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Can a strong culture be too strong? : Case Study Analysis

Parivar was growing in its revenues, profitability and building its reputation, and increasing above second-tier IT services companies. However, Parivar is at risk of facing the problem, which is losing employees. Firstly, the number of employees quit is much higher than the figure for hiring, the percentage of its turnover stood at 35%, and there are more than 100 employees giving notice in recent weeks.

Secondly, expectations of Parivar’s culture may attract potential employees but cannot keep them, especially when competitors offer a 30% pay increase.

Thirdly, Indira and her team with some employees suggested an idea of People Support program which allows the company to keep and attract the right employees, however, Indira, Vikram and Kumar claim that there are fewer benefits from this program and the family working environment is ineffective.

The problem statement is how the company can win new recruit and keep good employees to ensure sustainable development in the long term.

It has been suggested that the compensation at Parivar stands at lower levels. However, in fact, Parivar was still Tier-II IT company operating based on higher revenues, profits and reputation, but it was still much smaller than the likes of Infosys and HCL. Hence a healthy and proper organisational culture promoting openness and creativity plays a vital role in keeping the best employees. The People Support program is currently at an idea stage, and the exact details of implementation are needed to be provided. There is no mention about how Parivar will rope in so-called ”listeners” and how to evaluate their performances. Amal, during his exit interview, also suggested the possibility of personal intrusion and Indira has to try to put forward a perfect balance.

The solutions are suggested to resolve conflicting values:

Firstly, accepting Nisha’s idea and implementing people support function is possible to solve contradictory value. ” Listener” is a part of the People Support function that allows the employees can approach in case of any problem or dilemma. The listeners would help them to negotiate with the boss and provide practical measures to the issues. The listener would act as a moderator to connect between the employees and the manager. People support function includes a package of expected positive and negative effect on the company’s current situation; there were chances that the issues of employees were mitigated and fixed, leading to high employees’ satisfaction.

Secondly, a viable solution is increasing the pay in line with competitors. It can be seen that the major reason that leads to losing employees is a higher salary by 30% is offered by competitors. Increased pay is a method that could reduce the turnover rate, which was  35% and as a result, decreasing the cost of recruitment and training. The combination of family culture and high payment is the best way to keep not only employees but also enhance their satisfaction level.

Parivar was growing in its revenues, profitability and building its reputation, and increasing above the second tier IT services companies. However, Parivar is at risk of facing the problem, which is losing employees. Firstly, the number of employees quit is much higher than the figure for hiring, the percentage of its turnover stood at 35%, and there are more than 100 employees giving notice in recent weeks.

Secondly, expectations of Parivar’s culture may attract potential employees but do not has the ability to keep them, especially when competitors offer a 30% pay increase. Thirdly, Indira and her team with some employees suggested an idea of People Support program which allows the company to keep and attract the right employees, however, Indira, Vikram and Kumar claim that there are fewer benefits from this program and the family working environment is ineffective.

The problem statement is how the company can win new recruit and keep good employees to ensure sustainable development in the long term.
It has been suggested that the compensation at Parivar stands at lower levels. However, in fact, Parivar was still Tier-II IT company operating based on higher revenues, profits and reputation, but it was still much smaller than the likes of Infosys and HCL. Hence a healthy and proper organisational culture promoting openness and creativity plays a vital role in keeping the best employees.

The People Support program is currently at an idea stage, and the exact details of implementation are needed to be provided. There is no mention about how Parivar will rope in so-called ”listeners” and how to evaluate their performances. Amal, during his exit interview, also suggested the possibility of personal intrusion and Indira has to try to put forward a perfect balance.

The solutions are suggested to resolve conflicting values

Firstly, accepting Nisha’s idea and implementing people support function is possible to solve contradictory value. ” Listener” is a part of the People Support function that allows the employees can approach in case of any problem or dilemma. The listeners would help them to negotiate with the boss and provide practical measures to the issues.

The listener would act as a moderator to connect between the employees and the management. People support function includes a package of expected positive and negative effect on the company’s current situation; there were chances that the issues of employees were mitigated and fixed, leading to high employees’ satisfaction.

Secondly, a viable solution is increasing the pay in line with competitors. It can be seen that the primary reason that leads to losing employees is a higher salary by 30% is offered by competitors. Increased pay is a method that could reduce the turnover rate, which was 35% and as a result, decreasing the cost of recruitment and training. The combination of family culture and high payment is the best way to keep not only employees but also enhance their satisfaction level.

However, as a small company, Parivar cannot afford to increase the salary of all the employees as compared to competitors did. Thirdly, another solution is outsourcing HR practices. Many employees are not willing to accept family culture in work because they don’t like too much intervention in their private life.

Employees do not want to feel like part of a family at work. People can solve their problem through this agency with more freedom. The agency also inhibits favoritisms. The external agency can spend more attention on employee issue more appropriately, as they have no personal relationship with Parivar employees.

Fourthly, it is quite possible that increasing payments will create motivation for the employees to, as a result improving the performance of the employees. Besides, it would increase the faithful of the employee towards the organisation because they feel that they are looked after by the company.

Moreover, it could also create rival among the employees because they have more likely to think that they will receive more benefits if they devote more effort to their work. Finally, a professional culture is an essential factor in making a competitive advantage which allows the company to support its high growth, especially in the western working environments such as the UK or US.

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