Question

Case study
Suhas is a senior employee of A&B law firm having its head office in Chennai and branches at
all the major cities in the country. The managing partner of the firm asked Mr. Suhas to head its
southern branch at Bangalore.
The firm has been quite successful since its inception in 1955s, but has witnessed high turnover
among its younger staff in the last five years. The managing partner is convinced that salary is
not the cause of attrition, because a recent survey indicated that the firms' salary structure is
competitive with that of other firms, driven by this incomprehension, the managing partner wants
Suhas to find out the real reasons.
Having settled in Bangalore, Suhas met the four senior managers to determine why the branch
has had such a high attrition rate among the younger staff. Karan, age 45, states that the
younger staff lacks dedication and fails appreciate the career opportunities provided by the firm.
Gowda, age 51, says the younger employees are always complaining about the lack of
meaningful feedback on their performance, and many have mentioned that they would like to
have sponsor in the organization to assist with their development. Gowda further explains that
the firm does not provide performance rating toitsstaff and the previous manager had always
maintained an open door policy. Mohan, aged 38, says he has received complaints that training
is not relevant and is generally dull. He explains that various persons in the firm who worked
with training from time to time acted mainly on guidance from Chennai. Shoba, aged 34, says
she believes that the root of the problem is the absence of an HR department. However, she
says that when the idea was mentioned to the managing partner in Chennai, it was totally
rejected.

Questions:
1.how would you sell the idea of the HR department to the managing partner?
2. What type of organisational structure would you recommend?

Answer 1

Answer:

1) And unfortunately, many business leaders mainly associate their HR departments with hiring, firing, payroll and compliance issues — not as a source of transformational ideas that increase profitability.