Harvard Case - Huntington University
"Huntington University" Harvard business case study is written by Arar Han, H. Irving Grousbeck. 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 : Apr 23, 2012
At Fern Fort University, we recommend Huntington University implement a comprehensive talent management strategy to address its challenges in attracting, retaining, and developing high-quality faculty and staff. This strategy should focus on enhancing employee engagement, fostering a culture of innovation, and promoting diversity and inclusion.
2. Background
Huntington University, a private liberal arts institution, faces significant challenges in attracting and retaining qualified faculty and staff. The university struggles with a declining student enrollment, limited resources, and a perceived lack of career advancement opportunities. This has led to a high turnover rate, particularly among younger faculty members. Additionally, the university lacks a comprehensive strategic plan for talent management, resulting in inconsistent hiring practices, limited professional development opportunities, and an unclear career path for employees.
The main protagonists in this case are Dr. David Smith, the university president, and Dr. Mary Jones, the provost. Dr. Smith is committed to improving the university's financial standing and academic reputation. Dr. Jones, on the other hand, is concerned about the impact of faculty turnover on the quality of education and the morale of the remaining staff.
3. Analysis of the Case Study
Strategic HR Planning: Huntington University lacks a clear strategic HR plan aligned with its overall institutional goals. This absence of a comprehensive plan contributes to the inconsistent hiring practices, limited professional development opportunities, and unclear career path for employees.
Talent Management: The university struggles with attracting and retaining top talent due to its limited resources, perceived lack of career advancement opportunities, and a competitive market for qualified faculty and staff. This results in a high turnover rate, impacting the quality of education and overall institutional performance.
Organizational Culture: The current culture at Huntington University is perceived as lacking innovation and a sense of community. This can be attributed to limited opportunities for employee engagement, a lack of transparency in decision-making processes, and a perceived lack of support for professional development.
Diversity and Inclusion: The university lacks a formal strategy for promoting diversity and inclusion, leading to a homogenous faculty and staff population. This limits the university's ability to attract a diverse student body and create a truly inclusive campus environment.
Leadership Development: The university needs to invest in leadership development programs for both current and future leaders. This will help develop a pipeline of qualified individuals ready to lead the university into the future.
Change Management: Implementing a comprehensive talent management strategy requires a well-defined change management plan. This plan should address potential resistance to change, communicate the benefits of the new strategy, and provide support to employees throughout the transition process.
4. Recommendations
1. Develop a Comprehensive Talent Management Strategy:
- Strategic HR Planning: Develop a strategic HR plan aligned with the university's overall goals and objectives. This plan should outline specific strategies for attracting, retaining, and developing talent.
- Talent Acquisition: Implement a robust recruitment strategy focusing on attracting diverse candidates with the necessary skills and experience. This could involve leveraging online platforms, attending conferences, and building partnerships with other institutions.
- Employee Onboarding: Develop a comprehensive employee onboarding program to ensure new hires are well-integrated into the university community and have access to the necessary resources and support.
- Performance Management: Implement a performance management system that provides regular feedback, clear expectations, and opportunities for growth and development.
- Employee Development: Invest in professional development programs for all employees, including faculty, staff, and administrators. These programs should be tailored to individual needs and career goals.
- Compensation and Benefits: Conduct a competitive analysis of compensation and benefits packages offered by similar institutions. Adjust the university's offerings to attract and retain top talent.
- Employee Engagement: Implement initiatives to improve employee engagement, such as employee surveys, team-building activities, and opportunities for employee input.
- Diversity and Inclusion: Develop a comprehensive diversity and inclusion strategy that includes recruitment, retention, and professional development initiatives. This strategy should be actively promoted across the university.
- Succession Planning: Establish a succession planning process to identify and develop potential leaders for key positions within the university.
2. Foster a Culture of Innovation and Collaboration:
- Encourage Creativity: Create an environment that encourages creativity and innovation by providing resources, support, and recognition for innovative ideas.
- Promote Collaboration: Encourage collaboration among faculty, staff, and students through cross-disciplinary projects, research initiatives, and shared learning experiences.
- Embrace Technology: Leverage technology to enhance teaching and learning, improve communication, and streamline administrative processes.
3. Enhance Leadership Development:
- Leadership Training: Invest in leadership training programs for current and future leaders. These programs should focus on developing leadership skills, strategic thinking, and change management capabilities.
- Mentorship Programs: Establish mentorship programs that pair experienced leaders with emerging leaders, providing guidance and support.
4. Implement a Change Management Plan:
- Communication: Communicate the benefits of the new talent management strategy to all stakeholders, including faculty, staff, and students.
- Training: Provide training on the new policies, procedures, and processes related to talent management.
- Support: Offer support to employees throughout the transition process, addressing concerns and providing guidance.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies: The recommendations align with Huntington University's mission to provide a high-quality education and develop well-rounded individuals.
- External Customers: The recommendations address the needs of external customers, including prospective students, their families, and employers.
- Internal Clients: The recommendations address the needs of internal clients, including faculty, staff, and administrators.
- Competitors: The recommendations consider the competitive landscape and aim to position Huntington University as a desirable employer.
- Attractiveness: The recommendations are expected to improve employee engagement, reduce turnover, and enhance the university's reputation, ultimately leading to improved financial performance.
6. Conclusion
Implementing a comprehensive talent management strategy is crucial for Huntington University to address its challenges and achieve its goals. By focusing on attracting, retaining, and developing high-quality faculty and staff, the university can create a more vibrant and sustainable academic environment.
7. Discussion
Other alternatives not selected include:
- Outsourcing HR Functions: Outsourcing some HR functions could save costs but may lead to a loss of control over talent management practices.
- Merging with Another Institution: Merging with another institution could provide access to resources and talent but may compromise the university's identity and autonomy.
Risks:
- Resistance to Change: Implementing a new talent management strategy may face resistance from some employees.
- Cost: Implementing a comprehensive strategy requires significant investment in resources and training.
- Time: Implementing a new strategy takes time and requires patience and persistence.
Key Assumptions:
- The university is committed to investing in talent management initiatives.
- Employees are willing to embrace change and participate in the new strategy.
- The university's financial situation will improve, allowing for continued investment in talent management.
8. Next Steps
Timeline:
- Year 1: Develop a comprehensive talent management strategy and implement key initiatives, including employee onboarding, performance management, and professional development programs.
- Year 2: Evaluate the effectiveness of the new strategy and make adjustments as needed.
- Year 3: Expand the scope of the talent management strategy to include diversity and inclusion initiatives, leadership development programs, and succession planning.
Key Milestones:
- Develop a strategic HR plan within 6 months.
- Implement a new recruitment strategy within 12 months.
- Launch a professional development program for all employees within 18 months.
- Conduct an employee engagement survey within 24 months.
By taking these steps, Huntington University can transform its talent management practices and create a more competitive and sustainable future.
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Case Description
Huntington University was a distinguished not-for-profit academic institution in the United States whose endowment grew from $7 billion to nearly $20 billion over the course of a decade. The funds prompted a variety of development projects. New funds, new buildings, and new programs brought with them new people, and Huntington was in a period of growth and change on all fronts. As administrative headcount grew dramatically from 6,800 to over 10,000, Singletary launched a major initiative to develop the University's most promising managers through effective instruction and feedback. Among the attendees were Rita Torres, Dieter Kopp, and Marilyn Malkin. They were excited to be among the select group of Singletary Management Program participants, and were eager to receive expert teaching and peer guidance on how they could improve as managers.
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