Instruction 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 on) - 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? 3. Requirements 5 pages maximum, excluding cover page and reference page APA format Cover page Name, Student ID, Course Title and Number, Submission Date Reference page No or tiny grammatical or spelling mistakes or errors 1. Read the case, Calico Industry Furniture A New Career Planning Initiative thoroughly. Case Study 02: Calico Industry Furniture A New Career Planning Initiative Answer the 3 questions (Discussion Questions)at the end of the case Times New Rome, Font 12, Double Space, Page Number Case Study 01: Calico Industry Furniture A New Career Planning Initiative

As he re-read the list he had compiled so far, Jayson realized that there could be some policy implications for the company associated with this new initiative. For instance, would the company be interested in establishing a hire-from-within policy if promotions were identified as career goals coming out of the career planning process? Could the company formalize the type of temporary lateral transition that the two employees in Chelsea and Mikhail's departments had currently engaged in? Jayson also recognized that while his gut feeling was that employees wanted some career planning assistance, he really didn't have any data to back up his assertion. He knew that the range of careers available at Calico had surprised him when he began working there. For instance, Calico had a department devoted to analytics, where employees implemented latest practices in e-commerce and used big data to discover inefficiencies in their supply chain and to examine the value of marketing campaigns. And Calico had a department called Creative/UX, for which the talent team had assisted in hiring for positions called imagery applications senior associate and associate photography project manager. The Category Management department addressed strategic goals ranging from catalogue Page 247 expansion and promotions to supplier negotiations. With operations now spread across five cities in Canada, there was a tremendous range of career options available at Calico. Were employees at Calico interested in exploring their career objectives and goals and learning more about opportunities, and were senior executives as interested in investing in this process as Jayson was? Jayson knew the career planning initiative was hardly going to be completed in one day, but he was surprised at how involved it might turn out to be. It struck him that he should call a good friend and experienced HR colleague for some advice. He reached for the phone. DISCUSSION QUESTIONS Your phone rings and it's your friend Jayson calling for your thoughts on his career planning initiative. 1. You know that employees have different goals in terms of advancement, learning, employability, and various psychological factors they will be seeking through their careers. What tools might you suggest for Jayson to look into that might guide his employees in determining what the important factors are to each of them? 2. Jayson has identified that he will need buy-in to create and launch Calico's career planning initiative. Identify some stages that will have to take place in the development of the career planning initiative and list who from the organization he will need to involve in each stage. 3. What advice would you have for Jayson on the delivery of the career planning initiative? (a) Should it be held at the same time or opposite to the performance evaluation process, once annually or more often? (b) Who should be responsible for the career planning initiative: managers or the talent team? (c) Who should have access to the employees' completed career planning forms? Calico Industrial Furniture Page 246 A New Career Planning Initiative 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 benefit from introducing these conversations more formally and adding some structure to ensure they were offered to all employees. As he got to his desk, Jayson opened up a fresh Word document and prepared to start crafting the plan for a new career planning initiative. While the obvious starting point would be to dive right in on drafting a career planning guide for each employee to complete, Jayson knew that rolling out this initiative would involve many more steps. He began brainstorming some of the aspects that he would have to determine. Ten minutes later, his list included the following: (a) People: Who would have to be involved in the initiative development process (e.g., senior leadership, managers from all departments, focus groups of staff from each area?), at what points in the development of the initiative should different people be involved, and in what capacities? (b) Timing: When should the career planning initiative be offered at the same time as the performance review, or perhaps on the six-month opposite annual cycle)? (c) Delivery: What would the career planning process entail (e.g., would employees complete a form and submit it to their managers before a planning conversation or would HR handle the process)? (d) Connections: How would the initiative connect to other HR processes, such as the Calico Learn-to-Lead and tuition reimbursement programs? (e) Action steps: What action steps would Calico be willing to introduce to meet the career planning goals that employees identify? Jayson took a brief pause in his writing. He knew that there would be more points for consideration than he had come up with already