Organisation Behavioural

Case -1 RIGHT MAN, WRONG JOB Marks-16

Deewankar Hansa studied the calm face of Amit Roy, who had just told him, “I have decided to resign

from XANites.” He had been expecting this; the symptoms had been surfacing for sometime now .The

reason had become apparent, yet, now he wondered where his firm, Catalyst Solutions, had gone wrong.

Eight months ago, Deewankar Hansa had placed Amit Roy at XANites as business head, next in command

to the country head, Dave Daughty. Netting Amit Roy for that job had not been easy, but Dace was

adamant. “He is just the kind of person we need to turn around our fortunes. Whatever be his terms, just

hire for me.”

Deewankar Hansa could understand Dace’s urgency. At XANites, India was on the top priority for

outsourcing the call-canter operations. With the changed economic scenario of the 1990s, competition

brought XANites to its knees. More than the declining profits the company recognized that it was not seen

as the best employer, and that it was not able to attract bright talent.

Dave was clear he was hiring his business head from India. “We do have all kinds of skills, but we need

somebody who understands India,” he told Deewankar Hansa, the vice president at Catalyst Solutions.

“Then again, the standards and benchmarks that we have been operating with all these years can be put

in place here as well. It would be far wiser to hire ready-to-use skill from outside, especially when we are

staring operations in India. We need to set in a local force with parent system and procedures, and that

can happen only if we have the right man to navigate. A person who is focused on customers and cost.”

It was clear to Deewankar Hansa that Dave’s priority was overseas operations in India for competitive

advantage of reduced cost. Naturally, Catalyst Solutions derived its brief for the candidate search and the

required business competencies from the company’s objectives.

Amit Roy’s 18 years’ long experience had been in...