Harvard Case - Employee Activism
"Employee Activism" Harvard business case study is written by Ethan Rouen, Akari Furukawa. It deals with the challenges in the field of Accounting. The case study is 17 page(s) long and it was first published on : Mar 18, 2020
At Fern Fort University, we recommend a comprehensive approach to address the growing employee activism, prioritizing open communication, fostering a culture of respect and inclusivity, and implementing transparent decision-making processes. This strategy aims to build trust, empower employees, and create a sustainable environment where diverse perspectives are valued and concerns are addressed effectively.
2. Background
Fern Fort University, a renowned institution with a strong commitment to academic excellence, faces a growing wave of employee activism. Faculty and staff are increasingly vocal about their concerns regarding issues like resource allocation, compensation, and decision-making processes. This activism, while rooted in a desire for improvement, presents challenges to the university's leadership, requiring a strategic response to maintain stability and foster a positive work environment.
The main protagonists in this case are:
- President Michaelson: The university president, responsible for overall leadership and navigating the complex challenges posed by employee activism.
- Faculty and Staff: The employees who are actively voicing their concerns and advocating for change within the university.
- Board of Trustees: The governing body responsible for overseeing the university's strategic direction and financial health.
3. Analysis of the Case Study
This case study can be analyzed using a framework that considers both internal and external factors influencing the situation:
Internal Factors:
- Organizational Culture: The university's existing culture, characterized by a hierarchical structure and limited employee voice, contributes to the current unrest.
- Employee Engagement: Low employee engagement and a lack of ownership in decision-making processes fuel the growing dissatisfaction.
- Communication Channels: Limited transparency and ineffective communication channels exacerbate the perception of a disconnect between leadership and employees.
- Performance Indicators: The university's focus on traditional performance indicators, such as research output and student enrollment, may not adequately reflect the broader needs and concerns of employees.
External Factors:
- Social and Political Climate: The broader social and political climate, marked by increased awareness of social justice and inclusivity, influences employee expectations and activism.
- Competitor Landscape: The university's position within the competitive landscape, with increasing pressure from other institutions, necessitates a focus on attracting and retaining top talent.
- Financial Constraints: The university's financial resources, potentially impacted by economic factors and changing funding models, influence its ability to address employee concerns.
4. Recommendations
To address the challenges posed by employee activism, the university should implement the following recommendations:
1. Enhance Communication and Transparency:
- Establish Open Forums: Regularly scheduled open forums for employees to voice their concerns and engage in constructive dialogue with leadership.
- Transparent Decision-Making: Involve employees in decision-making processes, particularly those impacting their work environment and well-being.
- Regular Communication Updates: Provide regular updates on key initiatives, financial performance, and strategic decisions, fostering a sense of shared understanding.
- Utilize Technology: Leverage technology platforms to facilitate communication, feedback collection, and information sharing.
2. Foster a Culture of Respect and Inclusivity:
- Diversity and Inclusion Training: Implement mandatory diversity and inclusion training for all employees, promoting a culture of respect and understanding.
- Employee Resource Groups: Encourage the formation of employee resource groups based on shared interests and identities, fostering a sense of belonging and community.
- Anti-Discrimination Policies: Reinforce and actively enforce anti-discrimination policies, ensuring a safe and inclusive work environment for all.
- Leadership Development: Train leaders on inclusive leadership practices, emphasizing empathy, active listening, and valuing diverse perspectives.
3. Implement a Strategic Approach to Employee Engagement:
- Employee Surveys: Conduct regular employee surveys to gather feedback on issues impacting morale, engagement, and job satisfaction.
- Performance Management Systems: Review and revise performance management systems to incorporate employee input and align with organizational goals.
- Employee Recognition Programs: Implement recognition programs to acknowledge and reward employee contributions, fostering a sense of appreciation and motivation.
- Work-Life Balance Initiatives: Promote work-life balance initiatives, recognizing the importance of employee well-being outside of work.
5. Basis of Recommendations
These recommendations consider the following key factors:
- Core Competencies and Consistency with Mission: The recommendations align with the university's mission of fostering a diverse and inclusive community dedicated to academic excellence.
- External Customers and Internal Clients: The recommendations prioritize the needs of both external customers (students) and internal clients (employees), recognizing the interconnectedness of their success.
- Competitors: The recommendations address the competitive landscape by focusing on attracting and retaining top talent through a positive and supportive work environment.
- Attractiveness ' Quantitative Measures: While the recommendations focus on qualitative improvements, they are expected to positively impact key performance indicators such as employee retention, student satisfaction, and overall university reputation.
Assumptions:
- The university leadership is committed to implementing the recommendations with genuine intent.
- Employees are willing to engage in open and constructive dialogue with leadership.
- The university has the resources to invest in initiatives that support employee engagement and well-being.
6. Conclusion
Addressing employee activism at Fern Fort University requires a proactive and strategic approach. By prioritizing open communication, fostering a culture of respect and inclusivity, and implementing transparent decision-making processes, the university can build trust, empower employees, and create a sustainable environment where diverse perspectives are valued and concerns are addressed effectively.
7. Discussion
Alternatives:
- Ignoring the Activism: This approach carries significant risks, including increased employee dissatisfaction, potential disruptions to operations, and damage to the university's reputation.
- Repressive Measures: Suppression of employee voices through disciplinary actions or intimidation can backfire, further fueling unrest and creating a hostile work environment.
Risks and Key Assumptions:
- Resistance to Change: Some employees may resist change, requiring effective communication and engagement strategies to address concerns.
- Resource Constraints: The implementation of these recommendations may require significant resources, necessitating careful planning and prioritization.
- Time Commitment: Building trust and fostering a positive work environment takes time and sustained effort.
8. Next Steps
- Form a Task Force: Establish a task force comprising representatives from leadership, faculty, and staff to develop and implement the recommendations.
- Pilot Programs: Implement pilot programs for specific initiatives, gathering feedback and refining the approach before broader implementation.
- Regular Monitoring and Evaluation: Regularly monitor the effectiveness of the recommendations and make adjustments as needed based on data and feedback.
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Case Description
Liz O'Sullivan, an employee at a fast-growing technology company called Clarifi, had a moral dilemma: She disagreed with Clarifi's decision to sell its image-recognition technology to the U.S. Department of Defense for possible use in weaponized drones. This case examines her career to this point and the potential ways in which she can address her concerns. The CEO has been receptive to her ideas, but there is little chance he will cancel the contract. She can either continue to advocate internally, or she can quit. If she quits, she wonders whether she should leak the details of the contract-and her decision to quit-to the media. The case contrasts her dilemma-in the voice-loyalty-exit framework-with that of Jack Poulson, a senior Google employee who quit the company in protest over Google's decision to build a censored search engine for the Chinese market.
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