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CASE STUDY :HRD DILEMMA
Sukumar Vyas read the message on his E-mail, It was an anxious and urgent message from Sudeep Rai, the vice-president of human resource development (HRD) at Trifle India Ltd. (TIL). It read : "TIL is downsizing in a big way, and this comes as a shock to me. It was not on the agenda when I accepted their offer, and I am wracked by a tremendous feeling of despair over this exercise. The agitation I am feeling is straining my objectivity. I need to talk to you urgently,•,
Vyas pondered for a minute. Rai`s inner conflict was not alien to him However, he also knew that Rai would have to experience this conflict if he had to find a solution. Vyas`s message back to Rai read: "I know your feeling. But you need to sift anger from concern. It can be debilitating. Do not react. You need to respond. There is no value in pitting `what was` with `what is`. You are at TIL and there is a development metaphor in downsizing too, if you look for it. I will now speak to you on Saturday, 10 p.m." Rai read the message with disappointment. He had hoped that his former professor and guide of 15 years would once again provide him with some much-needed light on his new dilemma. His feeling of disappointment with TIL was overwhelming.
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Read the case entitled `HRD Dilemma` and answer the following
questions :
(a) To what .extent would you attribute the responsibility for the current state of affairs in the company to the management ? Explain with examples from the case if the management could have avoided the situation if proper human resource planning was undertaken in advance, and if so, illustrate the steps involved in human resource planning.
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(b) Do you agree with the manner in which the management has gone about addressing the problem ?
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