QUIZ M1:

HRM MBA SECTION C

Total Marks: 15 Instructor: Dr. Rezbin Nahar Time: 1 hour

Student Name : Shahriar Emon

Student ID: 22-92675-3

Part – A

Read the case study below and answer the questions that follow:

We Merged…Now What? Earlier this month, your company, a running equipment designer and
manufacturer called Runners Paradise, merged with a smaller clothing design company called
ActiveLeak. Your company initiated the buyout because of the excellent design team at ActiveLeak and
their brand recognition, specifically for their MP3-integrated running shorts. Runners Paradise has
thirty-five employees and ActiveLeak has ten employees. At ActiveLeak, the owner, who often was too
busy doing other tasks, handled the HRM roles. As a result, ActiveLeak has no strategic plan, and you are
wondering if you should develop a strategic plan, given this change. Here are the things you have
accomplished so far:

• Reviewed compensation and adjusted salaries for the sake of fairness. Communicated this to all
affected employees.

• Developed job requirements for current and new jobs.

• Had each old and new employee fill out a skills inventory Excel document, which has been merged into
a database.

From this point, you are not sure what to do to fully integrate the new organization.

1. Why should you develop an HRM strategic plan?

2. Which components of your HR plan will you have to change?

3. What additional information would you need to create an action plan for these changes?

1. Why Should you develop an HRM strategic Plan?

Creating an HRM strategic plan is critical following a merger because it helps to align HRM practices and
policies with the overall goals and objectives of the merged organization. A well-designed HRM strategic
plan can assist in managing cultural differences and integrating employees from both companies,
identifying and addressing potential HR challenges, establishing clear communication channels, and
facilitating the transition process. The organization's strategic plan defines the organization's human
resource requirements. For example, an internal growth strategy necessitates the hiring of additional
employees. Acquisitions or layoffs, because mergers often result in duplicate or overlapping positions
that can be handled more efficiently with fewer people.

2. Which components of your HR plan will you have to change?

Recruitment and selection procedures: As new employees are hired, the organization's recruitment and
selection procedures may need to be revised to ensure that they are consistent with the company's
values, mission, and culture.

Employee onboarding: The onboarding process should be updated to ensure that new employees are
effectively integrated into the merged organization and have access to the appropriate training and
resources.

Performance management: The performance management system may need to be revised to ensure
alignment with the goals and objectives of the new company.

Compensation and benefits: The organization's compensation and benefits policies may need to be
reviewed and adjusted to ensure that they are fair and equitable to all employees.

Employee relations: The organization may need to develop new polices and procedures for resolving
conflicts and promoting positive employee relations.

3. What additional information would you need to create an action plan for these changes?

First, we have to create balance between the two organizations' cultural differences and similarities. We
should be careful about the Employee reactions to the merger, as well as their concerns or suggestions.
We need to focus on Human resource management legal requirements and regulations with the help of
the Budget and resources available for change implementation. Our punctuality will be the key for us,
that’s why we should maintain the Timetable and deadlines for finishing the changes. We have to deal
with environmental uncertainties by carefully formulating recruitment, selection, training and
development policies and programmes. Balancing mechanisms are built into the HRM programme
through succession planning, promotion channels, layoff, flexi time, job sharing, retirement and other
personnel related arrengements.