McClendon Dynamics

McClendon Dynamics

The project/exam below represents mini-case type scenarios. In designing this exam, I attempted to cover most of the key topic areas reviewed in the course. As such, this exercise serves to reinforce the learning of key concepts as well as the more specific factual knowledge to which you have been exposed. Consistent with the review nature of the exercise, several scenarios are explicitly set up to encourage you to draw off the learning from case analyses and class discussions.

In responding to the scenarios, please limit your responses to no more than an average of 1 type-written (single spaced) page each. (If you feel necessary, some can be longer than 1 page, but the total paper length should be limited to a maximum of seven pages.)  While limiting your responses to one page may possibly be a challenge in one or two scenarios, most scenarios can be completed easily in less than one page.

Background Information:

You are a consultant at McClendon Dynamics, a consultant organization that assists firms in the design of human capital (HC) strategies and related issues. Your distinctive expertise includes an array of HC strategic areas, including building effective HR strategies, compensation, performance evaluation, safety, and global HR. Recently you have worked on consulting projects for Microsoft, GE, Southwest Airlines, Four Seasons Hotel, Starbucks,  EZI, Alcoa, Gilt, Vitality Health Services, Sedoxo, Weavetech, and Alcoa, among other organizations. It is now February 13, 2015 and you have been assigned to work on projects with various clients. The projects include:

I. 7 Scenarios: All weighted Equally.

Scenario 1:

You are advising a hardware retail firm. It sales a broad array of products, ranging from garden supplies to home appliances to building materials. The firm focuses on dual market segments of both individual customers as well as contractors. It is considering using a commission based approach to compensating all its sales personnel. In other words, the more the employee sales the more he or she is paid. You are about to meet with the management team to share your ideas. In advising this client, what will you say are some   advantages with this approach? Conversely, what will you say are potential disadvantages of relying on this pay approach? What words of caution will you provide, especially concerning the dual market segments of customers?

Scenario 2:

You are advising the senior management team at a firm. The firm is considering redesigning the organization’s performance evaluation system. The current performance evaluation system is a simple checklist of performance dimensions. The management team is not satisfied with the current system, especially with respect to the failure of the evaluators to provide a range of evaluations or scores for subordinates. As a result of this dissatisfaction, the organization is considering a change in its approach. The senior team is to any ideas you can provide regarding a new approach. It is also your understanding there are some strategic initiatives underway with respect to quality improvement. You have worked with a number of firms regarding performance evaluation, including GE, Vitality, Alcoa, and Microsoft. You are about to meet with the management team. What will you say, especially perhaps with respect to the options or types of assessment approaches available, the advantages and disadvantages (and risks) of the various approaches, any keys to effective performance management, the important considerations in choosing an approach, etc, etc.?

Scenario 3:

You are working with a firm that has relied to a large degree on filling managerial positions from the external labor market. Recently it has become less satisfied with this approach and, thus, is considering moving to place greater emphasis on promotion from within. You are about to meet with the management team. You spent some time early in your career working at GE. What advice will you provide regarding the pros and cons (or  risks) of moving to an internal development or grow talent strategy as well as what it will take to execute such an approach, if the firm makes this shift from an approach which relies on hiring external candidates or a buy strategy?

Scenario 4:

You previously did work for a number of firms which dealt with global management and cross-cultural issues, including Four Seasons. You are now advising a firm that is going global. Previously restricted to domestic operations only, the firm intends to expand globally to place operations in several countries. What will you advise the firm with respect to its decision process to extend, or not extend, its domestic practices to all global locations? (What should be the firm’s major considerations in making this decision?) In aIDition, what advice will you provide about using (or not using) expats? etc.

Scenario 5:

You are advising a medium-sized employer. It has been expanding and management decided that it needed more effective HR to help build its HR practices. As a result, the firm just hired a new HR manager for whom you have been selected as an advisor and coach. (The previous HR manager was not perceived as effective.) Among other firms, you have worked with GE regarding the HR function. What key advice will you give the HR manager to ensure she is effective in his new HR position?

Scenario 6:
You area an expert on safety and you once consulted for Alcoa. You have now been hired to consult an organization in its effort to design and implement a program to improve its safety performance. You are about to meet with the senior management team about how you will approach assisting the organization, including advising the leadership about the keys to an effective program. What will you emphasize will be the keys to leading a safety strategy? And how will your likely suggestions relate to a change process?

Scenario 7:
You are working for a client who needs assistance in designing its compensation system. This client is a small employer that has been expanding steadily and, as a result, needs to become more systematic in its approach to rewards. Drawing off your knowledge about managing rewards, what will you advise this firm about how to approach deciding its reward system. Among the basic issues the client may be confronting may include: type of pay strategy and system to develop and what should be considered in making that choice; the issue of total rewards; pay for performance; etc. etc., What advice will you provide?