A NEW “BRAND” FOR SENIOR HEALTH PLUS

Jamie, the new Vice President for Human Resources, saw the HR Department as having a major role in the following simultaneous initiatives at SHP: - Establishing a uniform corporate culture which still had continuity with the grass-roots philosophy and culture of the original small company, and which was responsible for its successful and dynamic growth. - Effectively engaging the workers at SHP in the company’s branding development process. - Improving communication between the multi-site workforce and the administration, and using corporate communications to give this dispersed and growing workforce a sense of unity and common purpose (common Mission and Vision). - Creating a uniform corporate culture for a rapidly expanding company by changing workspace/workstation configurations and by encouraging a change in how employees used their lunchtime. - Unveiling the new brand to the company’s full workforce. - Enforcing company rules, regulations, and standards associated with the new brand so that the company workforce on all levels stayed “on message.” - Do you think Jamie tried to take on too many tasks simultaneously? Describe and discuss one (1) reason to support your statement, based on examples within the Case Study. - Describe in detail one (1) example of the HR Department acting to implement a policy or set of organizational changes for which it had no input and over which it had not control. How did this backfire on the HR Department? • Four times Jamie, acting on behalf of the HR Department, tried to work collaboratively with the Marketing Department: trying to get employee input into the branding process; putting together company newsletters that reflected the branding change and addressed customer informational needs; implementing corporate rules and regulations which were created by the Marketing Department to accompany use of the new brand; and unveiling the new brand: - What was the message that Rita of Marketing sent to Jamie in each of these instances about who had the most power in the organization? - Using one (1) of the 4 examples indicated above: Describe how Jamie undermined the image and influence of the HR Department within the organization by trying to quietly get along with Marketing, and to implement Marketing decisions as if those decisions had been reached collaboratively? • REFERRING TO THE CASE STUDY, AND TO PAGES 160-164, 170-173 OF YOUR TEXT, CHAPTER 7: - In which 2 myths of organizational retention of workers did the leadership of SHP believe? - Describe one (1) action taken by the organization’s top leadership which increased employee dissatisfaction and turnover. - Describe one (1) action taken by the HR Department which increased employee dissatisfaction. - Based on your reading, what was the biggest mistake the organization made in its treatment of the workforce during the rebranding and simultaneous rapid reorganization and expansion of the company?      

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