Managing Business Operations: Challenges and Solutions for ICL SJSH

This report discusses the challenges faced by ICL SJSH in managing their business operations and provides solutions to overcome them. The challenges include late response of emails, complexity in getting employees' feedback, misunderstanding of job profile, and lack of human resources. The report also covers problem-solving skills, such as analytical and creative skills, and provides solutions such as contacting employment agencies and referrals, training and development, flexi-work, and benchmarking. Evidence of the use of relevant business knowledge and stakeholder communication is also provided.

Managing business operations

Table of Contents
INTRODUCTION...........................................................................................................................1
FOUR CHALLENGES IN BACK OFFICE OPERATIONS FOR ICL SJSH...............................1
Late response of the emails..........................................................................................................1
Complexity in getting employees’ feedback...............................................................................2
Misunderstanding the job profile of ICL SJSH...........................................................................2
Lack of human resources.............................................................................................................2
PROBLEM-SOLVING SKILLS.....................................................................................................3
RESOLVING THE ISSUE OF LACK OF HUMAN RESOURCES.............................................3
Contacting employment agencies and referrals...........................................................................3
Training, increased responsibility and flexi-work.......................................................................4
Benchmarking technique.............................................................................................................4
EVIDENCE OF USE OF RELEVANT BUSINESS KNOWLEDGE............................................5
EVIDENCE OF STAKEHOLDERS COMMUNICATION...........................................................6
ENGAGING INTERNAL AND EXTERNAL STAKEHOLDERS...............................................6
Internal stakeholders....................................................................................................................6
External stakeholders...................................................................................................................6
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8
Appendix 1: Questionnaire........................................................................................................11
Appendix 2: Evidence of communication with students...........................................................13

INTRODUCTION
Business management and operations involves the proper planning, implementation and
execution of strategies to build a business successful (Russell & Taylor, 2008; Wheelen &
Hunger, 2011). It is a specialized branch of business which emphasizes on the deep
understanding of the business world. The present report is based on the management of business
operations of the ICL Students Job Search Hub (SJSH). In this report, four major challenges of
ICL SJSH have been identified and resolution strategy of one these four challenges; lack of
human has been provided. For this purpose, effective solution such as benchmarking, training,
flexi time etc has explained as well as analyzed. Apart from this, evidence has been provided for
the engagement of internal and external stakeholders by giving the evidence of interview
transcript.
FOUR CHALLENGES IN BACK OFFICE OPERATIONS FOR ICL SJSH
Being start-up business ICL SJSH is also facing several challenges in context of its
internal and external environment which creates the obstacles in accomplishing the targeted
objectives. For this purpose, four specific challenges related to the business are explained as
follows. These mentioned challenges require specific remedies through which business can
ensure its growth and students can also get the assistance for their employment or career growth.
Late response of the emails
As per the given scenario, it has been anticipated that ICL SJSH is currently not efficient
in the marketplace since the students are less aware of its services. However, the propensity of
students to shortly take a look on the mail and forget about it is the major challenge for the ICL
SJSH. Yet, to be efficient, company must get response from students so that services can be
rendered (Herranz, 2010). Due to the late response, ICL SJSH also cannot provide the right
placement or development opportunities for students. It also creates barriers in meeting the
expectations of alumni because students will not get the benefit from the ICL SJSH in-house
placement programs. For instance, if the response is provided late then it might be possible that
students lose the opportunities for better career progression because vacancies get filled during
that time. Therefore, timely response the crucial for getting the employment assistance and
ensure career progression.
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Complexity in getting employees’ feedback
An organization works effectively on the basis of feedback provided by employees as it
helps in changing the internal business environment and catering their requirement so they can
also put efforts in achieving the business objectives (Wu, Zhu, Wu & Ding, 2014). However, for
ICL SJSH, it is quite hard to collect the feedback employees because poor response is provided.
This leads no good results whereby the objectives of being efficient cannot be achieved. At this
juncture, it is necessary for corporation to get the feedback from employees so as to meet the
expectations of students (Chen, Chiang & Storey, 2012). For instance, employees of ICL SJSH
can provide the overview that how they face issue while dealing with the students and making
them aware of the existence as well as purpose of the mentioned business. The reviews or
feedback then can be used in shaping the right strategy of the business. Therefore, poor response
from employees is the significant challenge.
Misunderstanding the job profile of ICL SJSH
Another potential issues or challenge which is being faced by ICL SJSH is related to lack
of understanding about the job profile of the business. This is because students actually do not
know what is being offered by this in-house business. Here, cultural difference is also an issue
through which many of students might not be able to track what is being communicated about
the cited start-up business. Several studies evident that cultural differences increase the
misunderstanding and keep the the final view blur (Vick, Furlong & Lurie, 2016; Knight &
Morshidi, 2011). Since the business extends variety of services including identification of
employment opportunities, resume writing, preparation for interview and providing advice for
the career related moves etc. Also, the business organizes the job fairs and schedule the site visit
of students. The variety of services and different country culture are main causes behind the
misunderstanding about the job profile of ICL SJSH.
Lack of human resources
According to the given scenario, the ICL SJSH is dealing with a challenge that is a lack
of human resources. However, human resources are the key pillar behind the success of the
business because they directly deal with the end users and reflect the image of the business
(Knight & Morshidi, 2011). Nonetheless, the service portfolio of ICL SJSH is higher which must
require experts in different fields including CV preparation, organizing job fair, contacting
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outside parties and follow-up of students. But, the challenge related to lack of human resources
limits the capability of business to follow-up the students and render them quality services in
context of employment assistance. This is further raising the issues for ICL SJSH because
without competent and skilled personnel, business is unable to grab the attraction of students.
PROBLEM-SOLVING SKILLS
There are two types of problem-solving skills such as analytical and creative which are
used to address the challenges (ITS Education Asia, 2018). These two types of skills comprise
different others skills through which problem is understood and its solution is provided. It
consists of evaluation of possible outcomes, effective communication, promoting right lead,
preventing the issues, coordinating between team and analyzing the emergent conditions. For
instance, free flow of communication and regular follow-up with students can resolve the issue
related to late response. Moreover, the coordination between team and students can resolve the
challenge regarding cultural differences whereby company can develop understanding related to
its job profile. Apart from this, evaluation of alternatives is also necessary along with the
analysis of emergent condition through which optional outcome can be achieved (Hickson &
Khemka, 2013).
RESOLVING THE ISSUE OF LACK OF HUMAN RESOURCES
The lack of human resources has one of the biggest challenges has been selected for its
resolution. In this context, analytical and management techniques will be used so as to
effectively understand the problem and provide the suitable solution. At this juncture, analytical
skills and management techniques are helpful for getting the deep insight related to issue and
offering the long-term solution (Beare, Caldwell & Millikan, 2018).
Contacting employment agencies and referrals
Employment agencies provides the right sources in the relatively less time (Pallavi,
2016). However, companies generally face issue in case of fixed recruitment process so the
contact with employment agencies in an advance can be helpful in getting the right personnel for
performing the specific tasks in the business. Apart from this, referrals of existing employees can
be used in getting the experienced personnel for the business (Çiçek & Özer, 2011). In this
context, it is helpful for the ICL SJSH to attract the skilled human resources; however, other
sources like outsourcing will be quite costly which may not be financially viable for start-up
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businesses like ICL SJSH. It would also be saving the cost of advertisement and personnel can
be hired in the less time (Ordanini & Silvestri, 2008). However, it is important that employment
agencies are provided detailed information related to qualification and experience of the
personnel.
Training, increased responsibility and flexi-work
The existing employees of ICL SJSH will undergo the personal evaluation through which
their weaknesses will be assessed. On the basis of their personal evaluation, training or
development method will be adopted. This would be helpful in increasing the expertise of
personnel and accordingly they can be made multi-tasking (Pallavi, 2016). However, it would
take extensive time but long-term benefit would be provided. For example, expert in the field of
mock interview can also be provided role of organizers for job fair and scheduling the visit of
students. Apart from this, follow-up targets of students can also be prepared by the respective
personnel so that increase the efficiency of the business. It is also known as the dual career group
wherein the level of commitment is increased among human resources by offering them
economic freedom.
Flexi-time can also be provided for some employees who have certain issues at
workplace to work long hours. For instance, work from home can be provided for student
follow-up and be available 24*7. This facilitates to fulfill the aspiration of quality of work life.
Here, it might not be possible for ICL SJSH to provide huge economic benefit but approach es
like better social strategies and improving living standard can be ensured so as to boost morale of
existing employees. It would be helpful in utilizing the existing human resources and
accomplishing the set objectives of the business in the right manner. Also, it is financially viable
solution for the selected challenge of ICL SJSH which leads to meet the expectations of students
and complete the set targets.
Benchmarking technique
Benchmarking provides analytical results on the basis of comparison between the actual
and expected outcome (Hidalgo & Albors, 2008). This strategy can be adopted by ICL SJSH for
resolving the issue related to lack of human resources. In this context, standards can be set in
advanced in the following manner-
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 To recut 15 personnel within 45 days
 To access cost effective sources
 To provide training among new employees in a week
 To provide training among existing employees once in a week
The above set standards help in applying the analytical solution wherein management of ICL
SJSH will work on the basis of specific targets. For example, 45 days will be utilized to get the
competent 15 personnel for the vacant position. Also, the target of accessing cost effective
sources will also be kept into mind through which firm can save its cost. These targets will serve
as the standards which will then be used to after expiry of 45 days that whether the target has
been achieved or not. However, being start-up business, ICL SJSH has financially constraint
since it is already not working efficiently. Owing to this, the selection of analytical method like
benchmarking can be helpful for resolving the issue (Mostafapour, 2013).
EVIDENCE OF USE OF RELEVANT BUSINESS KNOWLEDGE
There are several tactics involving operations, accounting, risk management, marketing
and better human resources which are used in the management to resolve the problems
(Andersen, Grude & Haug, 2009). According to the challenges of the ICL SJSH, to resolve the
issue of lack of human resources in the concerning industry, operations and human resource
techniques have been applied for the effective management. For example, flex work, training and
development method have been proposed through which existing employees will be more
responsible and their responsibilities will be increased towards the work. The relative company
would prepare a specific site to grab the online market of student hubs and focus on the effective
marketing of the ICL SJSH on the portal as well as different educational sites.
Marketing of the sites can be done by a pop-up of links on other sites, send emails timely
to the students at frequent basis to create an image in the mind of student's as well as job seekers.
Further, benchmarking has also been applied to increase the human resources in the ICL SJSH
because with the help of this, the company would select employees required in different
departments including marketing, finance, HR, research etc. on the basis of set standards. Hence,
the ICL SJSH can easily address the challenge of scarcity of human resources by setting up the
benchmark and skilled people will quickly apply to the relevant job on hubs.
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EVIDENCE OF STAKEHOLDERS COMMUNICATION
The collected information is well communicated to the stakeholders of the ICL SJSH
such as employees and students to deal with the challenges of the job hubs. For example,
company communicated with the employees by taking their feedback. On the other hand, leaders
interact with the students through a survey, online portal, advertisements on different sites,
marketing strategies etc. In this context, a survey has been conducted by the leader of job hubs to
know about the perception of students regarding ICL SJSH (Refer appendix 1- Questionnaire).
Through the survey, leader collect the information from students that how ICL SJSH is helpful
for the them. Further, timely meeting would be conducted with the employees as well as training
programs to boost the knowledge, skills of the workers. Furthermore, whatever is discussed in
the meeting would be recorded in a CD so that can be replayed in future as per the requirements.
Apart from this, transcript will be prepared which can be used for the analysis of the business
and shaping the new strategies. The recorded session would be a strong evidence for the ICL
SJSH that everything has been done in a perfect manner to improve the skills of the employees.
ENGAGING INTERNAL AND EXTERNAL STAKEHOLDERS
Internal stakeholders
The participants who are from within the organization that comes under the category of
internal stakeholders such as employees, managers, team members and colleagues etc. These are
those people who have huge interest in the activities of the business and focuses on to improve
the quality of the services which are offered by the company (Neubaum, Dibrell & Craig, 2012).
In this regard, ICL SJSH has involved the employees as well as team members in the business
operation to resolve the challenges which are incurred in industry. For this purpose, meetings
have been organized and accordingly evidence has been shown in the form of challenge as poor
feedback from employees. On the basis dissemination of challenge and its detailed analysis
provide the evidence that interaction has been done with the employees as the internal
stakeholder.
External stakeholders
A group, individual or a company who is related from outside the company are known as
external shareholders. Customers, suppliers, competitors, government etc. are lies under the
category of the external stakeholders who has huge of contribution in the capital of the company
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(Cennamo, Berrone, Cruz & Gomez–Mejia, 2012). In this regard, the ICL SJSH has an
engagement of external stakeholders; users or students. The problems arise mostly in the student
field because of the lack of human resources, least emphasis on the emails of job hubs etc.
Furthermore, to remove the hurdles of the students, the company decided to engage the
customers in the decision-making to know about the preferences and expectations. As an
evidence, an interview has been done with the customers to enlarge the requirements and asses
the expectations of the students regarding the SJSH. Furthermore, the response of interview has
been provided in the form of transcript (refer appendix 2). This would be helpful in resolving the
current issues of the business and providing the right services.
CONCLUSION
On the basis of the report, it has been concluded that the ICL SJSH is dealing with the
major four challenges in the concerning company. Further, it has been found that the company
focuses on the analytical and creative solutions for addressing the challenges such as lack of
human resources. For this purpose, training and development, flexi time and benchmarking are
the effective tools so as to resolve the issue. Moreover, it has also been concluded that there is an
engagement of internal and external stakeholders in the ICL SJSH where the online interview
proves to be effective for detailed information.
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REFERENCES
Abbas, A. (2014). The characteristics of successful benchmarking implementation: guidelines
for a national strategy for promoting benchmarking (Doctoral dissertation, Massey
University).
Andersen, E. S., Grude, K. V., & Haug, T. (2009). Goal directed project management: effective
techniques and strategies. Kogan Page Publishers.
Beare, H., Caldwell, B. J., & Millikan, R. H. (2018). Creating an excellent school: Some new
management techniques. Routledge.
Cennamo, C., Berrone, P., Cruz, C., & Gomez–Mejia, L. R. (2012). Socioemotional wealth and
proactive stakeholder engagement: Why family–controlled firms care more about their
stakeholders. Entrepreneurship Theory and Practice, 36(6), 1153-1173.
Chen, H., Chiang, R. H., & Storey, V. C. (2012). Business intelligence and analytics: from big
data to big impact. MIS quarterly, 1165-1188.
Çiçek, I., & Özer, B. (2011). The effect of outsourcing human resource on organizational
performance: the role of organizational culture. International journal of business and
management studies, 3(2), 131-144.
Herranz Jr, J. (2010). Multilevel performance indicators for multisectoral networks and
management. The American Review of Public Administration, 40(4), 445-460.
Hickson, L., & Khemka, I. (2013). Problem solving and decision making. The Oxford handbook
of positive psychology and disability, 198-225.
Hidalgo, A., & Albors, J. (2008). Innovation management techniques and tools: a review from
theory and practice. R&d Management, 38(2), 113-127.
ITS Education Asia, 2018. The skills of problem-solving. [Online]. Retrieved from
http://www.itseducation.asia/article/the-skills-of-problem-solving/ [6th September 2018].
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Jon, J. E., Lee, J. J., & Byun, K. (2014). The emergence of a regional hub: Comparing
international student choices and experiences in South Korea. Higher Education, 67(5),
691-710.
Knight, J., & Morshidi, S. (2011). The complexities and challenges of regional education hubs:
Focus on Malaysia. Higher Education, 62(5), 593.
Mostafapour, S. (2013). Assessment of Value Management by Using Earn Value Technique in
Construction Industry(Doctoral dissertation, Universiti Teknologi Malaysia).
Neubaum, D. O., Dibrell, C., & Craig, J. B. (2012). Balancing natural environmental concerns of
internal and external stakeholders in family and non-family businesses. Journal of Family
Business Strategy, 3(1), 28-37.
Ordanini, A., & Silvestri, G. (2008). Recruitment and selection services: Efficiency and
competitive reasons in the outsourcing of HR practices. The International Journal of
Human Resource Management, 19(2), 372-391.
Pallavi, C. (2016). Top 4 Human Resource Management Challenges & Solutions. [Online].
Available at: <https://www.alliancerecruitmentagency.com/top-4-human-resource-
management-challenges-solutions/>. [Accessed on: 7th September 2018].
Russell, R. S., & Taylor-Iii, B. W. (2008). Operations management along the supply chain. John
Wiley & Sons.
Vick, J. M., Furlong, J. S., & Lurie, R. (2016). The academic job search handbook. University of
Pennsylvania Press.
Wheelen, T. L., & Hunger, J. D. (2011). Concepts in strategic management and business policy.
Pearson Education India.
Wu, X., Zhu, X., Wu, G. Q., & Ding, W. (2014). Data mining with big data. IEEE transactions
on knowledge and data engineering, 26(1), 97-107.
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Appendix 1: Questionnaire
ICL Student Job Search Hub Survey
Name：
Gender：
Age：
Nationality:
Study Program at ICL:
1. Did you use student job search hub before?： YES (Go to Question 4)： No (Go to Question2&3)： Never heard that (Go to Question2&3)
2. Any plan to use in future?： YES ： No
3. Choose one main reason that you don’t like about SJSH.： Not useful ： Staff ： Workshops ： Long time to wait
4. Did you get a good service?： YES ： No
5. Do you think they are efficiency?： Strongly agree ： Agree ： Natural ： Disagree ： Strongly disagree
6. Do you get good communication with student job search hub?： Strongly agree ： Agree ： Natural ： Disagree ： Strongly disagree
7. Do you have any suggestion for SJSH?
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Appendix 2: Evidence of communication with students
Name：
 Student 1: Denu
 Student 2: Chris
 Student 3: Cally
 Student 4: Ruchell
 Student 5: Leena
Gender：
 Student 1: M
 Student 2: M
 Student 3: F
 Student 4: M
 Student 5: F
Age：
 Student 1: 23 years
 Student 2: 22 years
 Student 3: 26 years
 Student 4: 25 years
 Student 5: 24 years
Study Program at ICL:
 Student 1: MBA
 Student 2: Mass communication
 Student 3: BBA
 Student 4: MBA
 Student 5: MBA
1. Did you use student job search hub before?
 Student 1: Yes
 Student 2: No
 Student 3: Yes
 Student 4: No
 Student 5: Never heard that
2. Any plan to use in future?
 Student 1: Yes, as I am seeking for part time job
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 Student 2: No, since i want to focus on the study for now.
 Student 3: Definitely, to improve my interview skills.
 Student 4: Yes, I will
 Student 5: Yeah, I am thinking for it.
3. Choose one main reason that you don’t like about SJSH.
 Student 1: Staff
 Student 2: Long time to wait
 Student 3: Not useful
 Student 4: Staff
 Student 5: Not useful
4. Did you get a good service?
 Student 1: Yes
 Student 2: No
 Student 3: Yes
 Student 4: No
 Student 5: No
5. Do you think they are efficiency?
1. Student 1: Strongly agree
2. Student 2: agree
3. Student 3: Strongly agree
4. Student 4: Strongly agree
5. Student 5: agree
6. Do you get good communication with student job search hub?
 Student 1: Strongly agree
 Student 2: Agree
 Student 3: Strongly agree
 Student 4: Agree
 Student 5: Strongly agree
7. Do you have any suggestion for SJSH?
 Student 1: Staff should be increased for providing timely response
 Student 2: Quick response should be provided
 Student 3: Should promote its services for raising awareness about its purpose or job
profile
 Student 4: Social media should be accessed for its promotion
 Student 5: Staff member should be increased
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