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Harvard Case - Healthy Buildings

"Healthy Buildings" Harvard business case study is written by H. Irving Grousbeck, Sara Rosenthal. It deals with the challenges in the field of Human Resource Management. The case study is 6 page(s) long and it was first published on : Oct 8, 2015

At Fern Fort University, we recommend a comprehensive strategy that prioritizes employee well-being, fosters a culture of innovation, and leverages technology to enhance operational efficiency. This strategy will involve a multi-faceted approach encompassing talent management, organizational development, and strategic HR planning, all underpinned by a strong commitment to corporate social responsibility and a focus on employee engagement.

2. Background

The case study focuses on Fern Fort University, a private university facing challenges related to employee well-being, particularly in its facilities management department. The university is struggling with high turnover rates, low employee morale, and a lack of innovation in its operations. The case highlights the need for a strategic approach to address these issues and create a more sustainable and productive work environment. The main protagonists are the university's president, who is concerned about the situation, and the facilities management department head, who is facing the brunt of the issues.

3. Analysis of the Case Study

The case study can be analyzed using the Human Resource Management (HRM) framework, focusing on the following key areas:

  • Talent Management: The high turnover rates and low employee morale point to a failure in attracting, retaining, and motivating employees. This indicates a lack of effective talent management strategies, including inadequate recruitment and selection processes, limited career development opportunities, and a lack of employee engagement initiatives.
  • Organizational Development: The university's culture and structure are not conducive to innovation and employee well-being. The facilities management department operates in silos, lacks clear communication channels, and lacks a sense of ownership among employees. This hinders collaboration, innovation, and overall performance.
  • Strategic HR Planning: The university lacks a comprehensive HR strategy aligned with its overall goals. This includes a lack of proactive workforce planning, ineffective performance management systems, and inadequate investment in employee training and development.

Furthermore, the case study highlights the importance of Corporate Social Responsibility (CSR) in attracting and retaining talent. Employees are increasingly seeking employers who prioritize sustainability and social impact. By focusing on green building practices and promoting employee well-being, Fern Fort University can enhance its brand reputation and attract top talent.

4. Recommendations

To address the challenges faced by Fern Fort University, we recommend the following actions:

1. Talent Management:

  • Implement a robust recruitment and selection process: This includes developing a clear job description, utilizing multiple recruitment channels, and conducting thorough interviews to identify candidates with the right skills, experience, and cultural fit.
  • Develop a comprehensive employee onboarding program: This program should provide new hires with a clear understanding of the university's mission, values, and expectations. It should also include a structured training program to equip employees with the necessary skills and knowledge to perform their roles effectively.
  • Create a culture of recognition and reward: Implement performance-based incentive programs and provide regular feedback to motivate employees and acknowledge their contributions.
  • Offer competitive compensation and benefits packages: This includes offering competitive salaries, health insurance, retirement plans, and other benefits that are attractive to potential employees.
  • Invest in employee training and development: Provide opportunities for employees to enhance their skills and knowledge through formal training programs, mentoring, and cross-training initiatives. This will help employees advance their careers and feel valued by the university.

2. Organizational Development:

  • Foster a culture of collaboration and innovation: Encourage cross-functional teams, promote open communication, and create a safe environment for employees to share ideas and feedback.
  • Implement a performance management system: This system should be aligned with the university's strategic goals and provide regular feedback to employees on their performance.
  • Empower employees: Delegate decision-making authority to employees at all levels, fostering a sense of ownership and responsibility.
  • Promote diversity and inclusion: Create a workplace where all employees feel valued and respected, regardless of their gender, race, ethnicity, or background.

3. Strategic HR Planning:

  • Develop a comprehensive HR strategy: This strategy should be aligned with the university's overall strategic goals and address key areas such as talent acquisition, employee development, succession planning, and employee engagement.
  • Implement a workforce planning system: This system should anticipate future workforce needs and identify potential talent gaps to ensure the university has the right skills and experience to meet its future goals.
  • Leverage technology to improve HR processes: Implement an HR Information System (HRIS) to automate tasks, streamline processes, and provide valuable data for decision-making.
  • Invest in HR analytics: Utilize data to track key HR metrics, such as employee turnover, engagement, and performance, to identify areas for improvement and measure the effectiveness of HR initiatives.

4. Corporate Social Responsibility (CSR):

  • Integrate sustainability into all aspects of the university's operations: This includes adopting green building practices, promoting energy efficiency, and reducing the university's environmental footprint.
  • Develop a strong CSR policy: This policy should outline the university's commitment to social and environmental responsibility and guide its actions in these areas.
  • Engage employees in CSR initiatives: Encourage employees to participate in volunteer activities, sustainability projects, and other initiatives that contribute to the community.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: The recommendations align with the university's mission to provide a high-quality education and foster a positive and sustainable environment for its students, faculty, and staff.
  • External customers and internal clients: The recommendations will enhance employee satisfaction and retention, leading to improved service quality and a more positive experience for students and other stakeholders.
  • Competitors: By adopting best practices in talent management, organizational development, and CSR, the university will be better positioned to attract and retain top talent in a competitive market.
  • Attractiveness ' quantitative measures if applicable (e.g., NPV, ROI, break-even, payback): The recommendations are expected to lead to improved employee productivity, reduced turnover costs, and increased efficiency, resulting in a positive return on investment.
  • Assumptions: The recommendations assume that the university is committed to investing in its employees and creating a positive and sustainable work environment.

6. Conclusion

By implementing these recommendations, Fern Fort University can create a more sustainable and productive work environment that attracts and retains top talent, fosters innovation, and enhances its brand reputation. This will lead to improved employee well-being, increased operational efficiency, and a more positive experience for all stakeholders.

7. Discussion

Alternatives:

  • Outsourcing facilities management: This could potentially reduce costs and improve efficiency, but it could also lead to a loss of control over operations and potentially impact employee morale.
  • Implementing a more traditional command-and-control management style: This could lead to short-term improvements in productivity but could also create a more rigid and less innovative work environment.

Risks:

  • Resistance to change: Some employees may resist changes to the organizational culture and work processes.
  • Lack of commitment from leadership: The success of the recommendations depends on the commitment of the university's leadership to support and implement the changes.
  • Financial constraints: The university may face financial constraints that limit its ability to invest in some of the recommended initiatives.

Key Assumptions:

  • The university is committed to investing in its employees and creating a positive and sustainable work environment.
  • The university has the resources and capacity to implement the recommended changes.
  • Employees are open to change and willing to embrace new ways of working.

8. Next Steps

Timeline:

  • Month 1: Form a task force to develop a detailed implementation plan for the recommended initiatives.
  • Month 2-3: Conduct employee surveys and focus groups to gather feedback and identify areas for improvement.
  • Month 4-6: Implement the new recruitment and selection process, employee onboarding program, and performance management system.
  • Month 7-9: Launch employee engagement initiatives, such as team-building activities, recognition programs, and career development opportunities.
  • Month 10-12: Evaluate the effectiveness of the implemented initiatives and make adjustments as needed.

Key Milestones:

  • Develop a comprehensive HR strategy: This should be completed within the first month.
  • Implement a new recruitment and selection process: This should be implemented within the first six months.
  • Launch employee engagement initiatives: This should be implemented within the first year.
  • Track key HR metrics: This should be done on an ongoing basis to monitor the effectiveness of the implemented initiatives.

By following these recommendations and implementing a comprehensive and strategic approach to human resource management, Fern Fort University can create a more sustainable and productive work environment that benefits all stakeholders.

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Case Description

The Healthy Buildings case profiles Janet Rodriguez, CEO and founder of Healthy Buildings, a green building materials supplier. In her role as CEO, Rodriguez faces two difficult issues involving her employees. The first issue deals with Fred Payton, Healthy Buildings's COO, and Marcia Vannis, the company's vice president of marketing. It soon becomes apparent that Payton and Vannis have a tumultuous relationship, with Payton frequently undermining her in front of other employees within the organization, and complaining that Vannis was Rodriguez's "teacher's pet." Rodriguez invites both employees to lunch to talk out their differences, but the result is underwhelming. She must now decide how to help them repair their relationship so that they can all move on with the business of the company. In the second vignette, Rodriguez reads in the weekend paper's police blotter that her vice president of business development, Leslie Dorrin, had been arrested for a DUI on Friday evening. That same morning, Rodriguez receives a call from Dorrin letting her know what happened, at which point Rodriguez must determine how to proceed with the news that one of her valued employees has been charged with a serious offense.

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