ComSyst Technology: a case study

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Introduction and Background

Twenty first century’s work place has its own set of challenges. One such challenge is human resource management. It is as difficult to manage human resources as it is to manage financial resources. Long gone are the days when employers could manage to be negligent towards their employees and still manage to achieve their business targets. Nowadays, if an organization does not invest in enhancing its employees’ experiences, its core business is very likely to suffer. The evolved and current “concept of human capital and knowledge management is that people possess skills, experience and knowledge, and therefore have economic value to organizations” (Ramlall, 2004, p.53).  Poor human resource management strategy has grave consequences for the core business and might even result in financial loss for the organization. That is why all the successful businesses focus so much on human resource management.

Currently, ComSyst Technologies is experiencing a similar conundrum. Its human resource management practices are poorly managed which has resulted in loss for the business. The performance of employees is generally poor, there is low employee engagement, a decline in staff retention and high employee turn-over rate. Due to this, the organization has recently lost three major tenders to competitors and its market share has also declined.

However, the organization needs to realize that this issue might be big enough to cause concern, but with strategic thinking it can be solved. The organization needs to lay out a strategy for attracting and retaining the best available talent by creating team based high performing culture and building employees’ capacity. Since CST is a multi-national organization, it needs to ensure that whatever steps it takes to cater this issue is well suited for the local context of the countries in which it operates. This might even require tailoring the human resource management strategy according to the local text. 

Main Discussion

High attrition rate and poor employee performance are issues that are currently being faced by several organizations. However, the way most of these organizations have decided to tackle these issues is highly flawed. Instead of trying to enhance the experience of employees through-out their life-cycle, they try to find out the most problematic stage and work on it.

It is highly recommended that CST should not repeat the same mistake. The organization should take a holistic approach towards understanding and improving employees’ experience. A thorough understanding on the employee lifecycle will help the organization do so. Employee lifecycle model reiterates that there are six stages in which the organization gets an opportunity to engage with the employees. It should not let go off any opportunity to do so. Research has shown that “viewing employees as internal customers of management can provide insight and value for managers, resulting in a more proactive approach to employee retention rather than a reactive response to turnover” (Cardy et al., 2011, p.213). Hence, taking into consideration all the problems that CST is currently facing with human resource management, it should focus on enhancing employee engagement in each stage of the cycle. 

The first stage of employee lifecycle is attraction. Each and every organization needs to attract applicants. At times, even organizations whose products are doing exceptionally well in the market find it hard to attract a huge pool of candidates. This is because candidates do not get attracted to organizations that have an exceptional product but rather to organizations that have an exceptional employer brand. Employer branding is based “on the assumption that human capital brings value to the firm, and through skilful investment in human capital, firm performance can be enhanced” (Backhaus & Tikoo, 2004, p.503). CST can do employer branding by fostering a conducive work culture. One of the biggest reasons why employees resign from their job is because their organizations do not have a healthy work environment and one of the biggest reasons why employees do not switch jobs is because their organizations have a good work environment. Hence, CST should ensure that it has a positive work culture. This will not only help the organization in retaining the existing employees, but will also enable it to attract the emerging talent.  However, merely having a great work culture is not enough. CST should also market the strengths of its work culture on social media forums.

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