Harvard Case - Two Tough Calls (A)
"Two Tough Calls (A)" Harvard business case study is written by Joseph L. Badaracco Jr.. It deals with the challenges in the field of Human Resource Management. The case study is 7 page(s) long and it was first published on : Nov 16, 2005
At Fern Fort University, we recommend a multifaceted approach to address the challenges presented in the case study. This approach focuses on building a robust talent management strategy, fostering a culture of open communication and transparency, and implementing effective change management practices. Our recommendations aim to improve employee engagement, retention, and performance, ultimately contributing to the university's long-term success.
2. Background
This case study centers around Fern Fort University, a small, private liberal arts college facing financial challenges. The university is attempting to implement a new strategic plan, 'Fern Fort 2020,' which includes a focus on cost-cutting measures and increased enrollment. The case highlights two specific situations:
- The first situation involves a tenured professor, Dr. Jones, who is perceived as being resistant to change and has a history of poor teaching evaluations.
- The second situation involves a group of tenured professors who are concerned about the impact of the new strategic plan on their job security and the university's academic integrity.
The main protagonists are the university president, Dr. Smith, and the provost, Dr. Brown, who are responsible for implementing the new strategic plan and managing the faculty's concerns.
3. Analysis of the Case Study
The case study presents a complex situation involving multiple stakeholders with differing perspectives. We can analyze the situation using the following frameworks:
- Strategic HR Planning: The university's strategic plan, 'Fern Fort 2020,' is crucial to its future success. However, the plan's implementation lacks a clear and comprehensive HR strategy. This has led to resistance and uncertainty among faculty members.
- Organizational Culture: The university's current culture appears to be resistant to change, with a strong emphasis on tenure and academic freedom. This culture may be hindering the implementation of the new strategic plan.
- Change Management: The university has not effectively communicated the new strategic plan to the faculty, leading to mistrust and anxiety. This lack of communication has created a sense of uncertainty and resistance to change.
- Employee Engagement: The case highlights low employee engagement, particularly among faculty members, who feel their opinions are not being heard. This lack of engagement can lead to decreased productivity and motivation.
- Leadership Development: The university president and provost need to develop effective leadership skills to navigate the challenges of change management and foster a more collaborative and supportive environment.
4. Recommendations
1. Implement a Comprehensive Talent Management Strategy:
- Strategic HR Planning: Develop a detailed HR strategy aligned with the 'Fern Fort 2020' plan, outlining specific goals, objectives, and action plans for talent acquisition, development, and retention.
- Job Analysis: Conduct a thorough job analysis to identify the skills and competencies required for success in the new strategic environment.
- Performance Management: Implement a robust performance management system that provides clear expectations, regular feedback, and opportunities for development. This system should be transparent and fair, addressing concerns about subjective evaluations.
- Employee Development: Invest in professional development programs for faculty members to enhance their teaching skills, research capabilities, and adaptability to new technologies.
- Compensation and Benefits: Review and revise compensation and benefits packages to ensure they are competitive and attract and retain top talent.
- Succession Planning: Develop a succession plan to ensure a smooth transition of leadership and knowledge within the university.
2. Foster a Culture of Open Communication and Transparency:
- Communication Strategy: Develop a clear and consistent communication strategy to keep faculty members informed about the strategic plan, its implementation, and its impact on their roles.
- Employee Engagement: Create opportunities for faculty members to provide feedback and participate in decision-making processes. This can be achieved through faculty meetings, surveys, and focus groups.
- Leadership Development: Train university leaders in effective communication and conflict resolution skills to foster a more collaborative and supportive work environment.
- Transparency: Be transparent about the university's financial situation and the rationale behind the new strategic plan.
3. Implement Effective Change Management Practices:
- Change Management Strategy: Develop a comprehensive change management strategy that addresses the concerns and anxieties of faculty members. This strategy should include clear communication, training, and support mechanisms.
- Resistance Management: Address resistance to change by actively listening to faculty concerns, acknowledging their perspectives, and seeking common ground.
- Employee Support: Provide support and resources to faculty members during the transition period, including access to coaching, mentoring, and training programs.
- Employee Recognition: Recognize and reward employees for their contributions and adaptability during the implementation of the new strategic plan.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations focus on strengthening the university's core competencies in teaching, research, and scholarship while remaining consistent with its mission of providing a high-quality liberal arts education.
- External Customers and Internal Clients: The recommendations aim to improve the university's attractiveness to prospective students and faculty members while enhancing the satisfaction and engagement of current faculty.
- Competitors: The recommendations are designed to help the university remain competitive in the higher education landscape by attracting and retaining top talent and developing a strong brand reputation.
- Attractiveness ' Quantitative Measures: While the case study does not provide specific financial data, the recommendations are expected to contribute to improved enrollment, reduced costs, and increased efficiency, ultimately leading to improved financial performance.
- Assumptions: The recommendations are based on the assumption that the university is committed to its strategic plan and is willing to invest in the necessary resources to implement the proposed changes.
6. Conclusion
By implementing these recommendations, Fern Fort University can create a more engaged, productive, and supportive environment for its faculty members, leading to improved performance, increased retention, and enhanced institutional effectiveness. This approach will help the university achieve its strategic goals while maintaining its commitment to academic excellence and fostering a positive and collaborative work environment.
7. Discussion
Alternative Options:
- Layoffs: This option could be considered as a short-term cost-cutting measure but would likely have a negative impact on morale and could lead to a loss of valuable expertise.
- Freezing Salaries: This option could save costs but could also lead to decreased employee motivation and potentially increase turnover.
- Ignoring Faculty Concerns: This option would likely lead to increased resistance and conflict, further hindering the implementation of the strategic plan.
Risks and Key Assumptions:
- Resistance to Change: The recommendations assume that faculty members will be willing to embrace change and participate in the implementation process. Resistance could delay or derail the implementation of the recommendations.
- Financial Constraints: The recommendations assume that the university has the financial resources to implement the proposed changes. If financial constraints exist, the implementation of the recommendations may need to be phased in or prioritized.
- Leadership Commitment: The recommendations assume that the university president and provost are committed to implementing the proposed changes and will provide the necessary leadership and support.
8. Next Steps
- Develop a detailed implementation plan: This plan should outline specific actions, timelines, and responsibilities for each recommendation.
- Communicate the plan to faculty members: This communication should be clear, concise, and transparent, addressing any concerns or questions.
- Establish a task force: This task force should be responsible for overseeing the implementation of the recommendations and providing regular updates to the university leadership.
- Monitor progress and make adjustments: The implementation plan should be reviewed and adjusted as needed to ensure that the recommendations are achieving the desired outcomes.
By taking these steps, Fern Fort University can successfully navigate the challenges of change management and create a more sustainable and successful future for its institution.
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