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HR Case Study |The dilemma of a Human Resource professional

HR Case Study |The dilemma of a Human Resource professional

H&S Limited is a leader in high-end Fabrics having headquarters in Gujrat. The company records a turnover of rupees 1100 crore plus a year. A year back, H&S set up a unit at Kapadvanj ( 50 km away from Gujrat) to spin home fabrics. The firm hired Maarut as senior manager HR and asks him to operationalize the Kapadvanj unit.

Maarut (Sr. Manager HR) has a vision. Being a strong believer in positive actions, he plans to reach out to the rural areas and utilize the potentials of teenaged girls with plus two educational backgrounds having completed their 12th standard. An ideal routine of these girls are to sit at homes, idling their time, watch the TV serials endlessly and probably dreaming about their marriages even.

Junior colleges are located in their respective villages and it is easy for these girls to get enrolled in them. However, degree colleges are not nearby. The nearest degree college is minimum 12 km and no parents dare to send their daughters on such long distances and that too for obtaining degrees, which would not guarantee jobs but could make searching for suitable boys highly difficult.

These are the girls to whom Maarut wants to reach out. How to go about hiring 1400 people from a large number who can be hired? And in a state like Gujrat with around 18 districts. Maarut (Sr. Manager HR) studied the geography of all the 18 district and zeros in on 8 of them known for backwardness industriousness.

HR Case Study |The dilemma of a Human Resource professional
The dilemma of a Human Resource professional
Maarut then things of the principles of junior colleges in all the 8 districts as contact persons to identify potential candidates. This path is definite to ensure desirability and authenticity of the candidates. These girls were completely raw except the little educational background; they know nothing else they need to be trained. Maarut plans to set up a Training Centre at Kapadvanj with hostel facilities for new hires. Even he had hired Sunil, an MBA from the USA to head the training centre.

Everything is set and it is a bright day in October 2016. MD and the newly hired GM-HR came to Kapadvanj from Gujrat. 40 principles from different parts of the 8 districts also came on invitation from Maarut and Sunil. Discussions, involving all, go on up to 3:00 p.m. At that time, MD and GM -HR asked Maarut to meet them at the guest house to discuss some confidential matter.

In this meeting, Maarut is told that his style of functioning does not gel with the culture of H&S. He gets the shock of his life. He responds on expected lines by submitting his papers.

Back in his room, Maarut wonders what has gone wrong probably, the GM-HR being the same age as he is, is feeling jealous and insecure since the MD has all appreciation for the concept and the way things are happening. Maarut does not have regrets. Quite the opposite, he is happy that his concept is being followed though he has been sacked. After all, H&S has already hired 400 girls. With 3500 plus a month each, these girls and their parents now find it easy to find suitable boys.

Points to Ponder after reading this HR Case study?
  1. What made the MD transform his mind and go against Maarut? What role might the new GM -HR have played in the incident?
  2. Have you ever faced any such incidents?
  3. If you were Maarut, what would have been your reaction?

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