No Respect

The problem in this case, is that Frank Robertson has worked at Bridges for just over a year now and he feels like the HR department doesn’t get any respect. Robertson has been attempting to make the HR department successful, but the most important human resource mandate- attracting and keeping good employees, isn’t being utilized by Bridges. Basically Robertson’s efforts are going unnoticed and ineffective.

The reason this HR department is not succeeding is because in 1995 when Philip Washington, the previous CEO retired. Washington had went outside the norm and customized Bridges culture. With that being said, it wasn’t the systems that Washington used it was his own personality and drive that attracted people there and that is how he got some of his best employees. Once he left, two out of the five remaining senior managers left. In conclusion, the causes were that a lot of the main people had left, the issue at hand however, is what to do next and how to do it. When you have so many people leave, you need to take a step back and figure out how to solve the problem so there were no gaps of unproductiveness.

There are three different criteria that I have selected to evaluate this case. They include the following; employee moral, cost, and effectiveness. Employee moral came to mind when considering the options because in any company you are going to want to have high employee morale. With high morale in your employees will work better and costumers will be happier. When the employees aren’t happy, the turnover rate is higher and productivity is lower. Things like this can be very costly to the company, so they want to try to keep their employees as satisfied as possible. Cost is the second criteria I chose because cost is always going to be important when developing an action plan. If the cost doesn’t justify the plan that it is not worth going through with. Finally, effectiveness is the last criteria we will consider. We want this plan to be effective from...