We discussed an interesting case given below in the Strategic HR class at Asian School of Management today.

(a) Can you identify Glenn India’s real problem?

(b) What advise would you give the CEO and Mr. Tiwari?

Glenn India

Tiwari watched with envy as his friend of many years, Nair, walked into the restaurant with an almost spring-like gait. Greeting him warmly he said: “I am glad you could make it.” “How could I not?” asked Nair. “You sounded anxious last night”.

Tiwari had a lot in his mind. And he knew talking to Nair would help. Tiwari who had joined Glenn India as its HR head early in the year, narrated the events of the previous two days. “I have a manager, Kuldeep, whose performance this year has been abysmal,” said Tiwari. “He’s a wonderful chap, and has an impeccable record. This year has been really bad. I want to know what I should do now, for it appears it is the end of the road. Kuldeep’s boss is clear he has to go, but I am not willing to let him go. I know, as HR head, there are many solutions I can think of. But what I am looking for is an enduring, more sustainable and credible system that will look at a manager in a holistic way. I need to find that soon.

Explaining Kuldeep’s case, Tiwari said: “I had a long chat with Kuldeep and discovered he was facing serious problems in his personal life which was affecting his performance. His sister, had a troubled marriage, and had come back home with her kids. There isn’t any place for all of them,” said Tiwari. “The noise level at home had gone beyond endurance with everyone at war over her marriage.” As Kuldeep says: “The logical outcome of that’s clear to me, but in the interim, I am unable to go back to that environment or go to work with a clear head.”

“Have you mentioned this to Kuldeep’s boss?” asked Nair who himself was HR head of Peacock Industries. “Surely, he will understand what he’s going through”.

Tiwari looked at him hopelessly. “Nair, don’t forget that Glenn India is a multinational. You don’t take your personal problems to work. Of course, I did speak to all of them. Tiwari had met Kuldeep’s boss and the country head of Glenn India and tried to explain the need to adopt a more humane approach towards Kuldeep.

The boss had been quite clear on the issue. He said: ”Frankly, I don’t see any merit in doing so. Everyone has his share of problems and the competence of a manager depends on his ability to handle different situations. However you are free to speak to the CEO for another viewpoint. As for me, I won’t have this man in my team”.

The CEO had been gentler but equally emphatic. “My sympathies are with Kuldeep. I do wish him well, but as an organization how can we grow? You find me a foolproof solution and I’m willing to look at it. Meanwhile the decision on Kuldeep stands.


Strategic HR class

Look forward to your suggestions! 🙂

About dilipnaidu

An open mind! Love to share my thoughts and a keenness to learn. An engineer and a MBA I had a wonderful innings in the Army and later moved to consultancy and teaching. My current interests are music and growing culinary herbs. Love to play golf and do yoga regularly. I am serious on "Living life less seriously". A warm welcome to you be well and be cheerful always.

54 responses

  1. Dilip Naidu says:

    Dear Ashish,
    You have identified some the core issues of this case quite well. Yes providing Kuldeep clarity of the entire situation will be help as at this point of time he is unable to do so by himself. The point on providing personal help in a subtle way is a good as it must not embarrass him.

    Our viewers do apportion some blame on HR chiefly for not implementing organizational behavioral interventions. This would achieve a culture of trust and support.

    Thank you very much for your time and insightful analysis. Regards.


  2. Ashish Mahto says:

    In my opinion Glenn India’s real problem is inability to cope with the situation of the hour.

    Well accepted the fact that “one must leave personal problems aside while at work”, but unfortunately, personal problems don’t always remain personal, and when they find their way into the office an individual is compelled to be unproductive. Alternatively it is extremely an easy task to put the blame on HR for not being efficient in their role and their inability to help a personal-stress victim like Mr. Kuldeep.

    Moving to a consensus I believe it is the responsibility of both organisation and an employee to effectively deal with the problem in mutual interest.

    The fact remains, that an organisation can only buy-in an employee when he believes himself to be valuable. Studies have proven, when employees are assisted with their personal problems, they are less likely to have a negative result on their work. But it is essential for managers to define the degree of involvement, as to how much personal help shall be appropriate.

    I strongly recommend that Glenn’s CEO and Mr. Tiwari understands; family and friends are important and inseparable part of an employee’s life. Therefore, helping Mr. Kuldeep to strike a balance between work and life becomes extremely important thereby avoiding, to lose a potential internal customer.

    The focus should be of helping Mr. Kuldeep by proving him clarity of the situation and enabling him to visualise a positive perspective towards the same.

    This shall help Glenn India to go a long way in having a better control over their internal customers, also continuing to have a productive employee like Mr. Kuldeep.


  3. Dilip Naidu says:

    Thank you Ved!

    You are right when we listen to views of all our friends it makes for good learning. New insights! Our class sessions will be over soon. But do please give me your valuable feed back on other posts too.
    Dilip Naidu


  4. vedraj says:

    hi, every one.

    i am studying in Asian school of management,pune
    and we enjoy this case study session with interactive
    participation of my dear friends who come with new thought …

    thank you sir
    you give opportunity to us to write our own views here..


  5. Gyanendra Singh says:

    dear sir,
    we r very lucky to b with u in session.you provide us strength to perform in class as well as in our personal life.you always motivate us to act strategically.Be always with us and show me the path.

    Gyanendra Singh.


    • Dilip says:

      Thank you Gyanendra! I am very happy you have visited my blog. And I welcome you. I wish to place on record that you are a student of impeccable character and quality. Your presence is inspiring to all of us in class. Wish you a great future.

      Regards! 🙂


  6. Susmita Mandal says:

    Dear Sir
    Your sessions on integrated case study are really full of knowledge along with entertainment.They are really interactive and we are able to express our views openly.We students of Batch- “E” are really thankful to you for helping us to think logically.
    Thank you
    Susmita Mandal


    • dilipnaidu says:

      Hi Susmita. Thank you for your kind words. Your batch itself is so amazing and fun – that’s the secret. Regards. 🙂


  7. Yadvendra singh says:

    Hello everybody, i am yadvendra singh from M.P.(satna) Asian School of Management Batch “E”
    I think not give more chance to kulddep because organization give chance to every employee and every employee has a family problem. so the compay will shut down because of ever emplyee has personal problem.so i think to remove kuldeep.


  8. prabin Sarma says:

    i am prabin Sarma belongs to Assam, student of Asian school of managemnt,pune. on this case my veiws are-
    Tiwari as a HR manager has good performance in past. company expence on his training and a hope for future productivity.



    Hi friends
    This is very intresting case because this is a pratical case.
    I think Mr.kuldeep is very good employee and his previous performance very good so comany gave the one more chance.
    Thank you.


  10. Samir Vadiya says:

    Hello everybody,jay yogeswar, I am Samir Vadiya from Gujarat(ahmedabad) Asian School of Management, Batch “E”
    I think not give more chance to Kuldeep because everybody has family/personal problem.you work in the organization you do not think family problem.
    personal problem and organization are different. so i think to remove kuldeep.


  11. amrish singh says:

    Hi, everybody,
    I am amrish singh,student of Asian school of management.i wish to express my thinks to you that marketing is positive response, for all of you.so every person do believe it,and always keep positive attitude.so focus on create team building and leadership at this level.



  12. Arun Kumar says:

    Jai Mata Di to all of you.
    My opinion according to this case study.is that we know that in the corporate world no place for the emotion.but Kuldeep is the diplomatic employee of the organization so we should give one chance to him.
    In the Armed forces this is the best way to make a person the organization asset.


  13. AJAY SINGHANIA says:



  14. Lata R. Rapola says:

    Hello sir,

    My name is Lata Rapola from sem.3, Batch-E.
    I am from Gujarat and have passed BBA from South Gujarat University.

    My viewpoint on this case that Kuldeep should get one chance toimprove his performance and give some time to recover him.

    And from the Boss side, I suggest him to show some sympathy towards his personal problem and make him understand that keep personal and professional life away from each other. try to convience that if we mix both the problems together than he will not be able to keep balance between them.

    This way the Boss and CEO will help to recover or bring Kuldeep from his problems fastly and as a HR Manager his main role is to sovle problems of the employees by the different techniques like counselling,training, personal discussion,etc.

    And don’t igore it by simply saying our Glann India is a multinational company & if consider each and every problem then we wasting our timing, because in the long run it may face major challenges which may dangerous than competitor


  15. AJAY SINGHANIA says:



  16. Abhaykumar Patel says:

    Hello everybody Jay Shree Krishna, I m abhay patel from Gujarat (Surat) Asian School of Management, Batch “E”
    I think one more chance to give Kuldeep because his past performance is very well.
    But I think every problem has some limitation. Family problem is only in house if u come in corporate world with your family and personal problem than you are not success in the corporate…


  17. manojkumar says:

    hello everybody
    I am Manoj kumar from Asian school of management pune.Basiclly I am from Himachal pradesh. Here are my views on case study.
    we should show sympathy towards kuldeep because he is a good performer and due to some personal problem he is not able to perform well. He can perform well if his problem can shout out.

    As we are human being we all face problem in our life and it surely affect our professional life also. so if every employee face any problem then we cant throw all the employees out from organization.

    we should try to find the solution for the problem and try to concentrate him on the work.

    And we can also give him a time limit. that you have an this time and if you really perform well then your job is sure otherwise not.


  18. Pallika Jaiswal says:

    Hi everybody
    I think Mr.Kuldeep is very good employee because his previous performance is very good.so i think we should give him one more chance,because family also important.Company are understand because Indian person very emotional.
    This case study very pratical,and this situation very critical.but very intersting.


  19. priya gupta says:

    Hallo everybody i priya gupta from batch E Asain school of managenent and these are my views on glenn India case study that the problem of mr. kuldeep is very big but being a professionalist we do not mix up are professional and personal life and we can see that Mr. kuldeep’s previous performancr is very good means he is a good manager so we can understand kuldeep’s problem, analyse it and gave some effective soluation and also we can gave some days of holiday that he can able to solve their problem or we can gave some financial help also as we can see he is a good employee, and also we can imagine that as a part of kuldeep’s side and think and analyse that as a kuldeep’s point of view what we can do to tackle this prodlem.Or we can suggest that you should go to your sister;s house and talk to everyone that what’s the matter is all about and solve it.


  20. Abhaykumar Patel says:

    Hello everybody Jay Shree Krishna, I m abhay patel from Gujarat (Surat) Asian School of Management, Batch “E”
    I think one more chance to give Kuldeep because his past performance is very well.
    But I think every problem has some limitation. Family problem is only in house if u come in corporate world with your family and personal problem than you are success in the corporate…


  21. Pooja Bhattacharji says:

    Namaskar India

    I am Pooja Bhattacharji a 2nd Semester student from Asian School Of Management.
    As a consultant,I suggest that kuldeep is a good and hardworking employee as his performance was good earlier. I think you cannot be so rude to anyone.I think the CEO should have some sympathy. So I think he should be given second chance. He should be given break for somedays so that he can solve his problems. So when he come back he can concentrate on his work again.

    Thank You


  22. Deepak Kumar says:

    Hello Friends,
    My Name is Deepak Kumar . Iam student of ASIAN SCHOOL OF MANAGEMENT.

    My View for this particular case study is their should be given one chance because he play a vital role in our organization.So he may given only one chance according to my opinion.


  23. Gangadhar Sahoo says:

    Hello friends ,

    I am Gangadhar Sahoo from ASIAN SCHOOL OF MANAGEMENT .
    Here is my view about Glenn India case study, Mr. Kuldeep is a good performer in his past days and he has done well for the company because of his past dedication for our company the CEO should give him a chance to prove his ability and achieve his previous performance . If he is unable to do so then company can take necessary action .


  24. Manoj Jaswal says:

    Hello everyone

    I am Manoj Jaswal from ASIAN SCHOOL OF MANAGEMENT, I feel kuldeep should be given another chance but it should time bound , and he must convinence the CEO that he will do better . We can also adopt job rotation technique .


  25. Dilip Naidu says:

    Hi Ms Geetha, Mr. Nat, Hitesh, Vedant, Col.S.Ram, Col.Pankaj, Mr. Raju, Ms. Alaka and Poonam.

    I wish to express my thanks to you all for your positive response. Plenty of learning has emerged. I have gained immensely and am sure our student community and young professionals too will benefit greatly from your insights. I have attempted to summarize the various perspectives below:

    ‘Empathy’ comes out almost unanimously as the core value of an organization. It helps build relationship, generate trust and encourages communication. It is quite evident Glen India lacks this.

    Ongoing ‘development conversation’ and a workable ‘Performance Improvement Plan’ are prerequisites especially when a drop in performance is noticed. It’s true as a professional you are expected to put your personal problems behind when you come to work. For this it is necessary that the organization encourages yoga, breathing exercises and meditation in their wellness centers. The approach to build emotional intelligence must be real and not cosmetic. Only a coach or mentor whose own EI is high can bring about real transformation in the minds of people.

    Indians are very sensitive and have a sense of belonging to their company. Therefore MNCs must become free from ethnocentric ‘hang-ups’ and be sensitive to the different cultures in their global expansion. You can then better identify the unique drivers that motivate the employee and use these to help the employee reach high productivity.Jack Welch’s theme on ‘Integrated diversity’’ highlights the harnessing of diversity harmoniously. Welch identified “the hidden values of integrated diversity which included strong growth, world class productivity and company to country relationships”. Fortunately for my students who are currently doing an assignment on ‘diversity and global competitive advantage’ will benefit immensely from this concept.
    One can emulate the Army where people are precious assets whose morale has to be kept up at all time especially during tough times. Again leadership and positive organizational climate become a high priority. Seven S is a proven model to balance the hard and the soft factors and build empathy and shared culture.

    Finally we conclude that HR in Glenn India has failed to be proactive. The leadership did not deploy its HR effectively. But now the leadership at Glenn India has larger issues to contend with than just individual cases – the challenge of building an environment of performance & communication and empathy. It needs to support an organizational wide HR initiative to bring about transformation and change.

    Dear friends your valuable comments in this post will serve as a dynamic learning repository in class discussion. I thank you all for your support.




  26. Poonam Giri says:

    Dear Sir

    You are understanding the student feelings,how to increase to subjective manner.You are very excellent person of HR.

    And Sir, it is a pleasure really to be taking part in your blog. There’s always something new to learn.

    Thanks and regards,


    • Dilip Naidu says:


      I am so happy that you have commented in my blog. Even though I may not deserve the good words I am proud of you.

      Do express your views freely without hesitation.




  27. Alaka Yeravadekar says:

    IMHO, Core of the problem: Glenn seems to treat people as ‘resources’ rather than human beings. As a matter of fact many organizations do this.

    Here of course Mr.Kuldeep is shown with a specific problem. However in all cases it is important to recognize where an employee ‘comes from’. This can help HR or the manager identify the unique drivers that motivate the employee and use these to help the employee reach high productivity, instead of using a blanket approach.


    • Dilip Naidu says:

      I am honored by your visit. You have identified and confirmed beyond doubt that the attitude of Glenn India to people is mechanistic. There is a distinct void in the ’empathy’ dimension of their organizational culture.

      I guess ones that happens then people coming from diverse backgrounds will be handled with sensitivity. I am glad that this message has come out loud and clear – for all HR folks and trainers to pay heed.

      Thank you once again & regards.


  28. Raju Nair says:

    Dear sir,

    Its good to discuss about empathy and consideration in a board room , but the reality is hardly anything concreted is done on the ground. As organization become large they lose the human touch. So the focus should be building leadership at every level, as mentioned in seven S model, the style of leadership is one the key components in determining success, shared values should incorporate empathy.


    • Dilip Naidu says:

      Hey Raju,

      Yes building a shared culture (Values) for a large organization is the real challenge of leadership. More if the culture has to be embody empathy.

      As empathy has been given its rightful place in this post – and so I add a quote:

      “Remember there’s no such thing as a small act of kindness. Every act creates a ripple with no logical end” -Scott Adams

      Thank you dear Raju,



  29. Geetha says:

    Dear Sir,

    Yes, when we talk about Globalization, everything matters: cultural diversity, gender diversity…. What is of utmost importance is not just the inclusion of these disparate elements of diversity in the tapestry of any organization. To borrow a famous Welchism, the need of the hour is “Integrated Diversity”. Pretty similar to the dynamics involved in a happy and harmonious family?

    And Sir, it is a pleasure really to be taking part in your blog. There’s always something new to learn! And am certainly looking forward to your summary of this particular case!

    Thanks and regards,



    • dilipnaidu says:

      Hi Geetha,

      As always your timing is perfect – regarding a summary. The learning that has flowed-in is valuable. Different perspectives have emerged. The interest and enthusiasm has been so energizing.

      I do wish to honor the participants for their enriching contribution by preparing a brief of their valuable views.

      Your own inputs – ‘dealing with personal pain’ and concept of ‘integrated diversity’ were quite exceptional and served as catalyst to liven up the discussion. The latter will help students of my Strategic HR class in Tasmac who are preparing an assignment on the diversity challenges of MNCs with IBM as the reference company.

      Your last para – it is gracious of you but it does unnerve me. Because the learning comes in from people of high intellect as well as young minds. I am just a facilitator. You may notice this blog rambles in kiddish unimportant areas too 🙂

      Thank you Geetha and kind regards,



  30. dilipnaidu says:

    Hi Colonel,

    Warm welcome to you. Nice to have a Army man call on. Leadership and culture are the raison d’etre of services 🙂

    Yes you are right the Head HR must get his act together sit down with the boss and put up a plan for long term culture initiate. Of course this is not going to be easy.

    Surely in the short time see if counseling will help. Most probably this may have be done – of course this is just an assumption.

    Thank you Pankaj I sincerely appreciate your contribution.

    Warm regards,



  31. Pankaj Goel says:

    Case is simple the analogy of carrying home to work is not directly applicable. An employee is an asset and has to be kept up for its morale. There is a need to be a session by the Head HR to spend time with him and counsel him for a better solution thereby generating a sense of belonging to the organisation.

    In the Armed forces this is the best way to make a person the organisation’s asset.


    Col Pankaj Goel


  32. Geetha says:

    Dear Sir,

    Your question, “so what is amiss in Glenn India” has set me thinking…. Does it help to have a Human Resource policy in place for such cases I wonder? A book which stipulates, in clear-cut terms, all the guidelines to be followed in cases of specific breach of professionalism? But as an MNC, am sure, Glenn India would have one such policy?

    Thanks and regards,



    • dilipnaidu says:

      Hi Geetha,

      There is no doubt that MNCs in general give professionalism high importance. You have correctly touched upon the HR policy and also perhaps the role of HR. Yes what was the HR doing all along almost a bystander. If HR had been more perceptive and aware they would have noticed that the organizational culture is not supportive to the softer aspects. In fact their may be many Kuldeeps in the making. Who knows?

      Thank you and regards.


  33. Geetha says:

    I agree with Col. Ram. Empathy is absolutely sine qua non!




    • dilipnaidu says:

      I too Geetha absolutely. This is a powerful message for all HR and organizational folks. Thanks & regards


  34. S Ram says:


    I see that everyone is trying to make a point that Glenn India is an MNC and therefore has a different culture

    The point that I want to make is “What is this MNC culture”?
    Does it mean that we have the policy of hire and fire, Are we just robots or money making machine forgetting the fact that a human being has a heart and a soul.

    Indians are very sensitive and have a sense of belonging to the organisation they work for.

    Indian culture is that we empathise, like Geetha and a few others have already mentioned.

    For a oompany to survive in India, they must adapt to Indian Culture akin to Kurkure or Lays with an Indian Flavour.

    On the HR organisation front Kuldeep’s boss and Tiwari need to understand Indian Culture better.


    S Ram


    • dilipnaidu says:

      Welcome Ram,

      You have touched upon some very important issues. Yes a MNCs culture needs to be sensitive to the culture of the country where they operate. Most MNCs are trying establish their presence in the markets of India and China. They are learning to make their global strategies inclusive and respecting cultural diversity is foremost in the agenda. Yes Geetha’s emphasis is important ’empathy’ must certainly be the bedrock of any cultural initiate

      Thank you so much for bringing up this important aspect to us and enriching this post.

      With kind regards,


    • dilipnaidu says:

      Hello Ram I just noticed that you are a Colonel. Wow that’s nice. Great do visit again. Regards. Dilip


  35. Dilip Naidu says:

    Hey Vedant,

    For a marketing professional to make time and comment is nice. It reveals your interest in ‘people management’. As you rise to higher levels people management skills assume great importance.

    Your advice to Kuldeep to draw on spiritual strength and meditative practices is good for all of us. By coincidence the same issue is the central point in previous comment above. But this is a MNC and Kuldeep seems to have run out of time.

    You are quite right there is a communication gap between the manager & Kuldeep. You will agree an MNC does have trained managers so what is amiss in Glenn India?

    Hope to hear more views 🙂

    Thank you Vedant and wish you great times.




  36. Vedant says:

    Hi Sir

    Hope you doing well!!

    Actually, as per my understanding there is no actual problem in the company. If there is a problem then that a communication gap between the Mr Kuldeep and his manager. Firstly, Kuldeep has to tell his problem to his manager. Secondly, he is in need of some meditation. If he is bit spiritual then he has start praying in a morning/ evening time, as per his comfort level. These activities will help him to get out from stress and divert his mind from his personal problems.

    If company shows his confidence and trust in that employee then he can get his confidence back and perform again like earlier days.

    I want to give only one suggestion to his CEO or Manager ,just tell him that you can do it and i have 100% faith on you. These words will work like a magic to his life. Instead of using harsh language or becoming stone hearted, that results, he will start feeling insecurity about his job & he will lose his confidence more.

    This is what I am thinking for Best Performer.

    As we know there are so many other activities of stress management. Here, we have to implement this strategy.

    Give him one psychological funda may be you can say it a filmi but i think so it works… just say
    “ALL Is WELL”

    Cheers!! 🙂


  37. Geetha says:

    Some incisive insights for this particular case study can also be gleaned from the chaper “Dealing with Personal Pain” (page nos. 175-177) in the book “The Professional” by Mr. Subroto Bagchi.

    Thanks and regards,



    • Dilip Naidu says:

      Geetha your are spot on. I just went through the “The Professional”. Subroto Bagchi is a person I admire deeply. His reference to Anu Aga itself is so inspiring. In the days of her personal trauma she did ‘Vipassana’ meditation for strength and could also take Thermax to new heights.

      Drawing our attention to this chapter is so amazing. The book is a ‘must read’ for all budding and practicing professionals. A great learning.

      Thank you indeed,



  38. What I feel is that Kuldeep must be informed about his deteriorating performance at workplace off late and must be empathized for what has happened in his personal life. Of course he must be given some time to come back to normalcy at the workplace as he has been excellent in his records so far!

    Strategic HR is after all achievement of organisational goals by taking decisions varying with situations to situations. Organisations cannot dare to lose important people just because of these kind of personal problems – otherwise what is the importance of HR in organisations?

    Definitely, he deserves at least one chance to make his come back and that should be as soon as possible (not more than a month).


    • Dilip Naidu says:

      Yes ’empathy’ as mentioned in the first comment is very important whether it is a question of giving Kuldeep more chance or even in case he has to go. If has to leave then the exit must be handled with dignity and respect. But your statement – ‘otherwise what is the importance of HR in organizations’? raises some question about the role of HR.

      I thank you for making time and giving your valuable inputs. Cheers 🙂


  39. Nat Malupillai says:

    Everybody deserves a second chance to redeem him/herself. It is not clear from the case, whether ‘development’ conversation had happened in the past. Was Kuldeep put on a ‘Performance Improvement Plan’ (when you initially noticed that the performance was dipping, a check-in conversation to re-define the goals and get commitment to meet it)

    If Mr. Tiwari is so bullish, he should facilitate a short-term plan where Kuldeep should produce results and restore confidence. First, convince the CEO and then the manager. But, if many such opportunities were provided, then, I would support the manager’s view of letting him go. As a professional you are expected to put your personal problems behind when you come to work or take a temporary leave till the problems are managed.


    • Dilip Naidu says:

      Welcome and thank you for your insightful comments. In the context of a MNC your acceptance of the managers views that “as a professional you are expected to put your personal problems behind when you come to work” represents a reality.

      I wonder however if the case has more questions on the organization and HR role?

      Thank you sir!


  40. Dilip Naidu says:

    Thank you Geetha,

    I appreciate your response as it will encourage my esteemed viewers to freely express their views. A humane approach will certainly help in many ways.

    With kind regards and thanks again.

    Dilip Naidu


  41. Geetha says:

    Dear Mr. Naidu,

    “He’s a wonderful chap and has an impeccable record…”

    My two cents…

    A little empathy from the top Management in this situation will go a long way in restoring the morale of Kuldeep because Empathy is key to retaining good talent.

    Thanks and regards,