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Bumpbie Company case study (Learning Team: Case Analysis I). Review the information on this company which was provided in weeks 1 and 2 (Introductions and Endcaps), as well as the additional information provided here in the attached document.
Paul arrived at Bumpbie Company 18 months ago, as the first HR professional the company ever had. Started fifteen years ago by two brothers, the company has been experiencing a “growth spurt” for the past 3-4 years, fueled by increasing demand for small plastic parts: computer keyboards, toys, airplanes….a wide variety of needs. Paul was directed by the owners to “use HR to keep us staffed up so we can grow” and to “keep us out of court.” The company has a single location which is in an industrial park outside a major metropolitan area.
When the company was founded most of their workers were Caucasian and about 20% African-American because this was the racial make-up of the surrounding area (labor market). In the past few years people of many different ethnicities have moved into the area: Hispanics, Asians, people from India, Bosnians, Serbians, and Russians, among others. Bumpbie’s employees are primarily Caucasian and African-American, although there are two Hispanic employees and one Vietnamese. There is a high demand in the local labor market for semi-skilled labor like the majority of the jobs at Bumpbie.
As soon as Paul arrived, he attempted to get relevant data and HR metrics so we he could understand the company’s strengths and weaknesses regarding their labor force. While he was able to piece together some data, a lot of it just wasn’t available or if it was available, it wasn’t easy to retrieve and analyze.
Review the dialogues in the course Introductions for weeks 1, 2, and 3, as well as the above information, and answer the following questions:
This is my part in the analysis
– Paul knows he should be updating job descriptions but he “just hasn’t had the time”. Why should he make this a priority (or should he)?
Learning Teams write a 1000-1200 word analysis, being sure to address the questions at the end. The analysis should be in the form of a paper: don’t simply answer the questions. Please note there is not one best approach or right answers. You will be graded on how well you support your analysis. The case study must have supporting data in the form of citations. A minimum of 2 credible references are required.
Background from week 1-3
Week 1 -John and Roy had a good discussion with the Director of HR, Paul. They learned that the company tracks these metrics: turnover rate, benefits as a percent of payroll, and wages and benefits compared with other local employers. They also learned that the productivity issue and the problems with turnover before the layoff were complex and would require assistance from several HR areas: Total Rewards (Compensation and Benefits), Staffing, Talent Management, and probably Employee and Labor Relations too. They also got some ideas about interviewing and how to work with HR to recruit candidates when the time comes to hire more people again. The Training Manager stopped by and discussed skills and gaps with them, and showed them classes currently available for themselves and for their workers. We’ll hear more about Roy and John in the coming weeks.
Week 2- When Roy and John attended the Diversity and Respect Training, they were very surprised at a lot of the information.
John: I had no idea that telling off-color jokes was illegal, did you?
Roy: I sure didn’t. I also didn’t realize how many different ethnic groups we have in this city.
John: I did know about a lot of the ADA accommodations, but I didn’t know that substance abuse can be considered a disability.
Roy: And I didn’t know about the “job relevance” test – like requiring people to speak English at work, and other job requirements
We’ll hear more about Roy and John in the coming weeks.
Now let’s see what’s going on at Bumpbie:
Paul: John and Roy, we’ve been talking about the turnover in your department and why so many people have been leaving. In addition to what I’ve already mentioned, several people who left said in their exit interviews that they were never sure exactly what their job responsibilities were, and they felt sometimes they were asked to do things that they weren’t supposed to be doing. Do you know what they’re referring to here?
John: I’ve shown them what we have, but we’ve had quite a few changes in technology and so people are doing things differently now. Plus, we’ve been using teams a lot more now, and this doesn’t show up in any job description we have.
Paul: I’ve been meaning to update those job descriptions, but it’s quite a chore. Takes a lot of time…. I’ll try to get to it as soon as I can. Maybe I can get an intern or somebody to help me.