CASE STUDY FOR HR

Satish was a Sales Manager for Industrial Products Company in City branch. A week ago,
he was promoted and shifted to Head Office as Deputy Manager - Product Management for
a
division of products which he was not very familiar with. Three days ago, the company VP -
Mr. George, convened a meeting of all Product Managers. Satish's new boss (Product
Manager Ketan) was not able to attend due to some other preoccupation. Hence, the
Marketing Director, Preet - asked Satish to attend the meeting as this would give him an
exposure into his new role.
At the beginning of the meeting, Preet introduced Satish very briefly to the VP. The meeting
started with an address from the VP and soon it got into a series of questions from him to
every Product Manager. George, of course, was pretty thorough with every single product of
the company and he was known to be pushy and a blunt veteran in the field. Most of the
Product Managers were very clear of George's ways of working and had thoroughly
prepared
for the meeting and were giving to the point answers. George then started with Satish.
Satish being new to the product, was quite confused and fared miserably.
Preet immediately understood that George had possibly failed to remember that Satish was
new to the job. He thought of interrupting George's questioning and giving a discrete
reminder that Satish was new. But by that time, George who was pretty upset with the lack
of preparation by Satish made a public statement "Gentlemen, you are witnessing here an
example of sloppy work and this can't be excused".
Now Preet was in two minds - should he interrupt George and tell him that Satish is new in
that position OR should he wait till the end of the meeting and tell George privately. Preet
chose the second option.
Satish was visibly angry at the treatment meted out by George but he also chose to keep
mum. George quickly closed the meeting saying that he found in general, lack of planning in
the department and asked Preet to stay back in the room for further discussions.
Before Preet could give any explanation on Satish, George asked him "Tell me openly, Preet,
was I too rough with that boy?" Preet said "Yes, you were. In fact, I was about to remind
you that Satish is new to the job". George explained that the fact that Satish was new to
the job didn't quite register with him during the meeting. George admitted that he had
made a mistake and asked his secretary to get Satish report to the room immediately.
A perplexed and uneasy Satish reported to George's room after few minutes.
George looking Satish straight into his eyes said "I have done something which I should
have never even thought of and I want to apologise to you. It is my mistake that I did not
recollect that you were new to the job when I was questioning you".
Satish was left speechless.
George continued "I would like to state few things clearly to you. Your job is to make sure
that people like me and your bosses do not make stupid decisions. We have good
confidence in your abilities and that is why we have brought you to the Head Office. For
everybody, time is required for learning. I will expect you to know all the nuances of your
product in three months’ time. Until then you have my complete confidence".
George closed the conversation with a big reassuring handshake with Satish.

HRIS
In-Depth Overview of the Human Resource Information System (HRIS)
The Human Resource Information System (HRIS) is a framework of software and processes
that organizations use to manage HR-related tasks. It typically involves the collection,
storage, management, and analysis of data concerning employees. An HRIS can support a
wide variety of HR activities, including recruitment, payroll, training, performance
management, and compliance.
1. Employee Onboarding and Role Transition
Satish’s promotion and transition from Sales Manager to Deputy Manager - Product
Management is a critical juncture in his career. An HRIS can aid in such transitions by:
 Tracking Career Progression: HRIS systems typically track employee career
trajectories and can help in aligning employees with new roles based on their skills
and experiences. In this case, the HRIS could have flagged Satish’s transition to a new
division, ensuring that appropriate training and support systems were in place.
  Training and Development Modules: A strong HRIS would feature onboarding and
continuous development plans for employees transitioning into new roles. Given
Satish’s unfamiliarity with the new product division, HRIS could have scheduled specialized
training, e-learning modules, or mentorship opportunities to accelerate his learning curve.

 Role-Specific Information: By integrating role-specific information into the HRIS, the system
could have given Satish easy access to detailed product knowledge, customer insights, and
performance metrics to ensure he was better prepared for the meeting with the VP.

2. Performance Management and Feedback

The case emphasizes Satish’s lack of preparation during the meeting, leading to a reprimand
from the VP. This presents an opportunity to discuss performance management systems
within HRIS:
 Goal Setting and Expectations: A comprehensive HRIS allows for clear goal setting,
both for employees and managers. When Satish transitioned to the new role, there
could have been a set of measurable performance objectives integrated into the HRIS
to ensure clarity on job expectations, timelines, and learning goals.
 Performance Reviews and Feedback Mechanisms: HRIS platforms often include
tools for real-time feedback and performance reviews. Satish could have received
feedback in a structured manner during the initial months of his role, which might
have helped him better prepare for high-pressure situations. In this case, Preet could
have used such a system to provide constructive feedback to Satish in private before
the VP meeting.
 Handling Mistakes and Apologies: George’s behaviour of directly addressing his
mistake with Satish demonstrates leadership accountability. An HRIS can track
instances of feedback, performance gaps, and corrective actions, ensuring that
managers like George can make timely interventions. Additionally, HRIS platforms
often support training in emotional intelligence and communication skills to reduce
misunderstandings in the workplace.
3. Employee Wellbeing and Conflict Management
Satish’s emotional reaction to the VP’s reprimand (anger and frustration) points to the
importance of employee wellbeing and conflict resolution:
 Wellbeing Programs: An HRIS that includes wellbeing programs could offer Satish
access to mental health resources, stress management workshops, or coaching
sessions to help him manage the emotional fallout from such an encounter. The
system could also monitor employee satisfaction, alerting HR if there are ongoing
issues of stress or dissatisfaction.
 Conflict Resolution Tools: HRIS can feature conflict management tools, where
managers can intervene early if an employee is struggling with workplace
interactions. In Satish’s case, Preet could have used such a system to track his
 emotional response and proactively guide him through the process of handling
workplace conflict effectively.
 Employee Engagement Surveys: The HRIS could also provide periodic surveys or
feedback tools to gauge Satish’s level of engagement and satisfaction with his new
role, which could help HR and leadership identify any issues early on.
4. Leadership Development and Succession Planning
George's apology and reassurances to Satish highlight the importance of leadership
development and fostering trust:
 Leadership Training: As part of the organization’s commitment to Satish’s future
growth, HRIS systems often include leadership training modules or leadership
pipelines for promising employees. These programs could help Satish adjust to his
new role and prepare for future challenges.
 Succession Planning: HRIS systems also track high-potential employees and assist in
succession planning. The company’s confidence in Satish, as evidenced by George’s
words, suggests that the organization sees potential in him. A good HRIS would
ensure that Satish is included in succession planning and that his development is
aligned with the company’s strategic objectives.
5. Communication and Support Structures
Communication plays a key role in the situation, particularly in Preet's decision to wait until
after the meeting to address George's oversight of Satish's newness. An effective HRIS can
enhance organizational communication by:
 Centralized Communication Tools: HRIS platforms often include communication
tools such as internal messaging, discussion boards, and feedback loops that allow
managers and employees to communicate effectively. In this case, Preet could have
used the system to send a note to George before the meeting or to help Satish
prepare more thoroughly.
 Manager Support Systems: HRIS can be used to track managerial support for new
employees. Preet, for instance, could have used the system to create a mentorship
program for Satish, ensuring that he had access to guidance from experienced
employees as he adjusted to the new role.
Conclusion
An HRIS plays a central role in ensuring the success of employees transitioning to new roles,
as well as providing a structured environment for performance management,
communication, and leadership development. In the case of Satish, a robust HRIS could have
facilitated a smoother transition, provided resources for rapid learning, and created an
environment where his performance was adequately supported and assessed.
While the absence of these tools was evident in Satish’s struggles, the case also
demonstrated the importance of leadership empathy and the willingness to admit mistakes
—qualities that can be supported and enhanced by HRIS systems designed to track both the
emotional and professional growth of employees.