Design a Performance Management System - Management Assignment Help

Assignment Task :

ASSIGNMENT 1: HUMAN RESOURCES DEVELOPMENT 
 

SECTION A Read the case study below and answer the questions that follow. 
BPoland Sandeep Mirchandani was heading to his new office at BPOLAND Ltd, Gurgaon, India's business process outsourcing (BPO) capital. Sandy (Sandeep's preferred name at work) looked at the massive growth of technology parks that had sprung up in the National Capital Region and wondered where the next frontier of growth is going to come from. On his way to the escalator to his office, Sandy kept reflecting on what PremVohra, the CEO and President of BPOLAND, said at his job interview, "We've grown at on unprecedented pace and the medium term outlook is not one of a slowdown. It's time now to consolidate and take the learning platform to the next level." Sandy had accepted the role of the Vice-President of learning and development at BPOLAND, and was wondering how he could apply his two decades of HR experience (mainly in learning and development) in the consumer durables industry to the BPO industry. One of Sandy's mandated tasks were to integrate and exploit the deep pockets of experience and learning of his and operations teams. Reflecting on Prem's comment, Sandy felt that a new set of capabilities was needed for its core operations, people management, and business development teams. New roles needed to be created for sustaining future growth. In order to chart out a way forward, Sandy felt he needed to get a better understanding of the drivers of customer and economic value at BPOLAND and get a better handle on what the key triggers of investment in learning and development (L&D) are for his workgroup. Owing to the high growth and service dynamism at BPOLAND, Sandy knew that he or his L&D team alone could not service BPOLAND's L&D needs. In shaping his learning and development strategy, he needed to better understand the dynamics of work, work organisation and his team's interaction with BPOLAND's largest business groups — insurance services and content solutions. 
About BPOLAND Established in the 19905, BPOLAND has its corporate office in Gurgaon, India, and is owned by three large US-based multinational companies (MNCs). It offers BPO services to a number of industries around the globe. BPOLAND had witnessed organic growth in its products and services. In 2006, BPOLAND expanded its operations from India to seven other countriac and to Inman nary with itc inrnaaaino Wills needs and improve its service BPOLAND had witnessed organic growth in its products and services. In 200b, BPOLAND expanded its operations from India to seven other countries, and to keep pace with its increasing skills needs and improve its service proposition to customers it had created 24 process delivery centres world-wide and employed a pool of engineers who could converse in 28 different languages to deliver a range of services. 
BPOLAND was initially started as a wholly owned offshore BPO for a large and diversified US-based multinational organisation, but it was acquired by two large US-based MNCs. 
Drawing on its parent firm's heritage of lean production, SS, and other quality management methods, BPOLAND implemented quality management systems (QMS) to exacting process requirements from its clients to deliver cost and productivity gains to its customers. Its staff strength grew from around 350 people in 1997 to over 26,000 globally in 2006, of which, nearly 20,000 are employed in India. Since 2006, BPOLAND had witnessed a rapid growth in its employee base, revenues, service complexity, and an expanding portfolio of services. In order to service its diverse skills needs, the L&D group had established the BPOLAND University. 
What started as a modest back-office offshore mail processing centre for BPOLAND's parent organisation in the USA, the organisation then offered BPO services in sales and marketing analytics, supply chain and after-market services, financial services, core operations and collections, finance and accounting, information technology services, enterprise application services, and program management. Within these services, it had a diverse range 32 
 

QUESTION 1 

Making reference to the article above, consider BPoland's human resource development practices, and discuss whether BPoland may be regarded as strategically mature in its human resource approach. 
 

QUESTION 2 

Examine the changes at BPoland and critically discuss whether the implementation of an organisational development (OD) approach would reasonably strengthen efficiencies organisation-wide 
 

QUESTION 3 Design a performance management system for BPoland, which would further inform the training and developmental needs for their employees. In doing so, highlight the benefits of this system for the organisation. 
 

SECTION B

QUESTION 4  

Suppose you have been appointed as part of a cross-functional team of the HR department of an organisation, to assist with the task of selecting and implementing an HRIS; Recommend a systematic plan for selecting and implementing E-learning for the organisation. 

QUESTION 5 

Discuss the significance of the need for HR Directors to make HR risk management a core part of their strategic management process. 

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