最近，BFG的管理遇到了两个或两个需要注意的问题。在被SIG公司收购之前，BFG已经在5个不同的地点开展了业务，每个地点都有自己的一套人力资源政策。因此，即使合并了不同的地点，BFG也无法解决人力资源管理中的员工或问题(Bach & Edwards, 2013)。BFG管理层面临的另一个问题是没有组织好人力资源管理体系。SIG有自己的一套管理人力资源的政策和实践。BFG的管理很难与SIG的HRM标准相匹配。
由于5个地点的合并，许多员工离开了他们的工作，因此这增加了剩余员工的总体工作量。由于工作量增加15%，导致员工投诉(Bach & Edwards, 2013)。
This report is about BFG Company which is engaged in the business of insurance. BFG has its business operation among 5 different locations and has 150 employees. Recently management had decided to consolidate its office into corporate headquarter in Sydney. Management is concern about its unmanageable overheads and staffing cost and this has affected human resource management. BFG has been bought out by SIG which is another insurance company. BFG has been facing many issues while operating from considered headquarter in terms of staff complaints, customer complaints, staff grievance and fall in sales revenue. This report includes various aspects related to HR measurement framework so as to overcome from human resource issues. Employee engagement, culture & working environment and issues related to exit interview and staff grievance. In this report, Theory X and Theory Y have been used for managing leadership in BFG. Last section of this report includes recommendation have been stated for BFG so that they can apply it managing its human resource.
Case Study of BFG
Description of Company and its Business Objectives
BFG is an insurance company which is incorporated 10 years ago in Australia. It has its main operation market in Australia and was working with 5 offices in Australia. Main business objective of BFG is to achieve benchmark 20% profit margin. But somehow BFG is not able to achieve profit margin of 20 % because of its diversified human resource and incurring huge cost on human resource. BFG is not able to manage or control its overhead on human resource or staffing cost and this is the reason of failure.
In recent time, management of BFG has encountered with two problems or issues that needs attention. Since prior to bought out by SIG company, BFG has its business operation at 5 different locations and each location has its own set of HR policy. Therefore even after consolidation of different locations, BFG is not able to figure it out how to deal with staff or issues in HRM (Bach & Edwards, 2013). Another issue that management of BFG faces is of not having organised human resources management system. SIG has its own set of policies and practices that manages human resource. It is very difficult for management of BFG to match HRM standards as of SIG.
Evidence of problems: There are few issues or problems that exist in business operation and management of human resource of BFG. There has been increase in complaints, grievance policy, etc that BIG has been facing. Following are some evidence that shows issues BFG:
Because of consolidation of 5 locations, many employees left their job therefore this has increases overall workload for remaining employees. This has resulted in staff complaints because of workload by 15% (Bach & Edwards, 2013).
Staff grievance has been increased against recruitment and selection process of call centre employees by 5 %.
Since BIG has consolidated its 5 different offices this has resulted in high employee turnover rate. Many employees leave job because of redirection of offices and many does not find future growth in BFG (Kaifeng et al., 2012).
Because of consolidation of offices, employees are not able to understand their new roles and responsibilities. This had resulted in downfall in sales revenue.