This case study is focused on workforce turnover and performance at Buildup, a company that has recently been created as a merger of two companies from the UK and Qatar. The problem at hand is a complex one and incorporates diminished workforce well-being, a decrease in the agility of performance, and increased turnover. These problematic issues are the result of improperly managed change associated with the merger, which is why proper measures for adapting the personnel toward new job realities are required. To conduct a proper analysis of the case, the following types of data should be collected. In particular, the findings of demographic analysis, leave analysis, absenteeism investigation, termination profile and termination analysis, and attrition analysis are essential to address the multifaceted manifestations of the problem under investigation. These data will allow for comprehending the characteristics of the population in the workforce, the motivation for their leaving the company, and the circumstances that contributed to their diminished well-being and resignation.
The processing of such data might be hypothesized from the perspective of prediction analysis to outline possible scenarios for Buildup’s plan of action. For example, the identification of the predetermining factors of workforce turnover might inform whether the employees are discharged by management or quit. Depending on the prevailing cause of turnover, the company management will either revise its recruiting strategy or improve the work environment. Another example of applying the method of prediction analysis is the integration of the findings of absenteeism analysis. If the evaluation of the level of absenteeism at the company is high, the management should integrate stricter disciplinary rules to induce better workforce presence and efficiency. In such a manner, both qualitative and quantitative data might be useful in shaping Buildup’s strategy for solving the problem.
The sources of data to be collected might vary from company documentation to the examination of automated systems indicators. Firstly, the factors contributing to the problem of increased turnover might be retrieved from exit interviews to evaluate the claimed reasons for leaving employees. Secondly, the annual performance evaluation records might be a reliable source of data for further evaluation of the tendencies in workforce performance and the possible relationship of the decrease to internal or external factors. Thirdly, the issue of well-being and the motivation to leave might also be addressed from the perspective of salary indicators available from employee profiles. Finally, attendance records and the organization system’s attendance time records might be used as a valuable source of information on employee absenteeism, which is indicative of well-being, agility, and performance.
Given that the problem at the center of the case study is particularly concerned with employee-related issues, the department that should be responsible for data collection and analysis is the human resource department. According to Sarala et al. (2019), the inclusion of human resource management in the solving of problems associated with merger change is essential and yields positive outcomes for company longevity. Therefore, it is recommended to initiate a project managed by HR managers, executives, and directors to implement and supervise the collection and analysis of data. These professionals should develop a step-by-step strategic plan for project implementation to collect multifaceted data, interpret findings, and use them to transform the relevant sphere of company structure or environment.
Despite the relevance of the outlined data and the reliability of data sources, there are some weaknesses in the data collection processes. In particular, it is time-consuming; moreover, the extent of stress level is uncertain, which might be considered a risk factor for the project. The causes of heightened stress might be associated with the merger process, uncertainty, the lack of leadership, goals, and understaffing.
References
Sarala, R. M., Vaara, E., & Junni, P. (2019). Beyond merger syndrome and cultural differences: New avenues for research on the “human side” of global mergers and acquisitions (M&As). Journal of World Business, 54(4), 307-321.