Case 2: PROMOTION OF MR. RITESH MASHROO
Mr. Ritesh Mashroo was Senior Sales Manager working in Indian Lever Limited, a most reputed FMCG company for a decade. He was an excellent worker and had always achieved beyond the target assigned by his superior. In March 2001 when he returned from his official tour of 15 days, he came to know from his colleagues that the promotion list has been displayed and his name does not appear in that list. On hearing this he felt annoyed, humiliated and in his gush of anger entered the office of Mr. Mithun Chatterjee, General Manager (Marketing) and began to discuss:
Mr. Mashroo: Why I have not been promoted, Sir? Since last year you are assuring me to continue working hard and that I would be promoted this year. This year too, you have not promoted me. What is the matter?
(Mr. Chatterjee felt insulted at Mr. Mashroo's behaviour as some guest were waiting outside his cabin)
Mr. Chatterjee: First take your seat and cool down. I am indeed surprised to find your name missing in the promotion list, even though I had recommended you for promotion. As you are aware, these days Vice President (Marketing) decides on all matters related to promotion and he mentioned about the feedback from the field staff he had received regarding your poor interpersonal skills. So, I suggest you that you be careful about your work behaviour and try to improve upon it. We will see next time.
Mr. Mashroo was very angry at Mr. Chatterjee's remark and left the office uttering that he would meet VP Marketing on this issues. Next day he went to meet Mr. P. Venkatraman who was very busy with board meeting. On seeing Mr. Mashroo waiting, he called him inside and inquired about the matter.
Mr. Mashroo: Good morning Sir, I have come to know from Mr. Chatterjee that I have not been given promotion because of my poor interpersonal skills. Sir, you may be aware that the new sales staff is very arrogant because they proclaim that they have postgraduate degree from renowned business schools in the country and they are not interested in working in the field. That is why I have to be strict in managing them, as our ultimate goal is to achieve the target.
Mr. Venkatraman: Mr. Mashroo, don’t feel annoyed. I was just informally discussing with Mr. Chatterjee that if you started working on your problems you would become VP in few years' time. But as far as this promotion is concerned, I have already given you 4 rating in your performance and recommended you for the same. I think that HR department might have made certain changes in the grading and that may have worked against your benefit. Why will I harm you in getting the promotion; after all, you are the high performer in the company.
Mr. Mashroo: how can it happen, Sir? How can they change the performance rating that you have given? Then in that case I would like to meet HR Head to know the reason.
Mr. Venkatraman: You may meet HR Head, buut it is too late for this year.
Next day, Mr. Mashroo goes to meet Mr. Ashok Motiramani, Head of Human Resource Department.
Mr.Mashroo: Good morning, Sir. I have a problem regarding my promotion. I am the only person in the marketing department who had for the past five years achieved beyond the target. But this time I have not been given promotion. Mr. Venkatraman told me, that he had recommended my promotion, but it seems HR Department has revised the list and I am deprived of promotion.
Mr. Ramani: Mr. Mashroo, take it for granted that we cannot change the rating or modify the recommendation of your VP (Marketing) because he is your HOD. Ultimately, HOD is the final decision-maker for promotional issues of a department. I am sorry I cannot do anything for you.
Mr. Mashroo moves out of HR department, unable to decide what to do. Finally he decided to go for a long leave.
Questions
1. What is the problem of Mr. Mashroo? And who is preventing him from being promoted?
2. Identify the problems in the performance appraisal system of this country?
3. What actions are expected from VP (Marketing) and HR Head on the issue?
4. What steps need to be taken to avoid this situation in future?
CASE STUDY 3 HUMAN RESOURCE MANAGEMENT CASE STUDY SITUATION
The president has called a meeting to get your feedback on Jack, a department manager. Jack is what some people call “from the old school” of management. He is gruff, bossy, and often shows an “it’s my way or the highway” attitude. Jack is about five years from retirement. Jack has a high turnover rate in his department. There have been several complaints on company surveys about him from his department and from outside his department. People have commented on the fact that Jack is “rude” during meetings and doesn’t let others contribute. There are times when he has belittled people in meetings and in the hallway. He also talks about his staff “critically” or “negatively” to other managers. But Jack also is a brilliantly talented person who adds a vast amount of needed knowledge and experience to the company. He is extremely dedicated to the company and lets people know this by his arrival each day at 6:30 a.m. and his departure at 6:00 p.m. He has been with the company for 32 years and he reports directly to the president. Jack has gone to the HR department and complained that the people his supervisors hire are not a good fit for the company. The new employees don’t listen and they have a poor work ethic. Jack feels that HR should do a better job screening people.
Questions:
What suggestions do you have for the president on
1. How to coach Jack
2. How to develop a personal improvement plan?
3. What areas would you suggest be first on Jack’s improvement plan?
4. What kind of timetable would you put in place?
5. How about milestones and consequences?
6. How should Jack be coached and by whom?
7. Is it worth the effort, since he might be retiring soon?
After introductions, the president will ask you for your “How to Coach Jack” plan. Each member of the team (individual) should contribute to the plan details.
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