Cibc - Outsourcing the Human Resources Department (a) Case Study

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CIBC: OUTSOURCING THE HUMAN RESOURCES DEPARTMENT (A) Case Study

Problem Statement:

Bob Hakeem, senior lead of Project Hamony at Canadian Imperial Bank of Commerce (CIBC), reviewed the reports on outworking. Therefore, he needed to begin to develop a business case for the option going forward the HR department development and review this with the steering committee. He knew that he wanted to not only solve the problems that CIBC HR Operations was currently facing, but to choose a solution that would fit with CIBC’S strategic goals and would help accelerate CIBC several steps forward in the evolution of the firm.

Key Success Factors:

1. CIBC had grown from its modest root to the 10 largest full-service financial institutions in North America in terms of assets.
2. CIBC grew internationally through acquisition and the opening of new offices.

1. CIBC had expanded significantly and had branches and automated banking machines located throughout Canada, the United State, the West Indies, Europe, Asia, Australia, and Latin America.
2. CIBC had more than eight million personal banking coustomers.

1. CIBC’s total return to shareholders for ended 2000 was ahead of all other Canadian financial competitors.
2. CIBC world market implemented a PeopleSoft system support the global investing banking operations.

1. More effectively serve clients.[pic 6][pic 7]

Main Key Facts:

1. The higher oil prices in 2001 would have a negative effect on discretionary spending and that would effect the core inflation rate, leading to a further fighting of monetary policy.
2. They had approximately 60 specialized consultants.

1. The implementation of PeopleSoft 7.5 required a very sophisticated IT staff.

1. Lack of knowledge about the technology from external companies.

1. Competitive employee market for trained and qualified employees in software filed, employees tend to be bought by bigger companies.
2. Competition taking advantage of CIBC during this time of change.

1. Employees may not excel at their new responsibilities accept the change to the HR system.

OB Issues and Evidence:

1. Cohesion.

1. Team norms.

1. Team dynamics.

1. Value incongruence.

1. Employee morale.

1. Organization composition.

OB Analysis:[pic 8][pic 9]

First, we can use the stages of team development.

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From the case we can understand that the HR team still in the “forming stage” because they are still discover, evaluate, and defer the options. Therefore, Mr. Hakeem should drive whole the team to reach the perfuming stage by “storming then norming”.

Second, we can use conflict handling style to solve the conflict that happen in the HR group

department.

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From the case we can recognize that the HR department are in the avoiding area where they have a low assertiveness with a low cooperativeness, and they need to be in the compromising area to solve the conflict problem.