5:27 Expert Q&A Done CASE STUDY us 2. Compose a case study report, including Introduction What is the purpose of your report? What is the central idea of your report - Background (if there is any information or What is the industry the company is in The size and structure of the company - The management team . What are the findings in the case? What are the issues? - What are the solutions? ORI w Zoom in Calice Industrial Furniture Page 246 A New Career Planning Initiate Walking from his bus station to the Calico Industrial Furniture headquarters in Saskatoon, Jayson was excited. Today was the day he would start work on the company's new career planning initiative. Jayson had been with Calico for almost a year and-a-half. He and the talent team had just wrapped the company's second annual performance evaluation process since he began. During the first annual performance review. Jayson had been still relatively new, both to Calico and to the field of human resource management, Having graduated from the University of Saskatchewan with a Bachelor of Commerce just the month before he started, Calico was his first job as an HR professional. He had observed the first review process and noted that several employees seemed to have questions about next opportunities that might be available for them at Calico. During the most recent performance evaluation process. Jayson had assisted managers from each of the organization's 12 departments with the process, and sat in personally on about 30 evaluation Interviews between managers and their staff Over his time at Calico and from his participation in the performance review process, Jayson had come to realize that the company did not have career planning and employee development as part of its HR processes. Staff members would attend their performance review, which was tied to administrative outcomes including bonuses and the Calico employee stock option purchase plan. Performance reviews were also meant to be an important piece of data the organization considered in internal promotions of staff. However, there wasn't a mechanism in place for employees to communicate about their career goals and objectives while working for Calico. And there wasn't a process in place for managers to respond to employee career development requests. Jayson had observed that the managers of the various departments handled staff career goals differently. For instance, Andrew in Supply Chain and Logistics had had some retirements in his department over the last 18 months, and he had transitioned people from his own team into new, higher roles. Chelsea in Customer Growth and Mikhail in Customer Service had actually swapped two employees in lateral positions who had each expressed the desire to try out roles in the other department for a two-year term. There may have been some career planning conversations taking place in other departments as well, but Jayson knew the company could ctivate Wind benefit from introducing these conversations more formally and adding some structure to ensure they were offered to all employees, sa ch ORE W 24C Alert A 00 5:27 Expert Q&A Done CASE STUDY us 2. Compose a case study report, including Introduction What is the purpose of your report? What is the central idea of your report - Background (if there is any information or What is the industry the company is in The size and structure of the company - The management team . What are the findings in the case? What are the issues? - What are the solutions? ORI w Zoom in Calice Industrial Furniture Page 246 A New Career Planning Initiate Walking from his bus station to the Calico Industrial Furniture headquarters in Saskatoon, Jayson was excited. Today was the day he would start work on the company's new career planning initiative. Jayson had been with Calico for almost a year and-a-half. He and the talent team had just wrapped the company's second annual performance evaluation process since he began. During the first annual performance review. Jayson had been still relatively new, both to Calico and to the field of human resource management, Having graduated from the University of Saskatchewan with a Bachelor of Commerce just the month before he started, Calico was his first job as an HR professional. He had observed the first review process and noted that several employees seemed to have questions about next opportunities that might be available for them at Calico. During the most recent performance evaluation process. Jayson had assisted managers from each of the organization's 12 departments with the process, and sat in personally on about 30 evaluation Interviews between managers and their staff Over his time at Calico and from his participation in the performance review process, Jayson had come to realize that the company did not have career planning and employee development as part of its HR processes. Staff members would attend their performance review, which was tied to administrative outcomes including bonuses and the Calico employee stock option purchase plan. Performance reviews were also meant to be an important piece of data the organization considered in internal promotions of staff. However, there wasn't a mechanism in place for employees to communicate about their career goals and objectives while working for Calico. And there wasn't a process in place for managers to respond to employee career development requests. Jayson had observed that the managers of the various departments handled staff career goals differently. For instance, Andrew in Supply Chain and Logistics had had some retirements in his department over the last 18 months, and he had transitioned people from his own team into new, higher roles. Chelsea in Customer Growth and Mikhail in Customer Service had actually swapped two employees in lateral positions who had each expressed the desire to try out roles in the other department for a two-year term. There may have been some career planning conversations taking place in other departments as well, but Jayson knew the company could ctivate Wind benefit from introducing these conversations more formally and adding some structure to ensure they were offered to all employees, sa ch ORE W 24C Alert A 00