Please help with the following case study about human resources management. CASE STUDY: 2 “Godrej believes in choosing thoroughbred horses and grooming them well”, says an executive at...
Please help with the following case study about human resources management.
CASE STUDY: 2
“Godrej believes in choosing thoroughbred horses and grooming them well”, says an executive at Godrej. This statement refers to GALLOP (Godrej Accelerated Learning and Leadership Programme). GALLOP is a management training programme, which is more performance driven and concentrates on leadership and learning.
The company selects 10-12 students from leading management institutions such as IIM, Bajaj and XLRI, every year for a year-long training programme. For selecting trainees, Godrej runs competitions in 30-40 management campuses across the country, where students are encouraged to generate business ideas for Godrej. GALLOP trainees start with an orientation programme addressed by the Chairman himself. The trainee is rotated amongst four departments apart from the department he is hired for. He is also required to do one month project in rural India. This rural experience enables the trainee to understand customers from a different perspective, as Godrej is rapidly expanding in agribusiness.
a) Identify and explain two functions of HRM which are highlighted in the case under study.
b) GALLOP trainees start with an orientation programme. Explain the meaning of orientation. State its importance at the beginning of a training programme.
c) Discuss two other methods by which you would recruit trainees for the company if you were the Human Resource Manager of Godrej.
One of the most important functions of human resource management (HRM) is the function of recruitment. This function can be seen in this case study. Recruitment is the process in which the firm tries to find the best possible potential employees and to get them to apply for work with the firm. We can see this in the GALLOP program because that program tries to identify the best management students in India. It goes to the leading management schools and then runs competitions within those schools to find the best of the best. This is a very good example of the process of recruitment. Of course, there are other ways to recruit good management candidates. The HR department at Godrej could hire “headhunters” to find promising junior talent at smaller companies. The department could also reach out to foreign universities, particularly ones with numerous Indian students (or students of Indian descent). It could look for the students with the best grades in these foreign universities’ management programs.
Another important function of HRM is orientation. Once good prospects for a firm are recruited and selected, it is still important to orient them into the firm. The orientation process is one in which the new hire is taught about the way that the firm works. In the recruitment process, the HR department finds the best potential employees. In the orientation process, it introduces them to the specific culture of the firm and it helps to provide them with the skills and the knowledge that are specific to their job within that firm. In other words, the orientation process is the process of enabling the new employees to be able to work effectively within Godrej, which, like all other companies, has its own culture and its own procedures. This is a very important part of the beginning of a training program because it allows the new workers to become familiar and comfortable with their new environment. This makes it more likely that they will be able to apply the skills they have developed in school to the specific tasks set to them by the Godrej company.