Tony has been Director of HR at Team fun, a sporting goods manufacturer and retailer for three months. He is constantly amazed that the company does so well, considering that everything is so loose. Nothing is documented about the job roles and responsibilities. People apparently have been hired because Kenny and Norton, the owners and founders, like them or their relatives. Tony is lunching with Mary, a friend from college who now manages the HR function for a large financial investor. Tony tells Mary, “I don’t know if I should quit or what. They both got mad at me last week when I suggested smart cards for security. The employee handbook looks like a scrapbook from their kid’s High School days….No one has job descriptions. I don’t get it. Everyone likes working there. The job does get done. Am I the one with the problem?”
Mary replies “Couldn’t be you! It does sound like a great place to work. Has it grown fast in the last few years?”
Tony: “Unbelievably, It had 25 employees 5 years ago, now we have nearly 150.”
Mary: “That’s probably part of it. Remember how we discussed in the class that you could get by without a formal HR structure up to 100 employees?”
Tony: “Yeah. That was a great time! We did lots of team exercises and projects.”
Mary: “Anyway, maybe you could start with writing your own job description.”
Tony: “Then I could talk about the formal job evaluation processes. That’s a great idea”
QUESTIONS:
- Help Tony write his job description.
- What techniques should be used to gather data?
- How should he conduct the job analysis?
- What should he say to Kenny and Norton to get their consent on this project?
No comments:
Post a Comment