question is at last, write in a report form, write from book this is access code of the book ( A1TZC6ZYTXC0AWSKFJ45) book name is (Canadian Human Resource Management) Format (McGraw Hill eBook) pl

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question is at last, write in a report form, write from book this is access code of the book

( A1TZC6ZYTXC0AWSKFJ45) book name is (Canadian Human Resource Management)

Format  (McGraw Hill eBook)

please answer the question from book



Learning Objectives:

1. Identify different conflicts in the workplace and determine how Human

Resources can best act to support resolution;

2. Identifying the factors that keep different generations in the workplace


3. Describe sources of employee dissatisfaction and analyze root causes from an

HR perspective;

4. Describe different training approaches for employees and teams;

5. Apply total rewards solutions to support organizational objectives and

employee needs;

6. Create performance management policies in a diverse workplace that balance

the needs of employees and the organizational.


Employee diversity – age, gender, generational | Motivation in the workplace | Team

Training | Organizational Structure | Job design | Recruitment and Selection |

Compensation | Employee Wellness | Human Resource Planning | Performance

Management |

The partners at the marketing firm of BCS Marketing Ltd., have seen an increase in

company growth over recent months. Partners, Stan Bart and Sally Chu were the

founders of BCS and had built a thriving and reputable firm over the past 25 years. Late

last year, due to the need to direct the growth of the organization, Stan and Sally

reorganized BCS Marketing Ltd. into a flatter organization with one branch for

Operations and another for Administration. Operations accounts for about 150

employees with 25 administrative employees.

Due to the success and growth in the company, Stan, who was the President and

Operating Manager, had recently begun to organize work into projects to use resources

more effectively. Stan oversaw about 20 teams plus the core Marketing delivery

functions, such as Customer Relations and Client Marketing. This was beginning to be

more than he could handle, effectively, since all team leads reported to him. He felt he

was losing track of production and the delivery of products.

Sally Chu, the Vice-President, Administration is responsible for Finance, Systems and

Technology, and Human Resources. Human Resources included HR Planning, Staffing,

Compensation and Benefits and Training and Development. Health and safety was

managed by the firm’s contract lawyer, and is also overseen by Sally. When Sally had

helped found BCS, her background was in Marketing. She had promoted her assistant to

Manager, HR, but no one in their area had formal HR knowledge. Was it time to bring in

an HR Manager with a CPHR, she wondered? Most employees had at least 10 years with

the company, and some were nearing retirement.

While tied up in many ongoing projects, Stan Bart has recently had to create a team to

work on a major new project involving a new local client’s water recycling product

launch. The client aims to reach as many age demographics as possible, including people

who might use water recycling units in their apartment or in their homes. Therefore,

Stan has decided to create a cross-functional team with unique knowledge and ideas to

work on this project. By doing this, Stan figured he would have a difficult time motivating

everyone on the team to effectively accomplish this project, since each member will have

separate values and be motivated differently. He is hopeful that his senior Project

Manager, Norman Tsang will bring the team together to accomplish the task. He would

rely on Sally to provide advice regarding motivating total reward solutions.

Norman is one of BCS’s early employees with just under twenty-five years of experience

with the firm. Now a senior manager, Norman has developed a very well-respected

reputation at the firm. He is known for getting things done. He has been through many

of the changes in the marketing industry, but often has a difficult time adapting to such

changes. Just the other day, Stan had overheard Norman grumbling about how pointless

it was to recycle water in rainy Vancouver, BC, where the project team and BCS

Marketing Ltd, was located. Norman would ultimately be responsible for hiring, along

with Sally, the rest of the team which would include Patrick, Rupinder, two additional

BCS employees and two environmental specialists that would have to be hired on a six-

month contract basis. The project was due to begin in 3 weeks and would last at least 6

months. However, Norman was also handline two other major projects.

Patrick is a recent university graduate and the new intern at BCS. This will be his first

major project. Patrick is eager to show his skills on a professional level to Stan, and the

other employees at BCS. He is a member of Generation Y and brings many fresh

innovative ideas to the team. Patrick is optimistic, goal-oriented, enjoys collaborating

with fellow colleagues, and can effectively multi-task – all characteristics of Generation Y.

Stan has noticed Patrick is very ambitious, however he feels Patrick only sees this

internship as a steppingstone for his future career. Stan feels Patrick may not be

interested in the long-term success of BCS. Ultimately, Stan feels Patrick is looking for a

career with more complex tasks and responsibilities and of course, higher pay.

Rupinder has been with BCS for eight years and is on track for a promotion to senior

management. She has been part of a number of successful projects at the firm and has

recently been recognized by her colleagues as a valuable member of the team for her

quality work. Rupinder has past experience as a previous small business owner but

decided to go into marketing after selling her start-up. Stan saw that as a member of

Generation X, Rupinder, was a leader in the workplace, but she often took direction and

criticism, poorly. Rupinder liked to work independently and was not the most patient

person when it came to helping others. Staff were often hesitant to ask her questions,

fearing they might be seen as incompetent.

Stan was meeting with his partner, Sally Chu to discuss the future of the company,

especially issues surrounding the number of employees needed on the water recycling

project and the employee engagement issues that were surfacing. Stan pointed out the

increased diversity in age demographics among the employees created some unique

working situations regarding motivating employees. To Stan, work felt “out-of-control”

for the first time, ever.

Sally explained how so much of her attention was on the finance side of the business

these days. The need to make sure that the company had the necessary cashflow to pay

employees on time was especially time-consuming and left her with little time to worry

about employee needs and feelings. She also lamented that no one seemed to oversee

employee wellness at the firm. She mentioned that she couldn’t recall the last time she

sat down with either Norman or Rupinder to discuss their performance. She also knew

that position descriptions were out of date and even missing due to the recent explosion

in hiring. She has also had increasing requests from employees to work from home and

has not had time to even look at this need.

Stan expressed his concern that Norman had not continued to develop his skills as the

marketing industry evolved to use new strategies, such as social media campaigns. Also,

Norman had recently been hinting to Stan that he might be retiring in the near future,

and that this project would most likely be his last. Therefore, Norman might not be fully

motivated to put forth his best effort with this current project, which was so important

for BCS Marketing. As project manager on the new client campaign, this could negatively

affect the whole team dynamic since the team leader should motivate the whole team to

create the best work possible.

Both partners, Stan and Sally, agreed this whole situation created challenges for them,

not only for the new project, but also for all employees in the organization. At any time,

up to twenty projects could be on the go, with the firm’s 150 employees and additional

contracted staff. They needed new strategies to incentivize employees since each age

demographic had separate values, and therefore would be motivated differently. Stan

and Sally saw this recent project as an opportunity to pilot a new rewards strategy to use

for cross functional teams. But for now, Stan has just three weeks to design an effective

rewards strategy that can be used to motivate the diverse range of employees on this

immediate project. The company needs to impress its new client with a successful

campaign and continue to grow and be successful using this new team-oriented work


Your consulting team has been hired by Stan and Alice to develop a new incentive system

that considers the needs of teams. You would be able to address any aspect of total

rewards for an employee. Your team is to explain how this new recommended incentive

system would improve employee motivation and ultimately organizational results. Your

team should also recommend any training and development that would be needed to

create a high-performance team environment. At last, you will make recommendations

in terms of how to approach hiring and selection and whether changes to the

organization are needed the important HR functions such as culture, wellness,

performance management and job design that are currently being neglected.

Question to get you thinking (these do not need to be specifically answered, but

should be part of your consulting team’s discussion). Use the Paper Format noted in

your case area to format your draft and also the final paper:

1.  How can HR support training and development as well as other HR tools, to

encourage high employee and team performance?

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