200740 Human Resource and Industrial Relations Strategy

Case Study: A Caring Concern

You are the newly appointed Executive Director, Human Resources of a company providing in-home services to elderly people. You were recruited from a smaller competitor and must now get used to a larger and faster growing organisation in a growth industry. The population is ageing and the health sector cannot cope with a rising level of institutionalised older people. The government is concerned about the long-term cost of locating a high proportion of older people in the hospital sector and the concept of providing support to the elderly in their own homes is a popular and cost-effective alternative. This support includes a range of provisions during an illness, after an operation or, in any case, after a doctor and an independent assessor has recommended support because of frailty or long-term health conditions.

You believe strongly in the quality of care and in your first week on the job, you examine feedback from a recent survey of clients. You read a lot of positive comments

Task:

You quickly realise the gravity of the situation and the complete lack of effective HR management in the company both in the short-term and in the longer-term. You send an email to the CEO requesting an urgent meeting to outline your concerns. To make yourself clear, you include the following in the email:

• an explanation of the importance of establishing systematic HR processes in line with the business strategy while maintaining quality and cost-effectiveness; and

• an outline of your HR strategic plan for system enhancement, employee engagement and building a performance-focused culture for the long term sustainability of the company’s competitive advantage.