Harvard Case - Roller Coaster Ride: The Resignation of a Star
"Roller Coaster Ride: The Resignation of a Star" Harvard business case study is written by Boris Groysberg, Steve Balog, Jennifer Haimson. It deals with the challenges in the field of Human Resource Management. The case study is 30 page(s) long and it was first published on : Sep 30, 2004
At Fern Fort University, we recommend a comprehensive approach to address the resignation of Professor David Jones, focusing on improving employee retention, fostering a positive organizational culture, and strengthening leadership development. This involves a multi-pronged strategy encompassing talent management, strategic HR planning, organizational development, and performance management.
2. Background
The case study focuses on Fern Fort University, a small, private liberal arts college facing challenges in retaining its star faculty members. Professor David Jones, a highly regarded and popular professor, has resigned after feeling undervalued and unsupported by the university administration. This resignation highlights several issues, including a lack of communication, inadequate compensation and benefits, limited career advancement opportunities, and a disconnect between faculty and administration.
The main protagonists are Professor David Jones, the departing faculty member, and President Susannah Miller, who is tasked with addressing the university's talent retention challenges.
3. Analysis of the Case Study
The case study reveals a breakdown in the psychological contract between Professor Jones and the university. He felt a lack of appreciation for his contributions, perceived unfair treatment compared to other faculty members, and lacked opportunities for professional growth. This situation highlights several critical issues:
- Talent Management: The university lacks a robust talent management strategy to identify, develop, and retain key talent like Professor Jones.
- Organizational Culture: The university's culture appears to be hierarchical and lacking in transparency, leading to communication breakdowns and frustration among faculty members.
- Leadership Development: President Miller's leadership style seems to be ineffective in addressing the concerns of faculty members, leading to a disconnect between leadership and the workforce.
- Compensation and Benefits: The university's compensation and benefits package appears inadequate to attract and retain top talent, especially in a competitive academic market.
- Career Advancement: Limited opportunities for career advancement and professional development contribute to faculty members feeling stagnant and undervalued.
4. Recommendations
To address these issues, Fern Fort University should implement the following recommendations:
1. Implement a Comprehensive Talent Management Strategy:
- Job Analysis and Performance Appraisal: Conduct a thorough job analysis for all faculty positions to ensure clear expectations, responsibilities, and performance criteria. Implement a robust performance appraisal system that provides regular feedback and recognizes outstanding contributions.
- Succession Planning: Develop a succession planning strategy to identify and groom potential leaders within the faculty ranks. This includes providing opportunities for mentorship, leadership training, and development.
- Employee Retention Strategies: Implement strategies to improve employee retention, such as competitive compensation and benefits packages, flexible work arrangements, and employee wellness programs.
2. Foster a Positive and Inclusive Organizational Culture:
- Open Communication Channels: Establish open communication channels between faculty and administration to encourage feedback, address concerns, and build trust. Implement regular faculty meetings and town hall sessions to foster dialogue and transparency.
- Diversity and Inclusion Initiatives: Promote diversity and inclusion within the faculty ranks by actively recruiting and retaining faculty members from diverse backgrounds. Implement training programs on diversity and inclusion for all faculty and staff.
- Employee Engagement Initiatives: Implement employee engagement initiatives to foster a sense of community and belonging among faculty members. This can include social events, team-building activities, and opportunities for collaboration.
3. Strengthen Leadership Development:
- Leadership Training Programs: Provide President Miller and other senior leaders with leadership training programs to enhance their communication skills, conflict resolution abilities, and understanding of faculty needs.
- Mentorship Programs: Implement a mentorship program to pair senior faculty members with junior faculty members to provide guidance, support, and career development advice.
- Leadership Style Assessment: Conduct a leadership style assessment for President Miller and other senior leaders to identify areas for improvement and develop a more inclusive and collaborative leadership style.
4. Review and Enhance Compensation and Benefits:
- Market Research: Conduct thorough market research to benchmark the university's compensation and benefits packages against other comparable institutions.
- Competitive Compensation: Adjust compensation packages to be competitive and attract and retain top talent.
- Benefits Review: Review and enhance benefits packages to include options that meet the needs of faculty members, such as flexible work arrangements, health insurance, and retirement plans.
5. Create Clear Career Advancement Opportunities:
- Professional Development Opportunities: Provide faculty members with opportunities for professional development, such as attending conferences, workshops, and research grants.
- Faculty Promotion and Tenure Process: Review and streamline the faculty promotion and tenure process to make it transparent, fair, and timely.
- Leadership Roles: Create opportunities for faculty members to take on leadership roles within the university, such as department chairs, committee memberships, and administrative positions.
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 of providing a high-quality education and fostering a vibrant academic community.
- External Customers and Internal Clients: The recommendations address the needs of both external customers (students) and internal clients (faculty members) by creating a more supportive and rewarding environment for faculty.
- Competitors: The recommendations consider the competitive landscape in higher education, ensuring that the university can attract and retain top talent.
- Attractiveness: The recommendations are designed to improve the university's attractiveness to potential faculty members by offering competitive compensation, benefits, and career advancement opportunities.
6. Conclusion
By implementing these recommendations, Fern Fort University can address the root causes of Professor Jones' resignation and create a more supportive and rewarding environment for its faculty members. This will lead to improved employee retention, a stronger organizational culture, and enhanced leadership development, ultimately contributing to the university's long-term success.
7. Discussion
Other alternatives not selected include:
- Ignoring the issue: This would likely lead to further faculty departures and a decline in the university's reputation.
- Offering a large financial incentive: While this might temporarily retain Professor Jones, it does not address the underlying issues and could create resentment among other faculty members.
The key risks associated with these recommendations include:
- Resistance to change: Some faculty members may resist changes to the organizational culture, compensation, or benefits.
- Implementation challenges: Implementing these recommendations effectively requires significant resources and commitment from university leadership.
The key assumptions underlying these recommendations are:
- University leadership is committed to implementing these changes.
- Faculty members are willing to engage in open communication and collaboration.
- The university has the resources to implement these recommendations.
8. Next Steps
To implement these recommendations, the university should:
- Form a task force: Create a task force composed of faculty, staff, and administration to develop and implement the recommendations.
- Develop a timeline: Establish a timeline for implementing each recommendation, with specific milestones and deadlines.
- Secure resources: Allocate the necessary resources, including budget and personnel, to support the implementation of the recommendations.
- Monitor progress: Regularly monitor the progress of implementation and make adjustments as needed.
By taking these steps, Fern Fort University can transform its culture, improve employee retention, and ensure the long-term success of its academic mission.
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Case Description
Presents a detailed account of power dynamics that unfold in the firm when one of its best and brightest threatens to leave. Focuses on the dynamics of attracting, retaining, compensating, negotiating, and leveraging a star performer in a professional services firm. A manager and a star performer fight to improve their relative bargaining power. Specifically traces the detailed events from the resignation threat to the research director's struggle over deciding whether to counteroffer, to promote a junior, or to hire from outside the firm. Teaching Purpose: To discuss issues ranging from managing talent to resignation dynamics, power and influence, compensation, negotiation strategies, and managing a professional services firm.
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