Week 1: HR Case Assignment – Cheap Research Essays

Case 1
New HR Strategy Makes Lloyd’s a “Best Company” Pages 34-35 (Chapter 1 – Case Study 1) Read the Case. Then, answer all of the questions at the end of the case.

Questions:
Questions 1. What skills does Black think employees need to work successfully in the area of HR?
2. What are some of the outcomes of the company’s new HR strategy?
3. What do you think might be some of the challenges of establishing HR policies for a global company? 4. What types of situations do you think might require an HR manager to say “no”?

Please be sure to back up your answers for this case with facts from the textbook.

Please number each of your answers. This is very important so that I understand which questions you are responding to.

Remember, it is quality that counts so be brief, thorough, and to the point. Please be sure to back up your answers for case with facts from the textbook (please use APA format).

Your case reports should have a minimum of 500 words.
Please number each of your answers, so that I understand which questions you are responding to.

Snell, S. A. (2016). Managing Human Resources, 17th Edition. [Bookshelf Online]. Retrieved from https://bookshelf.vitalsource.com/#/books/9781305480735/

HR Case Grading Criteria:
Thoroughly answered all of the questions: 60 points
References to course material: 20 points
Spelling/Grammar at the college level: 20 points
Total: 100 points

Case Study 1 New HR Strategy Makes Lloyd’s a “Best Company”

After more than 300 years in business, a few years ago, the iconic global insurer Lloyd’s of London finally set out to establish its first true HR strategy, starting with the hiring of HR Director Suzy Black. “I was brought in to transform the HR function from one modeled on an old-style personnel office to a function that is more cutting edge, business focused, and value adding,” says Black.
Black’s first order of business was to evaluate the current state of affairs, particularly how the corporation’s senior managers perceived the HR role. With this information in hand, Black and her team began to develop an overarching strategic agenda as well as specific tactics, addressing everything from recruitment to performance management to basic policies to rewards and compensation.
Changing long-time employees’ perception of HR then took a bit of convincing, but employees quickly began to recognize the value of Black’s actions. Gradually, they could see how the HR strategies were effectively creating conditions in which they could develop in their careers, be successful, and find meaning and value in their work. Today, Lloyd’s employees list the company’s challenging work environment, healthy incentive programs, and meaningful community outreach programs among the key reasons they enjoy working for the insurance giant.
Black’s efforts gained her recognition outside of Lloyd’s and has enhanced its position as a desirable place to work. The average tenure of employees at the company is, incredibly, 21 years. The insurer has been named one of the “Top 100 Best Companies to Work For” (in the United Kingdom) by the Sunday Times and hailed as one of the United Kingdom’s Top 40 Business Brands by an independent researcher.
Each year, new graduates scramble to get hired by Lloyd’s. These new hires rotate through three tofour different assignments within Lloyd’s so they get a perspective of the company and the insurance market as well as a better idea of the departments in which they would like to ultimately work. Besides goods and benefits, the company also offers employees time to do charity and non-work-related activities to further their personal growth, says Black. “Employees are very sophisticated people, and they have more drivers than just wanting to earn money,” she notes.
Ironically, Black’s position was the first HR position she had ever held, having risen through the ranks in other arenas in business. But her experience has given her a clear definition of the ideal characteristics of the HR professionals. “They must understand change and transformation, excel at operations, and balance tactical and strategic thinking and acting,” she says. “They will have to be able to manage and navigate organizational complexity and ambiguities and not be afraid to say no occasionally in order to establish appropriate boundaries with the business.”