Case Study On HR Planning

Ms. Barnacles has an MBA-Human Resources Management from Winston Churchill University and has been subservient in formalizing the institutions human resources policies and procedures. Occupancy evaluates in the hospital had ferment between 76 and 82 percent from 1987 to 2012. However, since then, line has fallen to 57 percent. Such declines have not been unusual for this industry during this period due to the emphasis of on outpatient services and increasing competition.However, the decline inning occupancy rate has affected this hospital revenues to such an extent that it ran a shortfall for the first time last class. The only response to these changes thus far has been a tightening of requirements for equipment or apply purchases. At the most late quarterly meeting of the Board of Directors on July 31 , 201 3, DRP. Imides Gigantic presented the utility(a)ly bleak financial picture. The projected deficit for 2013 was PH 3,865,000. 00 unless some superfluous revenue sources were identified or some additional savings were found.The Boards recommendation, found on the immediate crisis and need to generate short-term saving, was that employee lay withdraws were the only true-to-life(prenominal) alternative. They recommended that DRP. Imides Gigantic consider laying-off up to 10 percent of the hospitals employees with an emphasis on hose in non-essentials areas. DRP. Gigantic responded that the hospital employees had never been fixed off in the history of the institution. More everywhere, she viewed the employees as part of the family/ and would have great clog in implementing such lay-off.Nevertheless, since she had no realistic short-term alternative for destruction the revenue gap, she reluctantly agreed to implement the layoff policy which would be as fair as possible to all employees, with guarantee of reemployment for those laid off, and to find additional revenue sources so that layoffs would be unnecessary in the future. DRP Gigantic called Te es Barnacles into her office the next morning, shared her concerns, and asked her to prepare both a short-term plan to save PH over next year through employee lay-offs as well as long-term plan to stay off layoffs in the future.Her concerns were that the layoffs themselves might be costly in terms Of preoccupied investment in some of the laid-off employees, lost efficiency, potential lawsuits, and get off morale. She was concerned that the criteria for the layoff not only be equitable, but also turn up to be equitable to the employees. She also wanted to profit sure that those cosmos laid off received adequate notice so they could make alternative plans or so the hospital could assist them with finding alternative employment.Since the hospital has no previous experience with employee layoffs and no union deoxidise constraints, her feeling was that both seniority and job performance should be considered in determining who would be laid off. Tees knew the hospitals performance idea system was pitiful and needed to be revamped. While this task was high on her to do list, she also knew she had to move ahead with her recommendations on layoffs immediately. The present reference appraisal system uses a traditional checklist rating scale with summary rating.Since in that respect is no forced distribution, the average ratings of employees in different departments varies widely. Exhibit 2. 1 . Shows the summary ratings of employees in each department. Most supervisors in all departments rate most of their subordinates either satisfactory or outstanding. Tees has done a quick redirect examination of those employees whose over-all ratings Were unsatisfactory or questionable. Most are employees with less than terzetto years of seniority, whereas, the satisfactory employee has worked for Sat. Filament approximately seven years. Tees is preparing to submit her recommendations to DRP.Gigantic and has number to YOU, HER Consultant, for advice. Exhibit 2. 2 provi des a summary of the distribution of employees and payroll expense by department for the most recent year. Questions 1. Identify the major line of work or problems and their causes. 2. What are some alternatives for dealing with these problems? For example is it possible to exclude layoffs through the use of attrition? 3. Develop a plan for implementing employee layoffs over the next year which will generate 3 million pesos is savings. leave alone specific details concerning apartments affected, the use of seniority versus merit, the amount of notice, and out-placement activities.