Mr. Rajesh Talwar, managing director was searching for a professional who would be capable of initiating and implementing HRD activities in his organization one day he met a person who he felt would be the most appropriate person for his company Dr. Rajan Gupta was a highly qualified person in the area of HRD. Preceding to Joining this Company, he had served as faculty in premier institutes in India and had established a name for himself in conducting consulting and training (management development Program).

Dr. Rajan Gupta joined this company as Deputy General Manager, HRD in the year March 1999 reporting to Col. Hemang Karandhikar, Vice President Human Resources (VP-HR). Col. Karandhikar, who was an ex-serviceman, had joined this company 5 years ago as Security Chief, and later moved to grab the position of VP-HR and Administration. He didn’t even know the concepts and practices of HRD.

Dr. Gupta was exceptionally enthusiastic about this company and its intentions and immediately made a detailed plan of HR initiatives with budgetary provisions for the present year.

HRD Activities                                  Duration                   Expenditure (Rs.)

a) Climate/satisfaction survey            3 month                     50,000

b) Training needs analysis                 3 month                     50,000

c) Training/Intervention                    12 months                  4,00,000

d) HRD new letter                            4 mos. in 1 year          80,000

Dr. Rajan Gupta went to meet Col. Karandhikar with his proposal. Col. Karandhikar said, “Do not worry, I will see your proposal” and instructed him to make the appointment letters for 35 engineers (diploma holders) who had been chosen last month, and bring them for his signature. Dr. Gupta instantly complied with his orders. After a lapse of one week, Dr. Gupta again went to his boss to know regarding the fate of his proposal. Col. Karandhikar stated that his proposal was not appropriate and whatever suggestion he had made, it was not possible to implement. If he was interested to pursue this matter further, he must meet up the advisor in the corporate office in Delhi.

Dr. Gupta went to meet the advisor who as well gave him a tong lecture and suggestions, which didn’t fit into the initiatives, recommended by him. In due course Dr. Gupta became frustrated and in an effort to prove his point, he met Mr. Kalyan Bajpayee Director (operations) and Plant Head. Mr. Bajpayee after patiently hearing Dr. Gupta, asked him to work independently.

Dr. Gupta, taking the cue from Mr. Bajpayee, starts with the satisfaction and climate survey to recognize the gaps and found the areas where training was needed for enhancement. He as well began publication of HRD News Letter to highlight the activities done by the HR department. All such activities were in opposition to the wishes of .Col. Karandhikar.

In the meantime when the things were moving a smoothly VP (HE) felt insulted and informed the promoters about such activities. Promoters in their effort to curb such activities positioned one advisor from the corporate on transfer to be placed in the plant. Again Dr. Gupta started having problem with advisor, as he as well didn’t know about HRD concepts and practices. Dr. Gupta went again for rescue to Mr. Bajpayee but later found to his surprise that Mr. Bajpayee had quit the job.

Dr. Gupta met Mr. Talwar, Managing Director in Delhi who in turn changed his reporting relationship from Col. Karandhikar, HR Head (Plant) to Mr. Sanjay Singh, HR head (Corporate) in Delhi. 15 days later Mr. Talwar instructed Dr. Gupta to develop a training program for top management in managing change, in consultation with centre for Organization Development Hyderabad. Dr. Gupta starts his liaison with COD and kept Mr. Talwar and Mr. Singh informed about the developments.

When Dr. Gupta was to leave for Hyderabad next day for finalizing the program, he sent the travel plan to Mr. Talwar for approval and a copy to Mr. Singh. Mr. Talwar put a remark, “Dr. Gupta your tour program is cancelled and you can’t move tomorrow”, while Mr. Talwar kept silent on all communications made to him.

Consequent on such happenings, Dr. Gupta wrote a letter to the Chairman that he was resigning as he felt constrained to carry out his activities in this company

problem 1: Should the chairman accept the resignation of Dr. Gupta.

problem 2: Should Dr. Gupta leave the organization or not.

problem 3: Why did he take a drastic step of resigning from the company?

problem 4: What steps the company requires undertaking to empower their employees to initiate the HR activities in the company?