1) Identify the main HR issue in the case and provide a brief explanation on why you chose this as the main HR issue , this should be identified to be the root cause of thecurrent problem facing Paolo2) How could this (the main HR issue) have been avoided? Provide details and a clear explanation that is linked to the case. Identify ten (10) HR elements in the caseThese HR elements refer to any HRconcepts, theories, terms, topics etc that you can identify form the various HR topicscovered and discussed.each HR element must contain a direct referencefrom the case (using quotation marks) that relate to that HR element. employees filling it. As Paolo said, "I was losing two to three employees a month." He also said,"We're a high-volume store, and while we should have [to fill all the hours in a week] about sixemployees per store, we were down to only three of four, so my managers and I were really underthe gun"The problem was bad at the hourly employee level: "We were churning a lot at the hourly level,"said Paolo. "Applicants would come in, my managers or I would hire them and not spend muchtime preparing them for the roles and responsibilities associated with her new position, and thegood ones would leave in frustration after a few weeks, while often it was the bad ones who'dstay behind." But in the last 2 years, Paolo's three company-owned stores also went through atotal of three store managers - "they were just blowing through the door," as Paolo put it, in partbecause, without good employees, their workday was brutal. As a rule, when a small-businessowner or manager can't find enough employees (or an employee doesn't show up for work), about80% of the time the owner or manager does the job him or herself. So, these managers oftenended up working 7 days a week, 10 to 12 hours a day, and many just burned out in the end. Onenight, working three jobs himself with customers leaving in anger, Paolo decided he'd never justhire someone because he was desperate again, but would start doing his hiring more rationally.As a local business, Paolo recruits by placing help-wanted ads in two local newspapers, and he'sbeen "shocked" at some of the responses and experiences he's had in response to his help-wanted ads. Many of the applicants left voice mail messages (Paolo or the other workers in thestore were too busy to answer), and some applicants Paolo "just axed" on the assumption thatpeople without good telephone manners wouldn't have very good manners in the store, either.He also quickly learned that he had to throw out a very wide net, even if only hiring one or twopeople. Many people, as noted, he just deleted because of the messages they left, and about halfof the people he scheduled to come in for interviews didn't show up. He'd taken courses in humanresource management, so (as he said) "I should know better," but he hired people based almostexclusively on a single interview (he occasionally made a feeble attempt to check references). Intotal, his HR approach was obviously not working. It wasn't producing enough good recruits, andthe people he did hire were often problematical.Paolo knew that that he could identify many of the traits that his employees needed. As he said,"It's much better to spend time up-front screening out candidates that don't fit than to hire themand have to put up with their ineffectiveness." For example, he knew that not everyone has thetemperament to be a server (he has a small pizza/ Italian restaurant at the back of his main store).As Paolo said, "I've seen personalities that were off the charts in assertiveness or overlyintroverted, traits that obviously don't make a good fit for a waiter or waitress." What was helooking for? Service-oriented courteous people, for one. For example, he'd hired one employeewho used profanity several times, including once in front of a customer. On that employee's thirdday, Paolo had to tell her, "I think Paolo's isn't the right place for you," and he fired her. As Paolosaid, "I felt bad, but also knew that everything I have is on the line for this business, so I wasn'tgoing to let anyone run this business down." Paolo wants reliable people (who'll show up on time),honest people, and people who are flexible about switching jobs and hours as required.Paolo's pizza business has only the most rudimentary human resource management system.Paolo bought several application forms at a local Office Depot, and rarely uses other forms of anysort. He uses his personal accountant for reviewing the company's books, and Paolo himselfcomputes each employee's paycheck at the end of the week and writes the checks. Training isentirely on-the-job. Paolo personally trained each of his employees. For those employees who goon to be store managers, he assumes that they are training their own employees the way Paolotrained them (for better or worse, as it turns out). Paolo pays "a bit above prevailing wage rates(judging by other help-wanted ads), but he thinks it's not enough to make a significant differencein the quality of employees that he attracts. If you asked Paolo what his reputation is as anemployer, Paolo, being a candid and forthright person, would probably tell you that he is asupportive but hard-nosed employer who treats people fairly, but whose business reputation maysuffer from disorganization stemming from his HR issues. He approaches you to ask for advice.

Introduction: The case study highlights the HR challenges faced by Paolo, a small business owner…

1) Identify the main HR issue in the case and provide a brief explanation on why you chose this as the main HR issue , this should be identified to be the root cause of the current problem facing Paolo 2) How could this (the main HR issue) have been avoided? Provide details and a clear explanation that is linked to the case.

1) Identify the main HR issue in the case and provide a brief explanation on why you chose this as the main HR issue , this should be identified to be the root cause of the current problem facing Paolo 2) How could this (the main HR issue) have been avoided? Provide details and a clear explanation that is linked to the case.

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

See similar textbooks

Similar questions

CASE STUDY 1: EMOTIONS AND THE CHANGING HR PROFESSION Kate completed her MSc in HRM and was excited about a career in the HR profession. She knew from her studies that HR professionals spent a lot of time of dealing with emotionally charged situations such as managing redundancies, grievances and disciplinary procedures. However, she loved working with people, was known to be a caring and empathetic person and measured highly on Emotional Intelligence measures, so she felt the HR profession would be an ideal occupation to combine her interest in business with people. She wanted to make a positive difference to people’s working lives as well as recognising the need to get the best out of people for the benefit of the organisation. When she was successful in her application for a HR assistant position in a large hospitality company, she was excited at the prospect of learning about the profession as a ’hands on’ HR professional and developing her professional expertise to ensure the…
1. Explain what human resource management (HR) is and howit relates to the management process.2. Give at least eight examples of how managers can use HRconcepts and techniques.3. Illustrate the HR management responsibilities of line andstaff (HR) managers.4. Provide a good example that illustrates HR's role informulating and executing company strategy.5. Write a short essay that addresses the topic: why metricsand measurement are crucial to today's HR managers.
Please use easy word
For each of the jobs or groups of jobs, identify a strategy for orienting, training and developing (i.e. continuing education/training) new employees in each job (or groups of jobs). This should include a new hire orientation as well as job/department specific training and development considerations. Identify how will you evaluate the success of your training and development plans, including both quantitative and qualitative measures Administrative HR Assitant/Returns inventory Processor/Mailroom Coordinator
1What specialized skills will the future HRIS professional need in order toeffectively manage an organization’s virtual human resource function? 2 What is manpower planning? How does it relate to other human resourcemanagement activities?
Avondale Industries’ training director conducted an employee survey and found that employees in several departments lacked trust and confidence in their supervisors. The director arranged for training of these supervisors to help them strengthen their interpersonal, communication, conflict resolution, and problem-solving skills. Why is it in the best interest of the organization to help its supervisors improve their performance and gain the trust and confidence of their direct reports? Helping individuals improve their performance through training helps the organization reach its strategic goals. Training supervisors to be more trustworthy will help them relate more effectively with their employees and encourage better communication. Providing training for individuals that focuses on improving skills allows employees to develop competencies for future jobs. Improving relationships between employees is an essential role for the training and development office and…
CASE STUDY 1: EMOTIONS AND THE CHANGING HR PROFESSION Kate completed her MSc in HRM and was excited about a career in the HR profession. She knew from her studies that HR professionals spent a lot of time of dealing with emotionally charged situations such as managing redundancies, grievances and disciplinary procedures. However, she loved working with people, was known to be a caring and empathetic person and measured highly on Emotional Intelligence measures, so she felt the HR profession would be an ideal occupation to combine her interest in business with people. She wanted to make a positive difference to people’s working lives as well as recognising the need to get the best out of people for the benefit of the organisation. When she was successful in her application for a HR assistant position in a large hospitality company, she was excited at the prospect of learning about the profession as a ’hands on’ HR professional and developing her professional expertise to ensure the…
Joan decided to engage an HR software designer to automate and manage staff issues. The software should be implemented within 7 months to ensure that Staff remains motivated during the planned acquisition period. We have to design an Action Plan to include an advisory mechanism of the specific 4 areas that the new HR software should be able to execute.
You were asked as a HR Consultant to present on the topic, “Dealing with appraisal problems.” Explain to the group of managers, what intentional errors are and suggest at least two (2) training programmes which can be utilized in reducing these errors.
Apply an Ethical Framework and determine the best ethical approach to use for deciding two ethical cases. Purpose: Give students the opportunity to develop a framework for making ethical decisions when faced with work dilemmas Assignment Description: Read the following cases on the Markkula Ethics website and make a recommendation using the following guidelines: Identify the stakeholders involved in the case. Suggest some possible solutions to the issues described in the case. Identify challenges that various stakeholders may encounter with your suggested alternatives. Apply the information on the “Approaches to Ethical Decision Making” from the Markkula website to determine the best approach for each of the cases.https://www.scu.edu/ethics/ethics-resources/ethical-decision-making/ Present your recommended solutions in written form. Cases: Off the Clock https://www.scu.edu/ethics/focus-areas/more/engineering-ethics/engineering-ethics-cases/off-the-clock/ The Case of the Performance…
The commercial and HR scheduling methodology where workers are understood as a means to an end and where workers requests are based on communal needs, is described as: a) Business strategy driving or primary HR strategy b) HR abilities leading to business strategy c) HR plan contributing to business-level strategy and vice versa d) Corporate strategy and commercial strategy are completely separate e) None of the above
Explain the application of S.W.O.T analysis? Why PESTEL analysis is important for HR manager? (05+10)