RUNNING HEAD: CALLEETA CASE STUDY

Week Six: Calleeta Corporation Case Study

Dwight Grant

HRM340

Professor. Laura Miraz

DeVry University

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1. What are the key business issues facing Jan?

Although Jan and John have established a high-efficiency and comprehensive recruitment

and retention plan, Jan is now mainly facing increasing employee expenditure. The Board

members are understandably concerned about an increase in employed spending of 12% per year

compared to the industry average of just 4% per year. Jan is also faced with the demands of

activist stakeholders, working conditions and policies at overseas locations in Mexico and

Vietnam. Jan was also concerned about the availability of HR professionals at such locations

abroad as they face various time zones and barriers to business hours. The Board of Directors

expects Jan to propose a plan to raise company revenues as financial returns slow down

(Kavanagh, 2011).

2. In what ways are CalleetaCO’s HR operations contributing to the company’s

success?

With their plan to recruit and retain high-quality talent, Jan and John were on the right track

as they led the innovative RFID and merchandise industries. The workers they employ in their

areas of technological development are highly educated, efficient and highly paid for the average

pay and benefits of the industry. In addition, Jan and John's human resources procurement and

retention plan includes U.S. facilities where employees are working. CalleetaCO has retained

highly trained technologists of the highest quality and ensures that it has one of the strongest

innovative workforce to provide high-quality RFID products to the rising consumer population.

Operations of the HR are essentially eliminating problems (Kavanagh, 2011).

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CALLEETA CASE STUDY
3. How do these contributions support the company’s strategic goals?

The strategic goal of the Calleeta Corporation is to become a leader in RFID goods by

ensuring that the best trained technicians are retained and employed by means of above-average

industrial pay and benefits and the creation of a work-life balance between their facilities. Good

human resources engagement and management support and employee support also promote a

high-value environment in which the company works (Kavanagh, 2011).

4. What changes can John make in his HR operations to meet the board's demands?

In view of the fact that the HR department is viewed more as a source of expenditure than as

a source of revenue, John might be able to reduce his HR operations to some degree. John has

built up quite a strong presence of HR in the United States. CalleetaCO's locations, which are

subject to HR requirements, position the company's revenues indirectly under counter-productive

pressure. At the moment, it is important to analyze the cost-benefit of John's new HRIS program

in order to ascertain exactly what its expected benefits are compared to the costs incurred and

how to reduce the "soft" financial pressure on the company's revenues from the current plan.

I would like to start by recommending that the spa and pet boarding facilities in the United

States be discontinued. This will be a significant step forward towards a reduction in John's

broad program of human capital development and retention, rather than too far away from the

incentives and accommodation that the organization has disclosed and sold to its highest levels

of talent. John should also consider increasing the number of staff assigned to each HR

representative from 10 to 20. Jan will potentially move some HR surplus from his U.S. locations

to international locations in Mexico and Vietnam to resolve the shortfall of timely assistance

there as issues in Jan's overseas locations address their needs. Both the Management Self-Service

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CALLEETA CASE STUDY
Portal (MSS) and the Employee Self-Service Portal (ESS) can be used to overcome time-limits

and HR results, which are open to management and employees abroad. Offshoring or pushing the

United States forward. Physical and digital human resource presence around the country would

significantly reduce labor and medical services costs and act as a growth initiative to ensure

equal and equitable labor conditions in international facilities (Kavanagh, 2011).

5. Describe whether each of John’s proposed changes will hinder or help CalleetaCO

achieve a sustainable competitive advantage? Which ones would you choose if you

were in John’s position? Defend your choice.

John's strategy for 25 HR employees and 17 HR testing and trainees would demonstrate that

a sustainable competitive advantage cannot be achieved, as this aspect of the plan does not

discuss the situation where recruiting and employee efforts are being met. John is to add a

maintenance mechanism to this proposal that digests the amount of recruiters and training

specialists needed to retain the workforce achieved. Providing above-average market pay and

benefit will undoubtedly help CalleetaCO gain a competitive edge, as this strategy would prove

cost-effective by lowering sales costs and enhancing the productivity and quality of its highly

talented employees' inventions. Theoretically, supplying CalleetaCO with health and dental

insurance at no cost would deter them from competing, as this would ultimately prove very

costly for the company to absorb potentially profitable benefits. John may arrange for health

insurance policies requiring a low percentage of workers' payments that may lead to a decrease

in some of the coverage.

Liberal benefits, a 10% 401(k) policy and stock options are all advantageous and successful

amendments that I personally would like to make in order to achieve a competitive advantage

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CALLEETA CASE STUDY
(Kavanagh, 2011). Liberal performance bonuses, a 10% 401(k) plan and stock options are all

constructive and efficient enhancements that I personally choose to help CalleetaCO achieve a

strategic, sustainable advantage.

6. How would a balanced scorecard help Jan explain the value of her HR talent

approach? Provide sample measures for each of the four categories that would

support Jan in her presentation to the board.

"A balanced scorecard is both a management and a measuring device that enables

businesses in the field of internal business processes and external outcomes to consistently

strengthen their vision and strategy and to execute them" (Kavanagh, 2011) (Kavanagh, 2011)

Financial, customer, internal business processes and learning and growth are all four

aspects of the balance sheet. Jan and John's proposed human resources plan on the financial side

promotes and increases the output and income of the best-in-class talents, who have the most

innovative skills and innovations and in turn, produce the best quality products that strategically

set CalleetaCO above the RFID industrial competition. The client aspect can be recognized and

balanced in the scorecard by indicating that productivity growth, satisfying and exceeding

consumer demands for RFID is projected at a pace that exceeds the average industrial level.

Internal business processes are balanced with the plan being proposed, as the needs of

each worker will be met on time and a balance between work and life will be achieved, and

highly motivated and trustworthy workers will achieve the best possible results. The learning and

development components of the HR scorecard are related to the corporate intent, as CalleeetaCO

employees also keep up-to-date their useful skills, capabilities and innovations in RFID

equipment (SHRM.org, 2015).

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References

Human Resource Information Systems. (2020, October 08). Retrieved December 07, 2020, from

https://us.sagepub.com/en-us/nam/human-resource-information-systems/book259162

Kavanagh, M. J. (2011, 07 2011). Human Resource Information Systems: Basics, Applications,

and Future Directions, 2nd Edition. Retrieved August 07, 2017, from [CEHE

Independence University]:

https://ceheindependence.vitalsource.com/#/books/9781452241111/

Ted Jackson Co-Founder & Alabama Native. (2020, September 17). How To Apply The

Balanced Scorecard In HR. Retrieved December 07, 2020, from

https://www.clearpointstrategy.com/balanced-scorecard-in-hr/

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