Case-study

1.A senior manager from a major international bank was in line for promotion. However there
were reservations about his behaviour in meetings and his ability to get the best out of his
team.

Originally a Chartered Accountant, he had many of the characteristics typical of the technical
professional. He was intelligent and fast thinking with a sharp analytical approach to issues,
admired intelligence in others and believed that he would be rated highly by his line
managers if he continually demonstrated his own competence-even if this meant putting
others down.

He was intolerant of people who thought more slowly than himself and this intolerance was
extended to more senior managers as well as to members of his own team.

There was also a problem with his line managers as he did not see the need to give them
reports on his progress, expecting them to trust him to get on with the job.

Assess the problems with the senior manager and identify the ways to coach the manager

Solution:

The senior manager in question exhibits several behaviors and attitudes that are detrimental
to his team’s performance and his own career advancement. The key problems with the senior
manager are:

1. *Lack of Emotional Intelligence*: He is intolerant of others, puts them down, and expects
everyone to think at his pace.

2. *Ineffective Communication*: He doesn’t see the need to report to his line managers,
expecting them to trust him implicitly.

3. *Poor Team Management*: He doesn’t know how to get the best out of his team, possibly
due to his intolerance and lack of empathy.

4. *Overemphasis on Personal Competence*: He prioritizes demonstrating his own

intelligence and competence over collaborating with others.
*Coaching Strategies for the Senior Manager:*

To address these issues, the following coaching strategies can be employed:

1. *Emotional Intelligence Development*: Help the manager understand the importance of

emotional intelligence, empathy, and effective communication.

2. *Communication Skills Training*: Coach the manager on effective communication

techniques, including active listening, clear articulation of thoughts, and regular reporting to
line managers.

3. *Team Management Training*: Provide training on effective team management, including

how to motivate, empower, and provide feedback to team members.

4. *Self-Awareness and Reflection*: Encourage the manager to reflect on his behavior,

identify areas for improvement, and develop a growth mindset.

5. *360-Degree Feedback*: Gather feedback from line managers, team members, and peers
to provide a comprehensive understanding of the manager’s strengths and weaknesses.

6. *Development of a Personalized Coaching Plan*: Create a tailored coaching plan that

addresses the manager’s specific needs and goals.

7. *Regular Progress Monitoring and Feedback*: Schedule regular coaching sessions to

monitor progress, provide feedback, and make adjustments to the coaching plan as needed.

*Key Coaching Questions:*

1. What are your strengths and weaknesses as a manager?

2. How do you think your behavior affects your team’s performance?

3. What do you think are the most important qualities of an effective manager?

4. How can you improve your communication skills to better work with your team and line
managers?

5. What steps can you take to develop a more growth-oriented mindset and prioritize team
success over personal competence?

Answers:
Here are some potential answers to these coaching questions:

*Question 1: What are your strengths and weaknesses as a manager?*

- Strengths: “I’m a strategic thinker, and I’m able to analyze complex problems and develop
effective solutions. I’m also a strong communicator and am able to articulate my vision and
goals to my team.”

- Weaknesses: “I tend to be too critical of myself and others, which can sometimes come
across as intimidating or dismissive. I also struggle with delegating tasks and trusting others
to handle responsibilities.”

*Question 2: How do you think your behavior affects your team’s performance?*

- “I realize that my behavior can have a significant impact on my team’s performance.

When I’m critical or dismissive, it can be demotivating and make team members less
likely to contribute their ideas. On the other hand, when I’m supportive and
encouraging, it can help to build trust and confidence within the team.”

*Question 3: What do you think are the most important qualities of an effective manager?*

- “I think the most important qualities of an effective manager are strong

communication skills, the ability to empower and motivate team members, and a
willingness to listen and adapt to changing circumstances. Effective managers should
also be able to make tough decisions, prioritize tasks, and manage conflict within the
team.”

*Question 4: How can you improve your communication skills?*

- “I can improve my communication skills by being more mindful of my tone and body
language, actively listening to others, and asking clarifying questions to ensure I
understand their perspectives. I can also work on providing more regular and
constructive feedback to my team members.”

*Question 5: What steps can you take to develop a more growth-oriented mindset?*
- “To develop a more growth-oriented mindset, I can focus on being more open-minded
and receptive to new ideas and perspectives. I can also work on being more self-
aware, recognizing my strengths and weaknesses, and seeking out opportunities for
growth and development. Additionally, I can prioritize learning and development for
myself and my team, and encourage experimentation and calculated risk-taking.”

Case- study 2
2.Mr. Samrat Bhattacharya joined Forgewell Auto Ltd., New Delhi recently as HR Manager.
Forgewell Auto Ltd. Is a manufacturer and supplier of safety critical automotive components
which finds application in steering and suspension assemblies of passenger cars. It supplies to
major OEMs in India and abroad. The company has modest turnover of 40 crore annually and
is in business for the last twenty years.

Samrat was very enthusiastic and wanted to bring about many changes in the HR policies and
systems of the organisation. He began by studying the various systems and practices in place.
During a conversation with Mr. S.N. Hassija, the Head of Production, he found that the
productivity of the workforce was lower than its competitors. With this cue, he started
looking at HR practices in place.

He noted that the compensation management in the organisation hovered around rewarding
individual performance although the nature of work was team based. So, one of the first
things Samrat wanted to do in his new position at Forgewell Auto Ltd. Was to improve
productivity through teamwork at every level of the organisation.Manager, Samrat set-out to
change the culture to accommodate the team-based approach to compensation. He had
become so enthusiastic in his most recent position. Samrat decided to change Forgewell’s
long standing policy which had been to give all employees the same annual pay increase but
Samrat felt that in the new term environment outstanding performance should be the criterion
for pay rises. After consulting with CEO Vikas Mohanty, Samrat sent a memo to all
employees announcing the change to team based pay for performance.

The reaction was immediate and 100% negative. None of the employees was happy with the
change. They complained that this will result in partiality in rewarding employees given that
the performance appraisal system in the organisation is quite old and primitive.
Some of the shop floor supervisors started suspecting the intentions of the new HR Manager
as they thought that pay-for- performance was a veil to disturb the harmony prevailing
amongst the employees. Samrat and Vikas arranged a meeting for early next morning in his
office over tea, they began a painful debate. Should the new policy be retracted as quickly as
it was adopted, or should it be allowed to stand?

Questions:

a) Do you agree with Samrat’s idea of pay-for-performance plan? Why or why not?

b) What advice would you give Samrat and Vikas as they consider their decision?

c) What mistakes did they make in adopting and communicating the new compensation
plan?

Answers:
Here’s an analysis of the case study:

*Analysis of the Case Study*

The case study revolves around Samrat Bhattacharya, the new HR Manager at
Forgewell Auto Ltd., who attempts to introduce a pay-for-performance plan to
improve productivity through teamwork. However, the plan is met with 100%
negative feedback from employees, who express concerns about partiality and the
primitive performance appraisal system.

*Questions and Answers*

*a) Do you agree with Samrat’s idea of pay-for-performance plan? Why or why not?*

While the intention behind the pay-for-performance plan is to improve productivity

and teamwork, it may not be the best approach in this scenario. The employees have
expressed valid concerns about partiality and the performance appraisal system,
which could lead to unfair treatment and demotivation. Moreover, introducing a new
compensation plan without proper communication, training, and a robust performance
appraisal system may not yield the desired results.

*b) What advice would you give Samrat and Vikas as they consider their decision?*
I would advise Samrat and Vikas to:

1. *Retract the new policy*: Given the overwhelming negative feedback, it’s essential
to retract the policy and revisit the approach.
2. *Engage with employees*: Conduct town hall meetings, focus groups, or surveys
to understand employee concerns and gather feedback.
3. *Develop a robust performance appraisal system*: Design a fair, transparent, and
regular performance appraisal system to ensure that employees are evaluated based on
clear criteria.
4. *Pilot test the new compensation plan*: Once the performance appraisal system is
in place, pilot test the new compensation plan with a small group of employees to
gauge its effectiveness and make necessary adjustments.
5. *Communicate effectively*: Ensure that all communication regarding the new
compensation plan is clear, transparent, and regular to avoid misunderstandings and
mistrust.

*c) What mistakes did they make in adopting and communicating the new
compensation plan?*

Samrat and Vikas made the following mistakes:

1. *Lack of employee engagement*: They did not engage with employees before
introducing the new compensation plan, which led to misunderstandings and mistrust.
2. *Insufficient communication*: The communication regarding the new
compensation plan was not clear, transparent, or regular, which added to the confusion
and negativity.
3. *Ignoring concerns about partiality*: Samrat and Vikas did not adequately address
employee concerns about partiality and the primitive performance appraisal system,
which eroded trust and confidence in the new compensation plan.
4. *Lack of a robust performance appraisal system*: They introduced a new
compensation plan without a robust performance appraisal system in place, which
made it difficult to evaluate employee performance fairly and transparently.