Harvard Case - Susan Taylor at Exeter Group
"Susan Taylor at Exeter Group" Harvard business case study is written by Joerg Dietz. It deals with the challenges in the field of Human Resource Management. The case study is 5 page(s) long and it was first published on : Apr 5, 2022
At Fern Fort University, we recommend a multi-pronged approach to address Susan Taylor's challenges at Exeter Group. This involves a comprehensive Talent Management strategy focusing on Leadership Development, Employee Engagement, and Organizational Culture. We propose a Change Management program to facilitate the transition to a more innovative and inclusive workplace, supported by Strategic HR Planning and HR Analytics.
2. Background
The case study focuses on Susan Taylor, a newly appointed CEO of Exeter Group, a manufacturing company facing challenges in employee engagement, innovation, and talent retention. The company struggles with a hierarchical culture, limited communication, and a lack of diversity. Susan aims to transform the company into a more innovative and agile organization, attracting and retaining top talent.
The main protagonists are Susan Taylor, the CEO, and the company's leadership team, including the HR Director, who are crucial in implementing the proposed changes.
3. Analysis of the Case Study
The case study highlights several critical issues facing Exeter Group:
- Leadership Style and Organizational Culture: The company's hierarchical structure and traditional management style hinder communication, innovation, and employee engagement. This is further exacerbated by a lack of diversity and inclusion.
- Talent Management: The company faces challenges in attracting and retaining top talent due to its outdated culture and limited opportunities for career advancement.
- Innovation and Agility: The lack of innovation and agility stems from a resistance to change and a focus on maintaining the status quo.
- Communication and Collaboration: Poor communication channels and limited collaboration hinder the flow of ideas and impede decision-making.
Frameworks for Analysis:
- Organizational Behavior: Examining the impact of organizational culture, leadership styles, and communication on employee behavior and performance.
- Human Resource Management: Analyzing the company's current HR practices, including recruitment, training, performance management, and compensation, and identifying areas for improvement.
- Change Management: Understanding the process of implementing change within the organization, including identifying resistance, developing a communication strategy, and providing support to employees.
- Strategic Planning: Aligning HR practices with the company's overall strategic goals to ensure the successful implementation of the proposed changes.
4. Recommendations
Phase 1: Building a Foundation for Change
- Leadership Development: Implement a comprehensive leadership development program for all levels of management, focusing on:
- Transformational Leadership: Training leaders to inspire and motivate employees, fostering a culture of collaboration and innovation.
- Diversity and Inclusion: Developing leaders' understanding of the importance of diversity and inclusion and equipping them with the skills to create a more inclusive workplace.
- Communication and Feedback: Enhancing communication skills, active listening, and providing constructive feedback.
- Employee Engagement: Conduct employee surveys and focus groups to understand their needs, concerns, and aspirations. Implement initiatives to:
- Improve Communication: Establish open communication channels, regular town hall meetings, and employee feedback mechanisms.
- Empowerment and Ownership: Delegate tasks, provide autonomy, and encourage employee participation in decision-making.
- Recognition and Rewards: Implement a robust recognition program and review compensation and benefits to ensure they are competitive and aligned with employee needs.
- Organizational Culture: Develop a new organizational culture based on:
- Values and Principles: Define core values that emphasize innovation, collaboration, and respect for diversity.
- Communication and Transparency: Promote open and honest communication at all levels.
- Continuous Improvement: Foster a culture of learning and continuous improvement.
Phase 2: Implementing Change and Driving Innovation
- Strategic HR Planning: Develop a comprehensive HR strategy aligned with the company's strategic goals, focusing on:
- Talent Acquisition: Implement a new recruitment strategy to attract diverse and highly skilled talent.
- Training and Development: Invest in training programs to develop employees' skills and prepare them for future roles.
- Performance Management: Implement a performance management system that is transparent, fair, and aligned with the company's goals.
- Succession Planning: Develop a succession plan to ensure the continuity of leadership and talent pipeline.
- Change Management: Implement a structured change management program to facilitate the transition to the new organizational culture, including:
- Communication Strategy: Develop a clear and consistent communication strategy to keep employees informed about the changes and their impact.
- Resistance Management: Identify and address potential resistance to change by providing support and training to employees.
- Measurement and Evaluation: Track the progress of change initiatives and measure their impact on employee engagement, innovation, and performance.
- Innovation and Agility: Foster a culture of innovation by:
- Idea Generation: Encourage employees to share ideas and provide a platform for them to be heard.
- Experimentation and Learning: Create a safe environment for experimentation and learning from failures.
- Cross-Functional Collaboration: Promote collaboration between different departments to generate new ideas and solutions.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The proposed changes align with the company's mission to become a leader in its industry by fostering innovation and attracting top talent.
- External Customers and Internal Clients: The changes aim to improve employee engagement and satisfaction, which will ultimately lead to increased customer satisfaction and loyalty.
- Competitors: The recommendations address the need to stay competitive by attracting and retaining top talent in a rapidly changing market.
- Attractiveness - Quantitative Measures: The proposed changes are expected to lead to improved employee retention, increased innovation, and ultimately, higher profitability.
6. Conclusion
By implementing these recommendations, Exeter Group can transform its culture, attract and retain top talent, and become a more innovative and agile organization. This will require a commitment from leadership to drive the change process and a willingness from employees to embrace new ways of working.
7. Discussion
Alternative Options:
- Outsourcing HR Functions: While outsourcing some HR functions could free up internal resources, it may lead to a loss of control over HR practices and potentially impact employee morale.
- Mergers and Acquisitions: Acquiring another company could provide access to new talent and technology but carries significant risks and requires careful planning and execution.
Risks and Key Assumptions:
- Resistance to Change: The biggest risk is employee resistance to change. This can be mitigated through effective communication, training, and employee involvement in the change process.
- Financial Resources: Implementing these changes will require significant financial resources. The company needs to allocate sufficient budget and resources to ensure the success of the initiatives.
8. Next Steps
- Form a Change Management Team: Establish a dedicated team to oversee the implementation of the proposed changes.
- Develop a Communication Strategy: Create a clear and consistent communication plan to keep employees informed about the changes.
- Pilot Programs: Implement pilot programs to test the effectiveness of the proposed initiatives before rolling them out company-wide.
- Measure and Evaluate: Track the progress of the changes and measure their impact on key performance indicators.
By taking these steps, Exeter Group can successfully navigate the challenges it faces and emerge as a more innovative, agile, and employee-centric organization.
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Case Description
A 24-year-old female employee landed her first career job at Exeter Group only a few months after graduating from university. The employee worked as an assistant to the company's co-founder and chief executive officer. A few months after the employee began her new job, her boss began making work requests that seemed personal and then began making repeated sexual advances, which made the employee feel increasingly uncomfortable. The employee tried to curb the boss's behaviour on several occasions, but she felt caught between dealing with harassment from her boss and trying to develop her career. One late evening during a business trip, the boss drunkenly and forcibly disrupted the employee in her hotel room and attempted to coerce her into having sex with him. The employee evaded the advance by locking herself in the bathroom of her hotel room. As she sat on the floor of the bathroom, she wondered how she had found herself in this extremely difficult situation and how she would get out of it.
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