HRESS 2203 Winter 2021 Case STudy HRESS 2203 Winter 2021 Case STudy

HRESS 2203 Winter 2021 Case STudy
HRESS 2203 Winter 2021 Case STudy
Yellow Dash Corporation, established in 2019, is a Canadian eLearning company and it specializes in the research and development of eLearning platforms and supplies. Head Office is in Calgary Alberta and the company 5-year strategy includes plans to grow and expand Globally. The company knows many new companies are entering the market and new entrants are rapid. This is due to COVID-19 pandemic.
The company serves a wide range of clients and collaborates with organizations from all parts of the eLearning sector, including:
Small and medium sized enterprises
Large companies, including multinationals
eLearning organizations
Universities and Colleges
Government departments
The company does not have a Mission, Vision statement or Total Reward Philosophy. The Leadership Team (LT) consists of the CEO, eLearning Research Director, People & Culture & Happiness Director, Operations Director and Finance Director. These are all recently appointed roles to meet the growing needs of the company. Yellow Dash has 77 workers with no Job Descriptions or Job Analysis.
The People and Culture Department (P&C) was previously called Human Resources Department however it decided it had to change and is currently going through a transition. They need to transition from a pan administrative function and to operational and strategic. Everything is processed by Microsoft Office; hence HRIS systems do not exist. Just this past month the CEO agreed to increase the P&C department. The department went from 2 employees (a Manager and Associate) to 6 employees.
Yellow Dash Company will be expanding and plan to take over a small eLearning company in Edmonton, therefore the CEO has also agreed to increase the headcount in the Compensation and Benefits Section within the next 3 months (see the charts 1 and 2 below)
Last year the P&C department known as a traditional HR function, primary administrative. Their three-year goal is to a fully operational function and a strategic partner to the business. (See diagram 1.) For example, once an employee has been on-boarded (by the team) the P&C team want to improve the employee experience, their well-being, and integrate them into the company where they can show their value. They want to provide a leading-edge service and a full-service system. This engagement will improve productivity, create a positive environment for an employee to thrive in and generate happiness! Empowering your employees is the name of the game, which ultimately makes for a positive work environment that directly benefits the company.
Diagram 1
Diagram 1
Chart 1
Chart 1
The P&C&H team and the LT know 2020 hasn’t be great for mental health and employee engagement. Addressing mental health in the workplace is a priority and requires additional efforts to implement proven programs to support employees. They also know the Company Total Rewards must be completely revamped and will eventually need the following roles to make this happen. They must ensure people want to join and stay with the company. They want to ensure the new incentives and rewards create the behaviours and attitudes to create the new organization culture.
Chart 2
Chart 2
There seem to be many problems with the compensation strategy and system.
Leaders have complained the compensation strategy and system, does not address best practices and is placing additional pressure on them. They say it is causing customer service and productivity problems, employee engagement issues and high turnover. It is hard to attract and retain employees.
And to top it off, some leaders are now making less money than some of the workers, since they are new not eligible for the bonus system. The fact that none of the employees received any pay increase last year does not help their mood, either. During the year, three experienced leaders have quit. The firm had never had more than one or two leaders quit in a single year before.
The CEO at Yellow Dash believes employees should be recognized for their contributions. The company has a compensation strategy, but the compensation system is inadequate. There is no prescribed or formal system for rewards such as pay, benefits and bonuses. In the past, most pay decisions were made based on the attitude of the CEO therefore, pay rates vary and do not appear to be equitable.
Development and performance programs are not developed
You are a recently hired as a Total Rewards Consultant and the company needs your help.
As background for your work, the LT briefs you on the current industry conditions. For the first time in the company’s history, the firm has shown a significant loss and may need to evaluate the compensation strategy and system. They need to review the current processes and procedures that drive employee behaviour and the company culture, and make recommendations to address the internal and external company issues.
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