size of the HealthCo. organization and the extent of internal fragmentation. This must come with the blessing of the executive leadership team. The CEO has stated an objective to become an employer of choice as seen by Fortune’s to benefits to reflect the work-life “Best Companies Work For” (p.520). To improve HealthCo.’s balance offered by many of the best companies on the Fortune list, many actions must take place. The CEO asked for a task-force to be the key issues in serving all employees formed “to identify with such a set of benefits, and any related (p.522). issues” Key Issue Analysis There are several key issues to HealthCo. becoming a top company in terms of work–life benefits. As mentioned, HR must be able to transition as well as grow. From the case-study, it was unclear if HR even had a the of the to discuss current issues “seat at table” “senior staff meeting and strategic initiatives for the (p. 520). Research information was offered but it coming year” appeared to come from studies conducted by research for HealthCo. “outside team” (p.521) Additionally, the CEO asked for to to study the work-life balance “four six volunteers” (p.522) issue. If HR operated in a strategic capacity, they would be at the table and referred the project. They would have the opportunity to construct a cross-departmental/cross-functional team, conduct a needs analysis, and put together a report and budget to discuss the feasibility. They also would be in the best position to identify and to implementation (Phillips & Phillips, “barriers enablers” 2008). While the culture and values seem to be undeveloped, it is also possible that the organization is simply understaffed in various departments. Legal, was described as working “nine to but overwhelmed with a that significantly exceeds the day-to-day capacity of five” “workload the & Worley, 2013, p. 520). Job design, and work breakdown structures might staff” (Cummings be an important issue that could help to alleviate some of the burden, in addition to part-time or
size of the HealthCo. organization and the extent of internal fragmentation. This must come with the blessing of the executive leadership team. The CEO has stated an objective to become an employer of choice as seen by Fortune’s “Best Companies to Work For” (p.520). To improve HealthCo.’s benefits to reflect the work-life balance offered by many of the best companies on the Fortune list, many actions must take place. The CEO asked for a task-force to be formed “to identify the key issues in serving all employees with such a set of benefits, and any related issues” (p.522). Key Issue Analysis There are several key issues to HealthCo. becoming a top company in terms of work–life benefits. As mentioned, HR must be able to transition as well as grow. From the case-study, it was unclear if HR even had a “seat at the table” of the “senior staff meeting to discuss current issues and strategic initiatives for the coming year” (p. 520). Research information was offered but it appeared to come from studies conducted by “outside research team” (p.521) for HealthCo. Additionally, the CEO asked for “four to six volunteers” (p.522) to study the work-life balance issue. If HR operated in a strategic capacity, they would be at the table and referred the project. They would have the opportunity to construct a cross-departmental/cross-functional team, conduct a needs analysis, and put together a report and budget to discuss the feasibility. They also would be in the best position to identify “barriers and enablers” to implementation (Phillips & Phillips, 2008). While the culture and values seem to be undeveloped, it is also possible that the organization is simply understaffed in various departments. Legal, was described as working “nine to five” but overwhelmed with a “workload that significantly exceeds the day-to-day capacity of the staff” (Cummings & Worley, 2013, p. 520). Job design, and work breakdown structures might be an important issue that could help to alleviate some of the burden, in addition to part-time or