Please help me with this one case study that has three questions. Thank you so much in advanced!

332 ORGANZANON DEVELOPMENT Case Study 6: Reorganizing Human Resources at ASP Software could mee might be That in the lo That Round the ASP Software case anderson, 2005) and consider the questions Nath How does the client feel about how the change has been manage point? How do you think the management team of employees feel 2. What has Susan done well in managing the change to this poi feat could she have done differently? enn bad 3. What intervention strategy and intervention activities would you mend to Susan? How would you structure these activities What we would Susan, the management team, and the consultant play? Nathan Miller's phone buzzed on his desk in his home office. "Hi, Nathan? This is Susan McNulty, from ASP Software, I'm the vice president human resources here. I got your name from Joan Orman at Kendall Consulting Nathan smiled. Joan had been a talented coworker during his time at kendal eral years ago. He had since received many referrals from her for his growing tion development practice. "Of course-what can I do for you?" Nathan inquired. AS was a familiar company to Nathan. It was a large employer in the area, a high organization in a community without many technology companies. ASP built software products for Fortune 500 companies, employing about 750 software engineers product development and 500 sales executives. Including the other support function needed to make the company run (marketing, HR, finance, and so on), it employed almost 1,500 people in the region. "Well, we're reorganizing our human resources department here at ASP, and a asking Joan whether she knew of anyone who might be able to help us with a tean building exercise, and your name came up. Do you think you might be able to do that for us?" "Well," Nathan paused. "I might be able to help you with some ideas--team building could be a possibility, or there are other initiatives we could work on as well. Can you tell me a little about what you're trying to do there at ASP? Perhaps give me some of the context?" "Sure," Susan said. "We're changing our model from a functional model to a full client management services model. Of course, that model requires a lot of teamwork and we've also had a small reduction in staff, so...." She paused for emphasis. Nathan listened. He wasn't sure what a "full client management services modell meant, but it was clearly important to Susan. Susan continued. "So, with this new focus on teams, it seemed important to our Casey person and I could describe out able to help us Say, Tuesday at 2:301 fine I know where your head on who and ask for your Nathan asked Thassee you then Nyou could make it is nice to meet you encore ASP Software headquarters, a four-story building located outside down the ding was a standard glass and steel box, with a thing on ASP logo w prominently in the marble floored lobby The lobby was a busy places and visitors were constantly coming and going Nuthanatos Me and had been waiting in the lobby until Susan came down to get him Susan McNutty Vice President Linda Andrews Compensation Benefits Paula Washington Rechatting Steven Peters Employee Relations MW oo Change Management To Nh EEOCIAA Specialists 00 Consultants Comp Specialists ER Specialists Recruiters On the fourth floor, Susan and Nathan sat down in a conference room at a large nahogany table surrounded by 12 leather chairs. On the wall he noticed a cherry wood-framed print of mountain climbers. At the bottom read Teamwork Giving a helping hand makes all the difference." Another showed a kayaker paddling down a ver with the text "Goals: Effort is nothing without a vision. Also in the room were a video conferencing unit and a recessed screen that appeared via remote control. Track lighting provided spotlights on the framed prints. "Thanks for inviting me. It sounds like you have an interesting and challenging change underway." Nathan said. "Ok, yes, I think so. I'm really pleased that the management team has adopted this Cew structure. I think it will improve our productivity and reputation as an HR team, Susan said. "So Nathan inquired "Sure. She handed Nathan an organizational chart. you said that you're changing models? Can you tell me what that means?" ORGANIZATON DEVELOPMENT This chat shows how we are currently organized by function Hot and she upenes all of our talent action work genom and each has separate function Palm is worth Mercure work with managers to watch for cand conduct preliminary Interviews and processo acon Benefits and and that includes stock grants, and leveling plus any other compensation studies that Linda currently has to compensation specialiter Some haght employee relations specialists they do most of the with the management teams they support to help them conducted views and to deal with employee complaints and problems. Matthews bio development and change management expert and he has four 0 management teams they work with, facilitate meetings, and develop and on tants working for him. They work on various projects, but they generally training. Finally, Tom has our EEOC responsibilities, including legal reporting compliance, but also investigations of complaints such as harassment on ment of employees. He has three investigation specialists who do data analyse reporting That sounds like a common organizational structure for a human resources can ment, in my experience," Nathan said. "What prompted a change? WellSusan started, "our internal client managers-the internal customed department-haven't been very happy with the service they ve been receiving from HR department. One of the company's biggest challenges is recruiting-we have 200 new positions a year to recruit . Combining those jobs with positions that were to fill as a result of turnover means that each of our recruiters is handing the one positions at any given time. That has led to some frustration from the ASP manage ment team. A manager will need to hire someone, and he'll have to call one persons Paula's organization to get the position opened, then deal with a person on Linda's team to figure out what the compensation level should be, and neither of these ses ple is the person that the manager typically works with on employee relations issus from Steven's team. That can cause some problems on its own, but what really has frustrated them is that the next time he has to hire someone, he'll have to call Paula again, and might be assigned a different recruiter. It's a trend that we see in many companies today-our managers are looking for one person to call to handle all of their HR services. And we really need to open positions, interview candidates, and a job offers out much more quickly than we are today. It's a tight market out there for the best people." Susan continued. "At the same time, most of the management team really isnt involved with the strategic aspects of the business, designing HR programs that make the most sense with where the business is going. In the software industry, we mus move very quickly, and we're constantly looking for new talent and examining different ways to compensate them to maximize loyalty, retention, and productivity. Ive been involved with our corporate strategic direction, but the rest of the HR team has been oriented toward the day-to-day activities instead of the bigger picture, so there ** adding as much value as they could." make- ke a common compte e the new organizational chan Suan hand weve organized teams to the Share business we call them out now support only the sales and magam, and the that will consist of four team member and Vaigned members of the management team in e is that Paula will now be the central to contacto wan keting and she will be much more inside yes and marketing strategy, so that our humano abon, hining, change management will all be igned with the und will do the same thing with software engineering, Matthew wiport bution function. In this way, we'll be much more client focused and we much more strategic and responsive to the business Once a new loyees that person will work with one HR generalist throughout his or her care in career planning, compensation, etc. I also asked Tom to keep the EEDC fun Oh two data analysts since that was his expertise and it didn't make sense cabine with the other functions, but he'll also take on a support role for all corpo te functions, like finance and legal." Susan McNally Vice President Paula Washington HR Support Sales and Marketing Linda Andrews HR Support Software Engineering Matthew Wiams HR Support Distribution Tom No HR Support and EEOC Corporate Functions Support Team Data Analysts Support Team Support Team Support Team "Has this been announced formally?" Nathan asked. "Mostly. We had our first meeting last week. We told them that some changes were coming, and most people were aware of it generally but not the specifics. Today we had the second meeting where I published the chart with the names in the positions." Nathan noticed that the new organizational chart contained fewer boxes. "You had mentioned a staffing reduction?" he asked. Susan answered ORGANISATION DEVELOPMENT tion. Susan said "Ar the same time as we disco wed that our expenses were about 10 percent more than we dhe employee relations specialists, one EEDC data analys hatto total headcount by four positions. Those will come to Nathadithe quickly in his head. There was one position to Tyget 2 paple when you used to have 27. Am I missing one position Cand observation Susan smiled haven't published it yet or ano becaused to formale it, but I've asked Steven to take on the role to Stavert and he will be responsible for the day-to-day operations of the H. of HR operation The four members of the management team will allon take on several additional responsibilities and to assist him with special custom tion My role will change slightly, since I've been asked by our CEO, David Kama While I will have the same title, I won't have time to sort out the daily problems for him and it saves me time. We have another meeting with the whole organic invited Surven to take on this new responsibility. It's a good development oppor "Do you have a sense for how people feel about this change generally? Both one "On the management team I think there's a bit of relief, since they knew I was go to reduce it by one position and the four that are left are settling into their new They know that they have jobs, although they don't know yet about Steven's promotion on Monday, and it share Steven's new role with them at that time." management team and among the support teams?" Nathan asked. Among the generalists I think there's a range of opinions. There is a lot of about the staffing reduction, and I'm not sure that people have gotten over that you The old teams were pretty tight, and I think that some people are looking forward to their new roles while others are wondering about their new team members or their na manager. Some of them, particularly the ones that used to be recruiters, are looking forward to expanded roles that will give them more access to their client manager Others, such as the employee relations specialists, are not looking forward to the recruiting responsibility. "Have the employee relations specialists ever done recruiting before?" Nathan inquired "One or two used to do that in a previous company. But most of them haven't so they will probably need some training initially. I'm willing to let them have that time to adjust and learn," Susan said. "Anything else? Who else might be especially happy or unhappy with this change? Nathan probed. "Among the employee relations specialists, Steven was a very popular manager , Matthew has had a couple of run-ins with one of the ER specialists we have assigned to his group-that relationship has been contentious in the past, but it was the only spot to put that one individual, so we had to deal with it. I think Matthew will be very professional about it," Susan added. Tell me about the relationship that Steven has had with his peers," Nathan inquired. Canec Steen has been very popular as a team member and there no question I don't think there we are the But be a slight change to those who don't will the the compensation specialists it might be hard for his formes to him in a different way. But Stevens popular and he pots very sat dhe so I know he'll quickly take over the leadership position" What measures of success are you looking for Nathanas "We've always measured the effectiveness of our in a couple of ways number of qualified candidates presented to management and cycle time of open pos tion to acceptance of offer. We'll continue to measure our generalists in that way. which I think makes some of them a bit nous ince they're not used to recruiting Right now it takes us about 77 days to open a position, find candidates, intenten ther, and get a job offer out. I'm looking for our generalists to move twice as quickly sured on time to fill those positions. But generally I'm looking for more satisfied inter- nal clients and fewer complaints. We should also be able to do more with less since each person will have direct responsibility for their internal cients-they won't need to go from team to team to get the job done." "How about for my work-are there any specific outcomes you're looking for? Nathan wondered "Not exactly. I'm looking for your guidance about how to proceed. What we need to do is to get beyond this change as quickly as possible so that we're start ing to show real results to our internal client managers. I think people are still pretty upset about losing some of their coworkers, and the rumors have been run- ning tampant for the past several weeks. We stopped some of that with the meet- ings last week and this week, by sharing our plans and showing them the organizational chart. But we've lost a lot of time in getting to this point and now we need to move quickly to get people into their new teams and to start recruiting immediately." Susan stressed. "You had mentioned initially that you were looking for a team-building activity?" Nathan asked, remembering their phone conversation. "Yes. With these new teams, only a few of them have worked together closely before. This will require a new kind of coordination among the team members- instead of doing their own thing and managing their own projects, they'll be part of a team to support each business function. They'll still have their own responsi- bilities, but they will need to share information, determine a strategy and direction, and take on new and unfamiliar responsibilities. I'm thinking that some kind of team-building activity would be really helpful to them they could get to know each other better, perhaps in a social setting. The other thing I was thinking sinc- we talked on the phone is doing a personality test like the Myers-Briggs or anothe assessment so that people could examine each other's working style? I just don know where to start." The conversation began to die down, and Susan posed the final question. "So after all of that do you think you can help us?" Susan inquired. "I think there are a couple of things that come to mind that could help make this transition smoother," Nathan said. "Why don't I put together a proposal for how I think things could proceed, and we can take it from there?" "I would really appreciate that. You come highly recommended and I appreciate your insights and guidance," Susan said. "I look forward to reading your proposal