Case study
Case study analysis and answer questions
Company: Workforce Solution Services Inc
a year ago 40
Unit5casestudy.pdf
HRM307CaseStudiesJune2021.pdf
Unit5casestudy.pdf
Copyright Post University 2022, All Rights Reserved
Due Date: 11:59 pm EST, Sunday of Unit 5 Points: 100 Overview: To understand how to design a comprehensive compensation strategy, you will apply your learning to the selected case study. Instructions: Continue with the same company you selected for Case Study 1 analysis.
• Record your name, the date, and the company name you have chosen for your case study on the title page of your paper.
Take time to read and review Chapters 5-8 to answer these questions.
Answer the following questions for the case study you have chosen. Read all aspects of your case study carefully. Please make sure you address each question thoroughly and clearly. Each question should be at least 2-3 paragraphs to illustrate your understanding. Review the grading rubric before writing your paper.
1) Review the Workforce Description in the case study you have selected. Select a Customer Facing position in the Workforce Description (EXCLUDE SALES). If you had to perform a job analysis on this position, how would you do it? Be specific.
2) What type of structure (Job-based, Skill-based, Competency-based, Blended) would best fit your organization and why?
3) What job evaluation method would you use to determine your positions' relative worth to develop the internal hierarchy, equity, and external competitiveness? Why?
4) If you were to design a Competency-Based pay structure, what are the most important (core) competencies (select the top five) you would choose for your organization and why? What are the advantages of a competency-based pay system? What are the disadvantages?
HRM307 – Compensation & Benefits Case Study 2
Copyright Post University 2022, All Rights Reserved
5) What are the factors that shape your organization's external competitiveness to recruit and retain employees? Discuss your specific labor market factors (supply and demand), product market factors (competition and product demand), and the organization factors (industry, strategy, size, etc.). From this information and your organizations' ability to pay, where would you position your organization's overall competitive pay policy (lead, market, or lag) and why?
6) If you were going to select jobs to include in a benchmark survey to ensure that your pay is competitive, which jobs would you choose and why (review Workforce Description)?
7) In designing your internal pay structure, would you design pay ranges and grades, OR broadbands, and why?
Requirements:
• Submit a Word document in APA format (double spaced with references and APA in text citations).
• Maximum 6 pages in length, excluding the Title and Reference pages. • At least two resources.
Be sure to read the criteria below by which your work will be evaluated before you write and again after you write.
Copyright Post University 2022, All Rights Reserved
Evaluation Rubric for Case Study 2
CRITERIA Deficient Needs Improvement
Proficient Exemplary
0 – 17 points 18 – 23 points 24 – 29 points
30 points
Relevance Does not understand each question nor its relevance to the learning material
Generally, understands each question and its relevance to the learning material
Mostly understands each question and its relevance to the learning material
Completely understands each question and its relevance to the learning material
Complete and Concise
Fails to answer each question thoroughly and concisely
Somewhat answers each question thoroughly and concisely
Mostly answers each question thoroughly and concisely
Thoroughly answers each question completely and concisely
Support Fails to provide relevant examples and/or sources supporting each answer
Generally, it provides relevant examples and/or sources supporting each answer
Mostly provides relevant examples and/or sources supporting each answer
Completely provides relevant examples and/or sources supporting each answer
0 – 5 points 6 – 7 points 8 – 9 points 10 points Clear and Professional Writing and APA Format
Errors impede professional presentation; guidelines not followed.
Significant errors that do not impede professional presentation.
Few errors that do not impede professional presentation.
Writing and format are clear, professional, APA compliant, and error-free.
- Overview:
- Instructions:
- Requirements:
- Evaluation Rubric for Case Study 2
HRM307CaseStudiesJune2021.pdf
Copyright Post University 2022, All Rights Reserved
Select a hypothetical company (Workforce Solutions Services, Inc., Global Braking Components Corp., or Worldglobe Biotech Corp.) from one of the columns below which interests you. You will use this case study to apply your learning in Unit 3, 5, and 7.
Company Name Vision
Workforce Solutions Services Inc. (WSS) Making HR Easier
Global Braking Components Corp. (GBC) Designing and Producing a World Class Product
Worldglobe Biotech Corp. (WBC) Developing the Next Generation of Biotech Solutions
Industry - Product
Service – Staffing and Workforce Solutions
Manufacturing – Automotive components Research – Biotech and Pharmaceuticals
# Employees 5,000 employees - US and Canada Temporary and permanent staffing, outsourcing, and innovative workforce solutions (payroll, on site workforce management, recruiting, temporary solutions, outplacement).
200 employees - Global manufacturing - 5 locations
Braking component supplier to US automotive manufacturers.
10,000 employees - Global Biotechnology and pharmaceuticals.
Financial Overview
Modestly Profitable 20% profit margins
Low Profitability 8% profit margins
Very Profitable 40% profit margins
HRM307 – Compensation & Benefits
Case Studies
Copyright Post University 2022, All Rights Reserved
Strategic Emphasis
Acquiring new customers. Experimentation and searching for opportunities are valued.
Acquire new resources. Obtain new opportunities. Differentiation. Continuous Development. Transformational changes to the market. Focus on growth – expand service offerings. Long term approach. Increase market share.
Permanence and stability. Efficiency, control and smooth operations are important.
Improve Quality. Increase sales/reduce cost. Reduce safety incidents. Increase operational efficiency. Maintain key customers and markets and increase sales in current market space. Short term approach – investor owned. Sell the business.
Competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant.
Increase market share. Develop new customers. Deliver new products to the market. Increase profitability. Obtain goals
Market Service differentiation Low product cost Product differentiation Position Provide new solutions to the customer Product centered
Manage the customer Customer centered
Objectives An organization that focuses on selling product bundles/systems. They deliver products and services as a package
An organization that is focused on producing and selling excellent products (basic philosophy is customers will buy product because it is the best in the marketplace)
An organization that is aware of their customers and knows to whom they are selling and segments their customers and tailors marketing campaigns by segment. Looks for cross selling opportunities.
Competitors Many competitors Steady competition Few competitors Criteria for Success
The organization defines success on the basis of having the most unique or newest services. It is a service leader and innovator. Goal is to outpace and outperform the competition with new opportunities, provide unique cutting- edge workforce solutions
The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling and low-cost production are critical.
The organization defines success on the basis of winning in the marketplace and outpacing the competition. Competitive market leadership is key.
Organization Culture
Commitment to innovation and development. There is an emphasis on being on the cutting edge.
Risk Taking, Performance, Long Term Thinking, Unstructured Environment, Flexible, Creative, Shared Decision Making, Freedom to Act.
Formal rules and policies. Maintaining a smooth-running organization is important.
Stability, Management Control, Structure, Hierarchy, Centralized Decision Making, Process Focused, Formal Planning and Approvals, Internal Consistency/Uniformity, Timeliness, Organization
Emphasis on achievement and goal accomplishment. Aggressiveness and winning are common themes.
Customer Focus, Results Oriented, Diversity, Innovation, Learning/Development, Personal Growth, High Performance, Collaboration.
Copyright Post University 2022, All Rights Reserved
Dominant Characteristics
The organization is a very dynamic entrepreneurial place. People are willing to stick their necks out and take risks.
The organization is a very controlled and structured place. Formal procedures generally govern what people do.
The organization is very results oriented. A major concern is with getting the job done. People are very competitive and achievement oriented.
Leadership The leadership in the organization is generally considered to exemplify entrepreneurship, innovating, or risk taking.
The leadership in the organization is generally considered to exemplify coordinating, organizing, or smooth- running efficiency.
The leadership in the organization is generally considered to exemplify a no- nonsense, aggressive, results-oriented focus.
Management of employees
The management style in the organization is characterized by individual risk-taking, innovation, freedom, and uniqueness.
The management style in the organization is characterized by security of employment, conformity, predictability, and stability in relationships.
The management style in the organization is characterized by hard-driving competitiveness, high demands, and achievement.
Values Honesty, Diversity, High Performance, Innovation, Risk Taking, Learning, Balance, Flexibility
Integrity, Results, Continuous Improvement, Problem Solving, Accountability
Trust, Respect, High Performance, Expertise, Creativity, Problem Solving, Results
Workforce Description
Employee specialization – Temporary labor which includes clerical, administrative, assemblers, machine
Employee specialization – Manufacturing Engineers, Material Planners, Operations Specialists, Machine Maintenance
Employee specialization – Biochemists, Bio-pharmacologists, Research Scientists, Engineers, Program Managers, Supply
operators, inspectors Other key positions include Information Technology Business Analysts, Information Technology Specialists, Cost Accountants, Safety Specialists, Sales Managers, On site Client Managers, Media, Communications and Media Specialists.
Diverse workforce with broad range in age.
Customer Facing – Temporary Labor assigned to client sites, such as Assemblers, Administrative Assistants, and Clerks, as well as Sales Managers, Solution Managers, and On-site client Managers
Technicians, Machine Operators, Manufacturing Technicians, Assemblers, Materials Handlers.
Other key positions include Information Technology Manager, HR Manager, Plant Manager, Finance Manager, Safety Manager
Older diverse workforce with long service.
Customer Facing – Sales Manager, Quality Manager, Engineering Manager, Plant Manager
Chain Managers, Information Technology, Clinical Affairs, Medical Officers, Regulatory Specialists.
Diverse and global workforce. Collaborative. Team focused. Recent graduates with PhD, MS degrees. Younger workforce.
Customer Facing – Sales Managers, Marketing Managers, Research Managers, Clinical Managers, Quality Managers, Medical Officers, Regulatory Managers
Copyright Post University 2022, All Rights Reserved
External labor market availability
The labor market is not readily available. Competition with other companies is fierce.
Machine Operators and Assemblers are recruited locally but difficult to find. Specialized engineering skills are difficult to find locally and recruiting comes from out of state or up to 35 miles outside the facility.
High demand for high tech talent. Most of the company facilities are located in urban areas near universities. Supply of talent is available but the company competes with several large biopharma industries throughout the US.
Unit5casestudy.pdf
Copyright Post University 2022, All Rights Reserved
Due Date: 11:59 pm EST, Sunday of Unit 5 Points: 100 Overview: To understand how to design a comprehensive compensation strategy, you will apply your learning to the selected case study. Instructions: Continue with the same company you selected for Case Study 1 analysis.
• Record your name, the date, and the company name you have chosen for your case study on the title page of your paper.
Take time to read and review Chapters 5-8 to answer these questions.
Answer the following questions for the case study you have chosen. Read all aspects of your case study carefully. Please make sure you address each question thoroughly and clearly. Each question should be at least 2-3 paragraphs to illustrate your understanding. Review the grading rubric before writing your paper.
1) Review the Workforce Description in the case study you have selected. Select a Customer Facing position in the Workforce Description (EXCLUDE SALES). If you had to perform a job analysis on this position, how would you do it? Be specific.
2) What type of structure (Job-based, Skill-based, Competency-based, Blended) would best fit your organization and why?
3) What job evaluation method would you use to determine your positions' relative worth to develop the internal hierarchy, equity, and external competitiveness? Why?
4) If you were to design a Competency-Based pay structure, what are the most important (core) competencies (select the top five) you would choose for your organization and why? What are the advantages of a competency-based pay system? What are the disadvantages?
HRM307 – Compensation & Benefits Case Study 2
Copyright Post University 2022, All Rights Reserved
5) What are the factors that shape your organization's external competitiveness to recruit and retain employees? Discuss your specific labor market factors (supply and demand), product market factors (competition and product demand), and the organization factors (industry, strategy, size, etc.). From this information and your organizations' ability to pay, where would you position your organization's overall competitive pay policy (lead, market, or lag) and why?
6) If you were going to select jobs to include in a benchmark survey to ensure that your pay is competitive, which jobs would you choose and why (review Workforce Description)?
7) In designing your internal pay structure, would you design pay ranges and grades, OR broadbands, and why?
Requirements:
• Submit a Word document in APA format (double spaced with references and APA in text citations).
• Maximum 6 pages in length, excluding the Title and Reference pages. • At least two resources.
Be sure to read the criteria below by which your work will be evaluated before you write and again after you write.
Copyright Post University 2022, All Rights Reserved
Evaluation Rubric for Case Study 2
CRITERIA Deficient Needs Improvement
Proficient Exemplary
0 – 17 points 18 – 23 points 24 – 29 points
30 points
Relevance Does not understand each question nor its relevance to the learning material
Generally, understands each question and its relevance to the learning material
Mostly understands each question and its relevance to the learning material
Completely understands each question and its relevance to the learning material
Complete and Concise
Fails to answer each question thoroughly and concisely
Somewhat answers each question thoroughly and concisely
Mostly answers each question thoroughly and concisely
Thoroughly answers each question completely and concisely
Support Fails to provide relevant examples and/or sources supporting each answer
Generally, it provides relevant examples and/or sources supporting each answer
Mostly provides relevant examples and/or sources supporting each answer
Completely provides relevant examples and/or sources supporting each answer
0 – 5 points 6 – 7 points 8 – 9 points 10 points Clear and Professional Writing and APA Format
Errors impede professional presentation; guidelines not followed.
Significant errors that do not impede professional presentation.
Few errors that do not impede professional presentation.
Writing and format are clear, professional, APA compliant, and error-free.
- Overview:
- Instructions:
- Requirements:
- Evaluation Rubric for Case Study 2
HRM307CaseStudiesJune2021.pdf
Copyright Post University 2022, All Rights Reserved
Select a hypothetical company (Workforce Solutions Services, Inc., Global Braking Components Corp., or Worldglobe Biotech Corp.) from one of the columns below which interests you. You will use this case study to apply your learning in Unit 3, 5, and 7.
Company Name Vision
Workforce Solutions Services Inc. (WSS) Making HR Easier
Global Braking Components Corp. (GBC) Designing and Producing a World Class Product
Worldglobe Biotech Corp. (WBC) Developing the Next Generation of Biotech Solutions
Industry - Product
Service – Staffing and Workforce Solutions
Manufacturing – Automotive components Research – Biotech and Pharmaceuticals
# Employees 5,000 employees - US and Canada Temporary and permanent staffing, outsourcing, and innovative workforce solutions (payroll, on site workforce management, recruiting, temporary solutions, outplacement).
200 employees - Global manufacturing - 5 locations
Braking component supplier to US automotive manufacturers.
10,000 employees - Global Biotechnology and pharmaceuticals.
Financial Overview
Modestly Profitable 20% profit margins
Low Profitability 8% profit margins
Very Profitable 40% profit margins
HRM307 – Compensation & Benefits
Case Studies
Copyright Post University 2022, All Rights Reserved
Strategic Emphasis
Acquiring new customers. Experimentation and searching for opportunities are valued.
Acquire new resources. Obtain new opportunities. Differentiation. Continuous Development. Transformational changes to the market. Focus on growth – expand service offerings. Long term approach. Increase market share.
Permanence and stability. Efficiency, control and smooth operations are important.
Improve Quality. Increase sales/reduce cost. Reduce safety incidents. Increase operational efficiency. Maintain key customers and markets and increase sales in current market space. Short term approach – investor owned. Sell the business.
Competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant.
Increase market share. Develop new customers. Deliver new products to the market. Increase profitability. Obtain goals
Market Service differentiation Low product cost Product differentiation Position Provide new solutions to the customer Product centered
Manage the customer Customer centered
Objectives An organization that focuses on selling product bundles/systems. They deliver products and services as a package
An organization that is focused on producing and selling excellent products (basic philosophy is customers will buy product because it is the best in the marketplace)
An organization that is aware of their customers and knows to whom they are selling and segments their customers and tailors marketing campaigns by segment. Looks for cross selling opportunities.
Competitors Many competitors Steady competition Few competitors Criteria for Success
The organization defines success on the basis of having the most unique or newest services. It is a service leader and innovator. Goal is to outpace and outperform the competition with new opportunities, provide unique cutting- edge workforce solutions
The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling and low-cost production are critical.
The organization defines success on the basis of winning in the marketplace and outpacing the competition. Competitive market leadership is key.
Organization Culture
Commitment to innovation and development. There is an emphasis on being on the cutting edge.
Risk Taking, Performance, Long Term Thinking, Unstructured Environment, Flexible, Creative, Shared Decision Making, Freedom to Act.
Formal rules and policies. Maintaining a smooth-running organization is important.
Stability, Management Control, Structure, Hierarchy, Centralized Decision Making, Process Focused, Formal Planning and Approvals, Internal Consistency/Uniformity, Timeliness, Organization
Emphasis on achievement and goal accomplishment. Aggressiveness and winning are common themes.
Customer Focus, Results Oriented, Diversity, Innovation, Learning/Development, Personal Growth, High Performance, Collaboration.
Copyright Post University 2022, All Rights Reserved
Dominant Characteristics
The organization is a very dynamic entrepreneurial place. People are willing to stick their necks out and take risks.
The organization is a very controlled and structured place. Formal procedures generally govern what people do.
The organization is very results oriented. A major concern is with getting the job done. People are very competitive and achievement oriented.
Leadership The leadership in the organization is generally considered to exemplify entrepreneurship, innovating, or risk taking.
The leadership in the organization is generally considered to exemplify coordinating, organizing, or smooth- running efficiency.
The leadership in the organization is generally considered to exemplify a no- nonsense, aggressive, results-oriented focus.
Management of employees
The management style in the organization is characterized by individual risk-taking, innovation, freedom, and uniqueness.
The management style in the organization is characterized by security of employment, conformity, predictability, and stability in relationships.
The management style in the organization is characterized by hard-driving competitiveness, high demands, and achievement.
Values Honesty, Diversity, High Performance, Innovation, Risk Taking, Learning, Balance, Flexibility
Integrity, Results, Continuous Improvement, Problem Solving, Accountability
Trust, Respect, High Performance, Expertise, Creativity, Problem Solving, Results
Workforce Description
Employee specialization – Temporary labor which includes clerical, administrative, assemblers, machine
Employee specialization – Manufacturing Engineers, Material Planners, Operations Specialists, Machine Maintenance
Employee specialization – Biochemists, Bio-pharmacologists, Research Scientists, Engineers, Program Managers, Supply
operators, inspectors Other key positions include Information Technology Business Analysts, Information Technology Specialists, Cost Accountants, Safety Specialists, Sales Managers, On site Client Managers, Media, Communications and Media Specialists.
Diverse workforce with broad range in age.
Customer Facing – Temporary Labor assigned to client sites, such as Assemblers, Administrative Assistants, and Clerks, as well as Sales Managers, Solution Managers, and On-site client Managers
Technicians, Machine Operators, Manufacturing Technicians, Assemblers, Materials Handlers.
Other key positions include Information Technology Manager, HR Manager, Plant Manager, Finance Manager, Safety Manager
Older diverse workforce with long service.
Customer Facing – Sales Manager, Quality Manager, Engineering Manager, Plant Manager
Chain Managers, Information Technology, Clinical Affairs, Medical Officers, Regulatory Specialists.
Diverse and global workforce. Collaborative. Team focused. Recent graduates with PhD, MS degrees. Younger workforce.
Customer Facing – Sales Managers, Marketing Managers, Research Managers, Clinical Managers, Quality Managers, Medical Officers, Regulatory Managers
Copyright Post University 2022, All Rights Reserved
External labor market availability
The labor market is not readily available. Competition with other companies is fierce.
Machine Operators and Assemblers are recruited locally but difficult to find. Specialized engineering skills are difficult to find locally and recruiting comes from out of state or up to 35 miles outside the facility.
High demand for high tech talent. Most of the company facilities are located in urban areas near universities. Supply of talent is available but the company competes with several large biopharma industries throughout the US.