracking electricity and gas. Since the company had been experiencing a 15-20% rate of growth, recruiting experienced employees was a continuing challenge due to the specialized skill sets required. Paul left the company when he found out from a friend about the opportunity at Plastec. Just before he left, he conducted an employee survey which revealed the following.
â€¢ 78% of the employees were satisfied with their working conditions and they enjoyed freedom and flexibility to perform their jobs without strict supervision
â€¢ 70% felt their workloads were adequate â€“ not too heavy, not too light
â€¢ 55% felt safe, with little danger of occupational hazards associated with their physical environment. There were comments, presumably from the 45% who did not feel safe, that some of the utility plants where they worked on installations were not as safe as they should be
â€¢ 89% felt there were few if any opportunities to improve their skills
â€¢ 87% responded there were no promotion opportunities
â€¢ 74% felt there was little relationship between their performance and their pay. There were numerous comments that performance reviews hadnâ€™t been done on time or hadnâ€™t been done at all. Other comments indicated arbitrary treatment and favoritism of some employees.
â€¢ 56% felt their benefits were below average or poor. Note: since many employees had previously worked for large utilities, Utiliscanâ€™s benefits probably didnâ€™t compare favorably with those offered by the larger organizations.
Paul informally shared the survey results with the CEO, CFO, and VP of Operations. They indicated concern for many items, but also pointed out that finances were stretched to the limit in order to fund their continuing growth. They asked Paul to draw up a conceptual plan that would address the majority of the employeesâ€™ concerns â€œwithout breaking the bank.â€ The next step was to meet and discuss the conceptual plan and give Paul direction as to next steps and priorities.
-Develop a draft of the plan Paul would have done if he had stayed. The plan is a means to identify, on a general level, the options for management to consider and for Paul to pursue further. Assume there is not sufficient time to assemble specific costs for the various options, but take into consideration what you have learned from the text about general costs and savings. The plan should include:
– Changes to be made to current systems, processes, policies, and activities based on survey results, with your rationale for these changes.
– Prioritize the changes in order of least to most expensive.
– It is acceptable to make assumptions and/or add details that have not been provided
Report an abuse for product Utiliscan Case Analysis Plan
In order for the Utiliscan Company to have sustainable growth and development the following changes need to be addressed. These changes are arranged in order to least to most expensive.
- Treatment of all employees equally
The main goal of an organization is to utilize their employees maximally so as to improve sales and profits. For employees to be motivated to provide the best of their services they should be assured that they are all treated equally (Bratton & Gold, 2001). This means that there should be elements of arbitrary treatment or favoritism as these elements results in employees feeling that there are some who are accorded special treatment than others. This would lead in some employees (the less favored employees) to lower their performance levels as they are not motivated. Implementation equal treatment policy would cost the organization about $100 as the senior managers and supervisors need to be trained on how to handle employees. Additionally, this amount of money would be used in buying suggestion boxes where employees would be required to drop their comments and suggestions concerning their treatment (Bratton & Gold, 2001). When this is done the overall growth rate would increase.