This case study presents a number of issues in the fictional organisation Glocal Textiles (GT).
You should read through these materials and write a report of 1,500 words with the title
A Business Report to optimise the delivery of HR Processes at Glocal Textiles (GT).
You can make reasonable assumptions about Glocal Textiles (GT) and the HR function.
There are further instructions in the coursework brief.
Glocal Textiles (GT)
A Case Study
Glocal Textiles (GT) is a global clothing organisation in the fashion industry. It has
approximately 9,000 employees and a mission of providing good quality clothing at
a fair price. It has a presence in every region globally.
Primary products are:-
Glocal Textiles (GT) has a strong HR team at its regional headquarters in India.
However, the Chief People Officer (HR Director) Jess Fielding has just returned from
a long period of illness. The HR team is in some disarray and needs to take a step
back and consider how they can develop and engage the human resources in the
The team has focused on centralised processes and has had less of a presence in
the regional centres. In particular, local production centres and also local sales and
marketing organisations have been somewhat neglected. This has led to a lack of
integration of HR policies across the organisation and a reduction in engagement
and development as a result.
Your role in this case study is that of a generalist HR officer. You have a projects
based role and work closely with Jess supporting on projects and specific tasks as
and when she asks you.
• Mens casual wear- unbranded and wholesale
• Womens casual wear – unbranded and wholesale
• Mens workwear
• Womens workwear
• Children’s schoolwear.
• Clethan Urban
Glocal Textiles (GT) Values and Mission
We do a good job so you can too
– Value for money
– Durable and robust clothing
– Exceptional level of customer service
– Complete clothing offering from top to toe
Glocal Textiles (GT) Structure
Fran K. Lee
Institute for Product
Each country manager has their own
structure typically containing Sales &
marketing, IT, finance, HR, logistics, etc.
E-Mail – To Jess Fielding
From Fran K Lee
Welcome back. Below is an excerpt from a paper around introducing robotics. We
are very concerned that this may falter. It is part of our focus on costs and it is
essential that the pilot introduction of robotics goes well. Could I please ask you to
make this one of your priorities.
Glocal Textiles (GT) has a large factory in Svidnik, Slovakia. The factory produces
the specialist dyes and coatings used in workwear, including flame retardant and
other specialist chemical coverings. In order to futureproof the factory the CEO
Fran K. Lee has started the process of introducing robots into factories and the
Svidnik factory will be the test bed. Robots will take on 50% of the factory tasks. It
is intended that after a 6 month trial period robots will be introduced into the
whole of the warehousing system.
Glocal Textiles (GT) has carried out a recent benchmarking exercise and has found
that its costs of production are significantly higher than immediate
competitors. This has led to higher prices on the shelves for its leading products a
working overalls and boots. These items are considered relatively price sensitive so
costs of production need to be tightly controlled. The decision has therefore been
made to move to a more efficient approach based on lean production
methods. This requires the warehousing employees to work more flexibly and
requires the introduction of zero hours contracts in order to reduce costs
An additional question has been raised about the change in contracts and working
practice. There is a concern among some managers that current employees may be
impacted in different ways according to different elements in their lives e.g. those
with disabilities or with caring responsibilities. This may impact engagement across
the organisation as a whole as it does not fit with the stated values but is a financial
and competitive necessity.
The organisation is considering introducing just in time production and zero hours
contracts. These are under investigation by the top team who have a concern about
ensuing that there is a consistent message across the whole organisation that is
horizontally integrated with other people processes. They are particularly interested
to understand any specific legal and cultural implications as well as
recommendations for engaging the local warehouse workforce.
The primary regional centres which may be impacted further are:-
The logistics team in Glocal Textiles (GT) is a core function that is central to the
smooth running of the organisation as a whole. Any issues with logistics rapidly
impacts delivery times and means that we have rapidly increasing warehousing
A line manager has contacted their Regional HR Manager asking them to resolve an
internal conflict that is threatening to interfere with supplier relationships. It is a
health and safety issue that needs to be managed through appropriate leadership.
Jo, a team leader has accused Miles a health and safety executive of leaving her
team in a dangerous situation. Miles has responded that she is impossible to work
with and he is not willing to support her team anymore. This is an urgent issue
which you need to start to address today.
Jo has been working at Glocal Textiles (GT) in logistics for 15 years. She is a team
leader and has recently been promoted to the role. She takes pride in her work and
is keen to look after her team and offer them the safe working environment that
she has not always received herself. She has a strong concern for health and safety,
having seen a colleague become seriously injured by a faulty electrical cable when
she first joined the organisation. While it remains strong in her memory, it is not an
issue that is remembered in the wider organisation.
Jo has been having some difficulties in persuading her team about following
appropriate health and safety and has tried to model what she wants them to do by
picking up each and every point and reporting it to health and safety. She has been
surprised to be called in to see her manager who has pulled her up and described
her as ‘nagging’ Miles, the H&S executive for their team. She discussed this
From: Jess Fielding
We have been having an increasing number of issues around workplace conflicts in
both the factories and office sites. Employees seem to be increasingly dissatisfied
and there is also an apparent lack of clarity around the reporting lines between the
corporate central functions and local instructions. Below are the details of a recent
conflict that has emerged. What do you think are the issues underlying it and how
can we as a function support the business with these types of conflict?
thoroughly with her line manager who seemed to understand her point of view. She
therefore put the whole sorry episode behind her.
She is responsible for importing the various fabrics for some of the unbranded
clothing products. These products have been flying off the shelf and she has been
importing surprisingly large quantities. Yesterday she was upset to have been
approached by the vendor with a bribe to leave some of the product on dock for
two days instead of one. She has no idea why this is the case and does not want to
engage with it at all. The correct process is to report this through health and safety.
Given the recent difficulties she is keen to rebuild the relationship and so has tried
to contact Miles, her health and safety executive but he has refused her calls. She
became quite agitated and went round to see him to discuss it, but he just walked
away from her and she lost her temper. She is now fuming as she has a very
difficult situation to deal with, her line manager has impressed upon her that she
must deal with Miles but he won’t talk to her – what should she do?
Miles is a recent graduate and has completed his training in health and safety. It
was a complex and difficult course and he is proud to have achieved high marks. He
understands health and safety and is certain that he can offer best advice. He has
been surprised therefore to be harangued by a team leader in one of the offices. He
does not know why she insists on calling him at least three times a day and
following up to check he has carried out the work without even giving him a chance
to do it. He has started ignoring her and has to admit to screening her calls.
He has spoken to her manager who has assured him that Jo is just a pencil pusher
who follows the rules with no real thought. He has spoken to Jo and assures Miles
that there will be no problems from now on. Yesterday there was an accident on
the stairs with a senior manager and some wiring that had got loose. Miles had to
rush to the scene to sort it all out and to make sure that he found out why wiring
was left out and to set up appropriate remedial training. Whilst he was on his way,
Jo accosted him with some other issue. He admits he was a bit firm with her but he
had to manage this urgent issue and told her she would just have to wait and sort it
out herself. She started screaming at him and he will absolutely not respond to that
kind of behaviour.
Investigation about international redundancy planning
From: Jess Fielding
Glocal Textiles (GT) is proposing a strategic change which would involve relocating
part of its value chain to low cost countries. As part of an initial investigation it
needs to consider the impact in different countries. There is a working party due to
start meeting soon to address the issue of redundancy as part of a wider strategic
direction to ensure cost cuts for future sustainability.
This would involve Glocal Textiles (GT) in closing factories in some of its higher cost
locations such as Chicago. However, the site in Chicago is very mature and a local
town infrastructure has been built around its presence. Marketing are concerned
about the brand damage from closing the factory. Part of that concerns the
Could you please meet with Robin Tierney, the senior manager to discuss the issues
around employer brand. This should be fed into the more detailed discussion
around our strategy on redundancy planning. As well as meeting the needs of local
employment laws we also need to maintain a consistent horizontally integrated
approach for all employees, globally.
Glocal Textiles – Employee Engagement
In common with most very large organisations Glocal Textiles (GT) has a mixed
record in employee engagement and the factors of trust etc. which underlie the
Attached are a series of materials which portray the current situation in Glocal
Textiles (GT). Employee engagement is an essential element of Employment
CHEERS FOR Glocal Textiles (GT) EMPLOYEE ENGAGEMENT
Glocal Textiles (GT) has been recognised for its employee engagement excellence
with the Good Employer Award at the Fashion and Textiles Federation (FTF)
The awards celebrate organisations across the Fashion and Textile industry that
make an extra effort to create a positive working environment for employees.
Glocal Textiles (GT) was recognised for its newly-designed workplace in Hemel
Hempstead, which encourages employee interaction across all departments.
The new offices feature informal meeting spaces, which has enhanced staff social
relationships, raised the profile of charitable activity across the organisation and
increased employee engagement.
Steve Barnes, director of economic and commericial services at FTF, said: “The FTF
Awards showcase inspiring examples of Fashion and Textile organisations taking a
responsible approach to their employees, their customers and the communities in
which they operate.
“We congratulate Glocal Textiles (GT) positive investment in its employees.
Workplace wellbeing schemes are very important for maintaining healthy and
happy employees, lowering absenteeism and increasing employee engagement.”
From: Chief people Officer
To: Your name
As you know, I keep an eye on our on-line employee reviews. In the past 4 months
they have been getting steadily worse. I have attached a selection I have put
together that represent most of what I have seen. They are pretty representative
geographically and I am concerned that they show some worrying trends. for you
to look at.
On-line employee reviews of Glocal Textiles (GT)
Challenging place to work, good if you want to strive and climb the career ladder.
Management can be a bit demanding of working activities. Time goes very quickly
Working hours are long and priorities change very often, leading to even longer
working hours (one of their core values is ‘act with pace’). There is not much time to
‘think’ and most things are rushed – this means you often have to re-start projects
resulting in even tighter deadlines. ‘Diversity’ is not really part of the company
On the plus side, salaries are fair and they do allow to work from home. Projects are
overall interesting and varied
12 hour shifts a drag. very stressful place to work. good pay but team leaders and
Managers are idiots, havent got a clue. no regard for staff well-being or health.
Agency staff are treated appallingly. Totally unacceptable. Shame on Glocal
Textiles (GT), Shame on them
Enjoyed learning many new tasks a good training attitude which help me develop
as a production operative, covering running packing machinery and bottle blowing
and juice filling to material supply. Being part of a company supplying a product to
children at the best standards of quality has been a pleasure that makes me proud
to work for Glocal Textiles (GT) working 3 rotating shift has been challenging but
also gives rewards with time off making the balance acceptable
unstable work, not enough hours, very unreliable and no on-site training
only motivated by money, no consideration for their staff, very political, massive
blame culture, managers have limited skills
I have worked at Glocal Textiles (GT) for almost 14 years and during this time have
had experience of working in many different functions. The past 10 years have been
spent working in IT, where I have had various roles from direct line management to
project management where you are leading a virtual team. I would consider myself
to be a leader, who constantly looks for ways to continuously improve and simplify
ways of working
Management are interested in you as a person
cut price clothes in the factory shop
Some areas are good for development
Management sometimes make poor decisions
Work life balance can often be compromised
Performance Reviews are often ad-hoc and don’t follow process
Advice to Management
Focus more on delivering our vision, and look to recruit sooner when there is a
clear workload vs staff level issue
Really great brands, good working environment and really great people. Really
enjoyed most of my time at Glocal Textiles (GT), particularly up until the last year or
so when things started to change. Generally, people are respected as more than just
a resource though and there is a reasonable work life balance compared to other
Currently High levels of staff turnover and expectations from staff increasing
however lack of clear direction from management means staff can run around like
Advice to Management
Don’t try and change too much at once. You need to learn to walk before you can
run. There are a lot of people working very hard but it’s not really achieving much
as the direction is scattered
– lot of training available
– lot of brands available if you want to switch from one to another
– possibility of promotion if you work hard
– not much of a work life balance (except if you work in M&I)
– very changing environment
– no deep thinking before taking decision
– lot of shareholders management
– not a lot of resources available
– taking ages to get things done
Advice to Management
– need to be more top line (avoid micromanagement)
– need to be more strategic rather than tactical
– need to take in consideration employees feeling (a lot of people signed off for
stress coming back to work without the right support)
Pay level is OK
Long working hours. 12 hour days can become the norm.
They dont promote enough from within and whether they mean to or not manage
to cultivate a blame culture at times
Senior management in the GB division appear clique-y and could do more to be
supportive to and available to their wider teams.
Currently a lot of change and I hope it leads to improvements… there are good
people there but they … Show More
Advice to Management
Really try and deliver the improvements you say you want to…
Nurture the talent you have before it leaves and stop making career progression a
box ticking exercise
Nice offices. Some good people left
IT department has had any joy sucked out of it. Run by elitist senior management
team who don’t engage with employees lower down the hierarchy. Results driven at
the expense of anyone’s thoughts or feelings. Very sad how deteriorated so quickly
from a place to be proud to work for , to good people leaving in quick succession
Advice to Management
Yes results are important but not at the expense of creating a department full of
fear and blame culture
Office in Hemel – open plan, modern
Lacks diversity – bias towards white/middle class/male/English – exec
Sponsor for D&I least open minded of all so this won’t change
CFO ruining finance function- extensive redundancies, majority of jobs moving to
service Centre model, people not valued – solely focused on reducing cost
Weak finance leadership team – poor communicators
Advice to Management
You are making a mockery of Glocal Textiles (GT) values currently – great companies
don’t treat employees solely as a cost to be reduced.
Pay and reward are excellent. The office environment is superb. Lots of investment
being made in Supply Chain and systems.
When I joined the place had a young and vibrant atmosphere, there was a great
team spirit and people had fun at work, over the last 2 years, profit has come
before everything else, cost cutting is impacting morale, however, it’s not applied
consistently in all functions. Not enough promotions from within, which makes the
talent development programme questionable. The fun and vibrant culture has
turned into a blame culture and there is an unhealthy level of fear that is getting in
the way. The arrival of the current CFO was the catalyst for a lot of this change.
Advice to Management
Get closer to your teams, being back the fun. It’s not all about cost!!!
Decent base salary
Lack of team culture
Lack of communication within channels / wider business
Ageing business in terminology used and branding focus
Disconnected feel – all talk, little action
– Work life balance
– Gender diversity
– No direction
– Short term focus
– Fear culture
– No empowerment
The people are mostly lovely, dedicated and helpful
Employees given lots of responsibility
Great household brands
Better placed on health than competitors
Recent senior management hires are ruthless & short sighted particularly those
Redundancies handled insensitively
Weak and ineffective leadership
Advice to Management
Treat employees with more respect and give thanks occasionally
flexible, good salary, good benefits
too many politics, ruled by a few in it for themselves
Advice to Management
get rid of the negative senior management – you know who they are
Great introduction into the FMCG world. Fairly comprehensive induction, training
and ongoing development. Exciting brand portfolio.
Low starting salary, confusing management structure, very little open lines of
communication and opportunity to discuss ideas with HQ marketing or brand
teams. Wasn’t for me
My team were great and there were a fair few team building outings that were
Management would not keep promises, the appraisal system was broken and didn’t
reflect the work achieved, and no career progression.
Advice to Management
Work on real career progression, and implement an appraisal system that actually
Great company overall to work for! Trying to aim for there vision
Management – low morale within the office since I started here and also high
Long hours and lengthy processes which don’t ever improve despite the work you
Salaries for entry level jobs are quite competitive. But this doesn’t make up for the
level of incompetence from management and age old grudges you have the put up
Senior management are incompetent. No-one knows what they are doing and are
too proud to admit it. Communication and openess is poor. The office culture
revolves around backstabbing. It’s not what you know here, but who. This has led to
many people in high level positions being given jobs they are, quite frankly, not
capable of doing. Dis-organisation is rife. People are miserable and senior
management couldn’t care less. The people are pretentious and most quite
vacuous. Managers in my department seem to have a ‘divide and conquer’ attitude,
whereby they pit colleague against colleague. To what I avail, I still don’t know.
There are a small few who are good hearted and are using the company to their
own advantage. It has become a place to gain some experience for your CV.
Advice to Management
I honestly don’t think I could advise them. They are running this company into the
ground. My advice to potential employees is to stay for a year to have it on your CV
and go somewhere else you are valued.
Staff shop, staff benefits , the people you work with .
No one takes ownership for anything and is too busy blaming others mainly due to
point scoring for the reward system which is intense and like a school report! Many
management do not have a clue what they are doing but are too proud to admit ,
staff turnover high due to work demand and the amount that is piled on you – with
not one word of thanks or appreciation. I’ve never been in a company where the
majority are fed up! Not just one department.
Glocal Textiles (GT) do pay well for Asia-Pacific, i would say about 5% – 10% above
average. This compensates for the poor location, and does go someway to make
the location less of a compromise. The brands are reasonably strong, although have
not been given much love recently.
Glocal Textiles (GT) abrasive management style combined with agressive internal
and external culture make it sometimes an unpleasant place to work. Human
resources tend to overpromise and undeliver when it comes to career progression
instead preferring to hire externally. On the face of it Glocal Textiles (GT) may look
like a good career move but in reality I would really prefer somewhere a little less
Mark is an IT specialist. He owns Glocal Textiles (GT) IT infrastructure and is
responsible for the efficient working of both hard and soft systems.. South African
by birth. Mark moved to Australia for this job as it had a strong IT function. When
his line manager went off on long term sick due to stress. Mark took on the role as
an interim. After 9 months he was confirmed in role and has now being doing the
role for 4 years. Mark has not had any management training even though he has
now been confirmed in this global role. Mark attends many meetings outside
normal working hours. He has a team of 12 regional IT support engineers, each
with their own team (size ranging from 3 – 15) some of whom he has never met
face to face. Mark has a reputation for being efficient, detail conscious, arrogant
and abrasive and has a high turnover in his team. He has twice had grievances
taken against him, but neither of them stood up.
This issue involves leadership and management. How could Glocal Textiles (GT)
improve its leadership?
Issues in Marketing
Performance Management in Marketing
Jarka Cuperova, the chief marketing officer has some concerns about the performance
levels in marketing. The marketing function is distributed with a team per product
category notionally in head office but actually located across the globe. She finds this
quite frustrating and will freely admit that she tends to prefer working with people she can
see and trust. Each region also has its own marketing team with country sales and
marketing manager reporting directly to the country manager.
This structure has meant that communication is often confused and objectives can
contradict one another. Jarka is fed up with this following a disastrous activity last month
in which a marketing research exercise on one of the core products, Kurta Tunic – a
popular style of casual wear, was spoilt as the market research consultancy received
Customer survey results
• data collected from Customer satisfaction focus groups and market research
• 71% of those asked would choose other brands
• Spontaneous awareness is up to 79%
• Ethical issues around the use of dyes for denim are becoming more important
• The sector is highly price sensitive and in some areas volume of sales has dropped
• Market share of specific brands is unknown
• The brands are described as low quality and medium price.
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