Problem Statement:
What decision should Nitish take on his current position at Solutions Unlimited so as to solve
strained professional relations with Ms. Meena and Mr. Alagu, and thus best support his career
growth.
External Analysis:
Factors
Political
Economic
SocioCultural
Technologica
l
Legal
Environment
al
Factors as in the case
Nitishs initial interaction with Ms.
Meena, created a negative impression
in her mind.
Meena kept on avoiding conversations
with Nitish and hence paved way to
miscommunication at times.
Mr. Kapoors intervention further
worsened Meenas dislike towards
Nitish
Due to Meenas influence,
Mr. Alagu developed a negative
impression of Nitish
Impact on solving the problem
These political factors led to a series
of
unfortunate
events
in
the
organization.
With proper communication and
greater
transparency,
a
more
productive
environment
can
be
created for Meena and Nitish to
resolve their strained professional
relationship.
Venkats false verbal agreement
regarding
severance
and
travel
reimbursement led to many monetary
loses to Nitish
The
settlement
of
severance
reimbursement
resolved
Nitishs
financial grievances and established
that the organization had a structured
policy.
If properly utilized the work life at
Solutions Unlimited can be made
better.
Informal
culture
and
career
opportunities at Solutions Unlimited
The elaborate system of referrals to
ensure fair group decision making
Existence
of
Regionalism
as
showcased by Ms. Meena and Mr.
Alagu.
Grapevine communication.
The delay in response to emails is a
source of concern to Nitish
Transition from solution provider to IT
consultant firm.
The verbal agreement by Venkat was a
point of contention.
Best practices in other IT consultant
firms
Prompt usage of technology when it
comes to communication will help
resolve some of the tensions of the
employees.
The admission of the company in this
regard will affirm Nitishs faith.
Benchmarking with the best increases
the efficiency of Solutions United.
Internal Analysis
Organization perspective SWOT
Strength
Weakness
Global foot print
Common global orientation programme
Mentor-mentee initiative
Employee referral recruitment scheme
3-way review policy
Unstructured policies and practices.
Vacancy in top management
HR team is inexperienced to handle the
companys transition from solution provider
to IT consultant
Opportunity
Threats
Transition from solution provider to IT
consultant
A lot of upcoming projects
Global business plan will be effective soon
New specialists to join the firm soon, hence
better talent.
High employee and top management
attrition rate
Decreasing employee motivation level
Lack of transparency in HR policies
Nitishs perspective SWOT:
Strength
Weakness
Highly qualified and experienced
Financial expertise
Strong negotiation skills
Easy and out-going
Hard working
Inexperienced with office politics
Tends to complain frequently
Opportunity
Threats
Access to vital information at Solutions
Unlimited
Contact with Top management
In the good books of other employees.
Strained relationship with Ms. Meena and
Mr. Alagu (HR Dept.)
Listing Factors:
Company policies/Formalization: Several HR policies for severance and bills
reimbursement were not laid down which led to confusion among the employees and
leadership.
Regional group formation/Organizational Politics: There were instances where Alagu
and Meena took to Nitish by mocking in regional languages.
Roles and Responsibilities: Nitish, during his tenure of less than a year in the
organization worked under several leadership. There was not any defined role for his
position. For some months he had to work on software development tasks for finance
department as well.
Organizational Culture: The Company was known to have an informal culture which led
Nitish to have a more comfortable approach towards leadership. This helps in quick
learning and greater exposure.
Organization Re-imaging: The Company was realigning to be Management Consultant
in IT sector. Also it is spread across multiple locations. This should create more possibilities
for Nitish to grow within the company in terms of career and compensation. Several
positions at the top leadership (DF, DHR, ADHR) were unfilled which led to inefficient
processes and feedback mechanism for the HR department. The HR team was weak. This
was evident with instances as Meena underestimated Nitishs worth for compensation,
Venkat made a wrong move by verbally agreeing to Nitishs requests. The top
management in terms of Kapoor and Khurana had to intervene quite a number of times in
the HR decisions. Further, unethical practices were present with Meena lying about project
opportunities to Nitish.
Processes and Feedback re-addressed: Proper processes were not in place and this
along with the absence of key leadership positions led to an improper mechanism for
various decisions and further re-addressing any repercussions if any, become ambiguous.
Analyse Factors:
Company policies/Formalization: Several HR policies for severance and bills
reimbursement were not laid down which led to confusion among the employees and
leadership.
Regional group formation/Organizational Politics: There were instances where Alagu
and Meena took to Nitish by mocking in regional languages.
Leadership Positions: Several positions at the top leadership (DF, DHR, ADHR) were
unfilled which led to inefficient processes and feedback mechanism for the HR
department.
HR Department: The HR team was weak. This was evident with instances as Meena
underestimated Nitishs worth for compensation, Venkat made a wrong move by verbally
agreeing to Nitishs requests. The top management in terms of Kapoor and Khurana had to
intervene quite a number of times in the HR decisions. Further, unethical practices were
present with Meena lying about project opportunities to Nitish.
Processes and Feedback re-addressed: Proper processes were not in place and this
along with the absence of key leadership positions led to an improper mechanism for
various decisions and further re-addressing any repercussions if any, become ambiguous.
Constraints
Lack of clarity in the companies policies regarding severance: Nitish had to join
within 2 weeks due to which he had to pay severance amount which later on became the
issue.
Conflict between roles of different departments: Since there were vacant roles,
there was ineffective processes and feedback mechanism.
Options & Evaluation:
1. Move to Nagpur:
It is better for Nitish to take up the assignment in Nagpur.
Adv.: This will allow some time for Meena and Alagu to cool off. Further, this will allow Nitish
some breathing space and peace of mind to work on other projects. He can return as a star
performer.
Dis-adv.: Nitish will still have to contact the HR dept. for any help. Meena seeing Nitish
become a star performer can further increase the hatred.
2. Formal Intervention by Mr. Manish:
Nitish should formally discuss the issue with Mr. Manish and try to sort out the differences
with Ms. Meena and Mr. Alagu. Nitish should consult with Manish considering the relationship
they share.
Adv.: As it is a formal route, there is less scope of error and miscommunication. Mr. Manish will
be aware of such employee grievances. This may pave way to a new and effective employee
grievances redressal system
Dis-Adv.: Relationship between Nitish and Meena may worsen if Meena doesnt take the
feedback of Mr. Manish positively. This will create an unsatisfactory and tense workplace
environment for both Nitish & Meena.
3. Informal Interaction with Ms Meena and Mr. Alagu:
Nitish should informally sort out the issues with Meena, Alagu and Venkat.
Adv.: By not using the formal route, he can prevent the issue from escalating into a big
problem. This issue will remain among the three of them and it will not hinder their career in
the organization.
Dis-Adv.: Meena and Alagu can interpret the open talk in any way. Being an Informal
approach, there is no transparency and assurance that the problems Nitish is facing with the
HR Dept. will get resolved.
4. Resign from Solutions Unlimited:
Nitish may look for better job opportunities in other firms or re-join his previous firm.
Adv.: Might get a better work environment and opportunities for career growth.
Dis-Adv.: Nitish has already relocated to Hyderabad with his wife. Solutions Unlimited
provided a good salary and a better opportunity to grow professionally. He also felt
professionally stagnant in his previous firm.
5. Relocation to other offices:
Nitish should permanently stay away from the head office and direct contact with Meena and
Alagu.
Adv.: Nitishs can concentrate more on his work and turn out to be a star performer. Better
career growth and exposure.
Dis-Adv.: Not advisable, Nitish has to be in contact some day or the other. Relocation will
incur additional cost to the Company.
6. Ignore things and continue to work:
Adv.: Nitishs can directly take on Meena and HR Dept. and fight fire with fire for a short term.
He has the support of other employees and top management.
Dis-Adv.: Not advisable, Nitish has to come in good terms with the HR Dept. Might affect his
long term performance at the firm.
7. Mr. Kapoor and Mr. Khuranna can suggest for better employee engagement:
Before leaving the organization, Mr. Kapoor and Mr. Khuranna can inform Mr. Manish about the
present condition of Solutions unlimited and the unstructured HR practices hence suggest for
better employee engagement.
Adv.: Nitishs can speak to Mr. Kapoor and Mr. Khuranna about his problems and they can
represent his case to Mr. Manish. In the long run, the employee welfare and morale will be
boosted.
Dis-Adv.: May offend Meena and Alagu badly. This if not dealt with in the right way can lead to
a series of unfortunate events.
Recommendation
Nitish should continue working at solutions unlimited while trying to foster a healthier
relationship with Ms. Meena, Mr. Alagu and the HR Dept. and avoid any further conflicts. Our
group suggests that Nitish should follow options 1 and 7. The problem is more than just a
personal level issue, it is that of an organizational behavior. Nitish should let the CEO know of the
troubles faced by the employees as result of an unstructured framework of policies and HR
practices. By following a formal route, there is more effectiveness. Taking into consideration, the
larger problem- the transition from an software solution provider to an IT consultant firm,
Solutions Unlimited should at an organizational level follow the below mentioned preventive
measures:
An organizational structure and policy framework with well-defined roles & responsibilities
must be set up.
All senior position vacancies should be filled at the earliest, as the company is
transforming.
Training sessions and employee engagement programmes.
A proper employee grievances redressal mechanism should be established
Regular team activities and CEO-employee interactions should be conducted for better
group dynamics.
Outline Plan:
With the decision being options 1 and 7, the following outline can be followed:
Nitishs perspective
Nitish has to keep himself occupied with other assignments (he may/may not chose to accept the
Nagpur assignment) till Manish returns. Meanwhile, Nitishs can speak to Mr. Kapoor and Mr.
Khuranna about his problems and they can represent his case to Mr. Manish before leaving the
organization. By actively getting involved with other assignments, Nitish can avoid any direct
interaction with Meena or the HR Dept.
Organizations perspective
Action
Responsibility
Target
Duration/time
As
soon
as
possible
Within 2-4 months
of appointment of
DHR and ADHR
Priority
Fill the position of DHR and ADHR and
other upper management vacancies.
Formulate and complete a structured
employee and process policy (should
include all the aspects of a typical IT
consultant firm)
Establish
a
proper
employee
grievances redressal system
Mr. Manish Chawla
Mr. Manish Chawla
, DHR, ADHR and
HR Dept.
Within 3-4 months
Highmoderate
Recruitment more HR personnel
experienced in IT consultancy
DHR, ADHR
HR Dept.
and
Within 4-5 months
Moderate
Employee engagement programmes
and training sessions
DHR and HR Dept.
Within 6-7 months
Moderate
Review and modify employee and
process policies
HR Dept.
1 year
Moderate
Mr. Manish Chawla
, DHR, ADHR and
HR Dept.
High
High
