Project #49546 - HR Mgmt: Talent Retention

Much research has been disseminated on the art of retaining key talent during an M&A. What happens, however, if one person who holds great potential for creativity and innovation begins to make trouble for the organization as two companies begin to merge together? As the HR professional, would you advise top management to put up with this obnoxious employee’s behavior due to the value of his or her knowledge? Or, would you guide management towards replacing this employee with someone who is equally as talented?

To better answer this, you first review the Rizvi article attached. Focusing on the ways in which the HR department is directly involved with the success of the M&A process. Then, examine the scenario presented below to analyze dilemmas that arise when determining whether or not to retain highly talented employees.

Scenario

Jason Wild is the up-and-coming hot shot for Innovative Wonders’ animation department. His unique view on 3D elements has earned him vast popularity with clients, writers, and top executives. His fellow animators have come to admire and respect him, seeing him as their creative and administrative leader. Many employees holding positions in other departments at Innovative Wonders joke that Wild is like a cult leader; his “pack” would follow him to the end of the world and back just to have the chance to work with him.  Wild has also been known for his egotistical proclamations that Innovative Wonders would be “nothing without him” and that he alone holds the “true key to innovation” for the company. It is obvious that Wild is talented, but appearances on the covers of technology magazines have resulted in an ego that many in the company cannot tolerate. Many writers have attempted to turn down projects that require collaboration with him, and producers prefer to keep communication with him at a minimal.  

Working in HR, you have gotten to know Jason Wild pretty well. For example, you know that his real last name is not “Wild.” You know that Jason Williamson started with your organization over 10 years ago, on an at-will basis when he graduated from college. You watched him work hard to create the small vignettes that the animation department’s project managers tasked him with. You were there to increase the decimal places on his paycheck as his visions evolved into a dominating force in his department. You also witnessed his personality (much like his last name) go from average, unassuming, and quiet to the boisterous, outlandish one that he exhibits today. You still remember the day that he came to formally change his last name to Wild. He wanted HR to send out a mass e-mail to ensure that everyone would be aware of the change, insisting that he would only answer when called by his new persona. He wanted the name on his office door changed as well as his name on Innovative Wonder’s website. You remember this day being ironic because the same day that he demanded this change you were also busy fielding complaints by a group of writers and project managers. They had communicated his practice of demeaning others to assert his higher standards.

When Wild first got wind of your potential merger with Forever Media, it did not take long for him to question his future role in the newly merged company. Forever Media also has a great animation department and is one of Innovative Wonder’s biggest competitors in the industry. In fact, the absorption of this department was noted as one of the primary financial and human capital gains during the due diligence process. As organizational meetings begin to outline integration procedures, Wild talks about himself to others as if he will be named one of the head chairs for the new animation department. You notify Wild that he does not have the authority to self-proclaim such a position. You also acknowledge his concerns and fear of potential hierarchy in the department, and let him know that you will openly communicate details as soon as departmental plans are created.

A few weeks pass before Wild comes to you with an ultimatum. Either he oversees the animation department in an executive role, or he creates a spin-off company, taking half of your organization’s talent with him. Wild is arguably the best at what he does, and he also provides significant value that would be difficult to replace. However, should his forceful demands be tolerated? You decide to call a meeting with top executives to discuss Wild’s behavior and the potential loss of human capital. When the executives ask you for your opinion as it relates to the bottom line and future of the merged organization, what will you tell them?

Write a 1 ½ page paper (include references attached) response based on your reading and research that addresses the following:

·         Analyze dilemmas that arise when determining whether or not to retain highly talented employees during mergers.

o    Identify the option that you would suggest to management.

§  Option 1: Continue to go through with the merger, keeping Jason Wild a part of the staff.

§  Option 2: Continue to go through with the merger, asking Jason Wild to hand in his resignation.

§  Option 3: Back out of the merger, keeping Jason Wild on staff.

o    Justify your decision, citing details from the scenario and your own real-world perceptions.

o    Describe at least one benefit and one consequence that come with your decision.

§  Compare how these identified outcomes might differ from the outcomes that result from at least one other option you could have selected.

§  Be sure to include the ethical and legal considerations as necessary.

o    Predict how your decision would affect your organization’s future, bottom line, and competitive advantage.

o    Cite a real-world example that depicts a company choosing the same option that you did. Briefly explain how this decision affected the value of the company. 

 

 

Subject Business
Due By (Pacific Time) 12/02/2014 12:00 pm
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