Name: Ohida Khanom

ID: 1520298630

Course: HRM 380

Section: 03

Faculty Instructor: Ahmed Shahjahan Bhuiyan (ASB1)

Lecturer, Department of Management.

Assignment: Mid Term

Spring 2020
Part-1.

Answer to Question no 1.

Strategy is a fundamental tool that an organization has to incorporate for the smooth
transitioning into flourishment. Strategy is the directions or the guidelines and the blueprint that
the organization sets up for the path towards greater accomplishments. The implementation of
the strategies account for the achievement of the organizational goals that have been setup. In the
course of time what steps, the organization needs to take, and how they are going to step forward
are all decisively planned out in the strategy. All ifs and buts that may shroud the organization,
can be vanquished if there is proper utilization of the strategies, and if the strategies are planned
well ahead with precision. Strategy is the assurance of organizations, intended to accomplish
long haul or general objectives. Approaches that organizations attempt so as to support their
competitive advantages, can for the most part be ordained as business level strategies.

Business strategy characterizes the bearing in which organization is going according to its
condition so as to accomplish its targets.

For an organization's compensation strategy to be compelling, it must be connected to the

general business strategy. The essence of making any strong compensation strategy is
connecting it to the business methodology. The business strategy educates the organization is
going incisively with its overall environment.

Human resource strategy is intended to build up the abilities, mentalities and practices among
staff that will enable the organization to meet its objectives. It consists of standards for dealing
with the workforce through HR policies and practices. It covers the different zones of HR
capacities, for example, recruitment, compensation, execution management, reward and
acknowledgment, employee relations and training.

Compensation systems ought to line up with the organization’s business procedure. When
business strategies change, Compensation systems ought to likewise change.

There has to be a perfect synchronization amidst the three components which are business
strategy, compensation strategy and HR strategy. Through proper synchronization there will be a
progressive line towards achieving the organizational goals and objectives. If one way or the
other there isn’t a nice and organized collaboration among them then there will be an imaginary
tangent drawing an error towards progression. The business objective that has to be achieved
should coincide with the business strategy, compensation strategy and the HR strategy. There has
to be proper follow up between them. If the compensation strategy and the HR strategy are
constrained and do not coincide to support the business strategy then in the long haul the
business objective will stutter.

HR strategy and business strategy are linked with the compensation system of an organization. If
an organization identifies itself as the innovator, it tends to focus on producing new products. So,
it’s compensation system or approach should be linked with encouraging employees who are
innovators, rather than putting much emphasis on skills they should put much emphasis on the
innovation sector. So, the HR strategy will be streamed in this genre, as recruitments will be
based who are more leant towards innovation.

Like this, different organizations might have different focus, different strategies. Businesses are
run by people, so it’s important to keep people happy. So, in every organization there should
be perfect alignment between HR strategy, business strategy and compensation strategy, as
it would make the company a frontrunner for greater accomplishments. There is a famous
theory called AMO Theory, and according to it, compensation strategy of a business should
always have alignment with HR strategy and business strategy.

According to AMO strategy, if there is an alignment between HR strategy and compensation

strategy, then an organization can earn revenue, and let me explain how. Suppose, the HR
strategy is to retain the employees with good skills. Here in the compensation strategy if,
giving a good amount of compensation is not allotted for those employees who have good
skills, then they will eventually leave the organization. So, there should be an alignment,
and if there is an alignment, they will not leave the organization and they can earn a good
amount of revenue.

For instance, if the HR strategy of an organization is to attract staff the compensation strategy
needs to be coincided in a way that the total rewards instigate to making the organization a
friendly place to work in. If the HR strategy is to develop human resources then the
compensation strategy approach is to integrate the working environment. If the HR strategy is
to retain and sustain effective and top performers in their respective fields, then the
compensation strategy should be focusing on creating a competitive pay structure that
would instigate positive morale and help retain top performers. In order to establish positive
corporate reputation incorporating it as a vital essence of HR strategy, the compensation strategy
needs to be focused on performance management processes that promotes continuous
enhancement in human skills. If the HR strategy is to enhance the purchasing power of the
employees then the compensation structure should be built in a way that incorporates
enough capital to capitalize more on the resources that they have in their repertoire, thus
enhancing the purchasing power of the employees. All these instances show how important it
is to have sync among them or else the prospects would just fall flat.

If the business strategy of the organization is to achieve competitive advantage in the

industry through innovation then the compensation strategy should reflect in providing
financial incentive for recognition of the innovation. On the other hand, if the business
strategy is to achieve competitive advantage through quality, the compensation strategy should
link reward to quality performance, which would suggest that if the performance is noteworthy
then the compensation system would recognize that particular content. If the business strategy is
to achieve competitive advantage through low costs then the compensation strategy should
ensure that they provide adequate value for the money.

Taking all these into consideration and all examples that have been put up, all the prophecies
come into a conclusive drawing that the combination of all these strategies makes into a
progressive spree for the organization in achieving the business goals that they have set for
themselves.

Part 02 Job Description

Job Description for a Customer Service Agent

Job Title: Customer Service Agent

Department: Customer Services

Job summary: Responsible for dealing with a wide range of objections and questions of clients
through E-mails and phone calls.

Reporting To: Team leader of customer services at Half.com

Works with: The Customer Service Team

External Relationships: Customers of Half.com

Qualifications or Requirements:

 General education degree or equivalent

 Capacity to remain subtly calm when clients are subdued with stress and anxiety.
 Comfortable with computers.
 Experienced with client assistance or prior knowledge to customer care.
 Good communication skills.

Job Description

Duties and Responsibilities

 Keeping up a positive, empathetic and proficient disposition toward clients.

 Reacting instantly to client requests and inquiries.
 Speaking with clients through different channels.
 Recognizing and settling client complaints.
 Knowing the items all around with the goal that he can respond to questions.
 Tracking client interactions, exchanges, remarks and complaints.
 Imparting and planning with partners or colleagues as necessary.
 Giving criticism or feedback on the productivity of the client assistance process.
 Dealing with a group of junior client support delegates.
 Guaranteeing consumer loyalty and giving proficient client assistance.
Tasks
 Open and keep up client accounts by recording account data.
 Resolve item or administration issues by explaining the client's complaints.
  choosing and disclosing the best answer for tackling the issue.
 speeding up revision or change in accordance with the issue.
 Overseeing a lot of approaching calls.
 Recognizing and evaluating clients' needs to accomplish fulfillment.
 Constructing manageable connections of trust through open and intuitive correspondence.
 Giving precise, substantial and complete data by utilizing the correct techniques.
 Handling objections, giving fitting arrangements and options inside as far as possible.
 Resolving client objections by means of telephone.
 Answering inquiries regarding guarantees or terms of offer.
 Endeavor to convince client to reexamine dropping.
 Perform multiple tasks, and thinking on the top of your heels and being a critical thinker.
 Creative decision making and attentiveness to the wants of customers.
 Settling Conflict in a subdued and a subtle manner, managing the esteem of both parties
combined.

Educational Requirements: Bachelor’s or General Education Degree or Equivalent.

Experience: 1-4 years in customer service relationship.
Compensation and Other Benefits: Negotiable

Part- 02 Case Study

Answer to Question no 01
The day diary of Bill Ryan contains a lot of information but I don’t think the information that is
provided is sufficient. There are some reasons behind me not finding the day diary sufficient. For
example, Bill Ryan mentioned about a customer who was concerned about not getting the
shipment, and later Bill Ryan found out that the seller lost the address of the buyer. He sent the
address to the seller and sent an E mail to the buyer for the inconvenience. But he didn’t mention
what he needs to do if he gets to know that the customer doesn’t want the product now as it
would take more time and if he wants to get back the money now, although the 30 days of total
delivery time within which no complaints can be made is still not over.
On top of that although Bill Ryan goes through 10 E-mails in an hour still, he mentions only a
few instances. Bill Ryan also mentioned an incident where the address of the buyer was
unknown and the product was returned back to the seller. He then E-mailed and got the proper
address. But he didn’t mention that, although the buyer is saying that this is the proper address,
what if this might still not be the proper address. Being a customer service agent, Bill Ryan may
sometimes fall under circumstances that might even be more critical than the instances that he
has mentioned in his day dairy. I think those kinds of information should have been taken into
contention while writing the day dairy.
All this information in cumulation makes for a decent reading, but on the hind sight keeping
everything at context, the day diary doesn’t provide sufficient information, keeping a lot of
information at bay.

Answer to Question no 02
There are some specific information in the article that I have found useful. All of them are listed
below in elaboration.

The first piece of information that I have found very useful is that a buyer can lodge a complaint
about the seller, if the seller fails to send the product within the stipulated time period of 30 days.

Another information that I have found useful is that if a product is not shipped to the buyer and
the buyer wants refund then Half.com e-mails both the parties concerned. Both the parties then
need to respond to the e-mail within a time period of 5 days. If the seller doesn’t respond within
5 days Half.com will refund the buyer and would charge fine in the account of the seller.

Proceeding to another valuable piece of information and that is they prefer refunding to the buyer
if the product is inexpensive.

Moving on to another valuable information that I have been able to pull off and it is that the
service team keeps a very observant eye on the user’s complaint, looking out for any fraudulence
on refund requests.
As a customer service agent, an agent sometimes has to bear some illogical or silly questions
from the customers, whose information have already been mentioned in the site. The customer
could have been a little bit more thoughtful and could have found out that information from the
question panel from the website. Then the agents would not have to deal with those e-mails.

When an upset buyer called Mr. Ryan on the note that the quality of the book that he wished it
was supposed to be was nowhere near the immaculate and pristine condition that it was to be,
Mr. Ryan consoled him by taking his words into account and paraphrasing his statements to
better learn of the situation. Although he was not able to resolve the problem immediately, he
was able to console and disintegrate the pain of the buyer. This information is valuable cause a
customer service agent needs to have that trait within himself.

Answer to Question no 03
There are some significant bits of information that would be required to cover up the loopholes
and indulge in a smooth transitioning in the selling process. All these would be listed below
alongside stating how that information is going to be beneficial.
If anyone claims that they have not received the shipment, even if when the buyer receives it,
and then asks for a refund, nothing specific is written on that note, to actually how the situation
would proceed. In future if there is any fraudulence of this type, how to resolve that conflict so
that the situation becomes a lot more comprehensive in the future is not dictated.
If anyone cancels their purchase, although there is no fault of the seller and wants a refund, there
is no valid information on how the situation is going to proceed. There are a lot of customers that
tend to cancel the order midpoint, although there were no derogatory complaints regarding the
seller nor the products, and they also want refund, but the seller has already invested on the
shipping. I this case, what can be done is alo not stated.
Information on how long can introductory coupons be used for new customers or how they
should use it, or actually how it is to be used or any other facilities that they could use in exempt
of those coupons are also not clearly stated. It is important because there will always be new
buyers, and they will always have queries regarding the coupons.
All this information would be very helpful, as all these examples can be sought after when
instances like these take place again and proper steps could be taken on the light of these
information.