Report: Analyzing and Resolving HRM Issues at Mercury Net (Operations)

This report, prepared for Mercury Net, a major internet service provider, addresses critical Human Resource Management (HRM) issues within its Operations division. The analysis focuses on concerns related to customer service quality and operational efficiency, stemming from a decline in customer satisfaction. The report outlines a step-by-step approach to resolve these issues, including the implementation of Lean training, staff engagement strategies, a formal performance review procedure, and expanded professional development opportunities. Specific recommendations are provided, such as frequent feedback, process improvement through Lean methodologies, and integrating appreciation and recognition into the workplace. The report emphasizes the importance of HRM in employee relationship management, performance reviews, and addressing disciplinary issues, ultimately aiming to enhance employee performance and improve overall business outcomes. References to relevant HRM literature are included to support the analysis and recommendations.

Running head: ISSUES WITH HUMAN RESOURCE MANAGEMENT
Issues with Human Resource Management
Name of the student:
Name of the university:
Author Note

1ISSUES WITH HUMAN RESOURCE MANAGEMENT
Understanding and resolving issues with Human Resource Management:
The administrative operations manager at Mercury Net has contacted the HRM or human
resource management consultant at a small boutique consulting firm. From the data analysis, it is
seen that there are concerns with provisioning quality and service.
From the view of HRM consultant, a step by step measure is provided here. This is intended
to solve the challenges and gain better outcomes successfully. Further, various recommendations are
provided here for all the issues with justifications.
Step by step processes to successfully resolve the operational issues:
Firstly, the staffs are to be made aware of how their operation division and the jobs roles
have been fitting under Mercury Net. Here, the employees must be sent to Lean training. It is the
liability of the leadership to assure that the new skills are applied and nurtured o the real-life
working scenarios (Noe et al. 2017). Secondly, the staffs are to be engaged. This is all about having
a clear cut view of the way the current business must fulfil the objectives and purpose. The
employees must understand how the change has been performing those effectively. This must
provide the journey for offering the concepts and then express the perspectives considered that are
the decisions are made (Reiche et al. 2016.). Thirdly, there must be the development of a formal
performance review procedure. The reviewing of performance can be considered as a critical
competency for HRM to remain efficient. Besides, it can also turn into complicated (Stone and
Deadrick 2015). It is seen that the maximum of employees has been caring about the way the
performance can be perceived through management. This dislike and resist being asked that they
have been committing errors. Otherwise, they are not skilful at particular sectors.

2ISSUES WITH HUMAN RESOURCE MANAGEMENT
Further, the notion that high performance is rewarded with extra work must be clarified. The
reason is that the activity has been likely discouraging the more magnificent performances. The
HRM must understand that while reviewing the performance, they must understand how important
the formal performance review process has been (Bailey et al. 2018). Nevertheless, as this part of the
role is avoided, they must push to other managers and make the task incomplete. At last, the
opportunities of professional development must be widened.
Recommendations for the issues:
 To make the employee understand how the operational division and the job roles have been
fitting the Mercury Net:
o Feedbacks must be asked very often and one must act on that. As the staffs expect to be heard.
The HRM must assure that they care and wish every feedbacks. The team must be made known
that what one must be implementing and changing based on the feedbacks gained. Further, as the
onboarding is finished, it must never be marked as the ending of learning.
 Implementing staff engagement process:
o Here, a lean and process development process must be implemented in the first place. Next,
process management must be deployed. Further, process mapping including Swimlane maps and
value stream maps, must be used. Next, the analysis can be done through the Fishbone Diagram
with 5 Whys. Moreover, strategies must be implemented for optimized flow with working cells,
parallel processing, decreasing the hand-offs with batching. Apart from this, value analysis must
be done through value-add and different non-value-add steps. Again, workload balancing can be
done by developing various countermeasures. Here, a standard activity must be done adherence
to the standard tasks. Ultimately, pulse point maps with visual management tools can be
implemented.

3ISSUES WITH HUMAN RESOURCE MANAGEMENT
 Making a formal performance review procedure:
o To undertake this, the HRM professional must deliver informal and regular feedbacks. It should
be done face-to-face using pertinent and tangible instances.
 Providing quality and relevant rewards:
o The HRM can assimilate the appreciation and recognition in the format of public statement.
Specific instances can be cited regarding what is done and positively affecting the business.
 Delivering more scopes for professional development:
o Here, the HRM is intended to be practical. They should act as a mentor and fix various
objectives.
The aforementioned operational HRM services must be put in place for supporting the
employees in their daily business activities. These are vital for meeting business goals. Apart from
this, it is also understood from the study, they the role of HRM at employee relationship
management has been essential. This is because it permits performance reviews, managing hot-line
for the situations of situations and control grievances and disciplinary issues. It must be reminded
that the employees who have been challenged continuously get more engaged. The employees must
be communicated and seek who the mentors are has been. For the current case celebrating the
positives and highlighting the areas where further development can be made, are effective
suggestions of performance review process. Apart from this, to enhance employee performance, it
must be shown to them that employee feedback is valued. Lastly, the performances can be rewarded
through merit pay along with performance appraisal.

4ISSUES WITH HUMAN RESOURCE MANAGEMENT
References:
Bailey, Catherine, David Mankin, Clare Kelliher, and Thomas Garavan. Strategic human resource
management. Oxford University Press, 2018.
Brewster, Chris, Chul Chung, and Paul Sparrow. Globalizing human resource management.
Routledge, 2016.
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education, 2017.
Reiche, B. Sebastian, Günter K. Stahl, Mark E. Mendenhall, and Gary R. Oddou, eds. Readings and
cases in international human resource management. Taylor & Francis, 2016.
Shen, Jie, and John Benson. "When CSR is a social norm: How socially responsible human resource
management affects employee work behavior." Journal of Management 42, no. 6 (2016): 1723-
1746.
Stone, Dianna L., and Diana L. Deadrick. "Challenges and opportunities affecting the future of
human resource management." Human Resource Management Review 25, no. 2 (2015): 139-145.

5ISSUES WITH HUMAN RESOURCE MANAGEMENT