Being in its second effort of turnaround strategy was not easy for CetusIdea Solution Sdn. Bhd: Strategic, HR Planning, Selection and Recruitment Assignment, OUM, Malaysia

QUESTION 1. (On HR Planning and Job analysis)

Being in its second effort of turnaround strategy was not easy for CetusIdea Solution Sdn. Bhd. to be competitive. Its workforce was characterised by long–serving employees who had received little task–based HRD. They were generally cynical about management’s change intentions due to their experience of previous turnaround initiatives.

This cynicism was arguably evidenced by the ‘grapevine’, which had become the most believed source of information. Another challenge is line and senior managers’ major frustration was that they could not adequately fulfil their roles which are related to HRD. They had constraints in building skills from National Vocational Qualifications (NVQ) programmes that they had attended.

 There was an NVQ level 3 programme in business improvement techniques for supervisors and an NVQ level 3 programme in management for team leaders. In response to the company’s predicament, the demands of production had resulted in the HR roles of managers, supervisors and team leaders becoming diluted.

The management hierarchy had become distorted with supervisors operating as team leaders and managers as supervisors and they had lack of time and commitment to undertake the necessary assessments of employee competencies.

a) Assess the situation at CetusIdea Solution, Sdn. Bhd., and discuss how strategic human resource management (SHRM) could help the company resolve its stakeholders’ obstacles.

b) Propose important steps to be taken for senior managers to give their commitment to their HRD responsibilities. Relate initiatives taken by CetusIdea Solution Sdn. Bhd in its strategy realignment.

Answer

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