Professional blog

Background

Spectrum+1 is a growing Singaporean multinational electronics company that designs, develops, and sells consumer electronics and gaming hardware within the South East Asia region since 2017. Spectrum+ is headquartered in Singapore but has expanded their offices present in two other locations, Malaysia and Philippines. Spectrum+’s vision is to make premium technology that is accessible and makes life better for everyone. To achieve its vision, Spectrum+’s mission is to make home solutions that are affordable, innovative, and integrative for all to enjoy. Spectrum+’s sources for latest technology around the world but localises products for each location. To ensure affordability of their products, Spectrum+ focuses on direct-to-consumer model. While the journey to growth was challenging, Spectrum+’s was able to achieve profitability and popularity against other established global brands.

Spectrum+ comprises of several key units. The product development department is responsible for sourcing and procuring latest technology that can be integrated into products that can excite consumers. This also design and develops new products. The marketing department is responsible for researching the needs of the consumers. This involves understanding key product features are impact and influences consumers choices. The department is also responsible for brand presence through publicity and sales events. The sales and customer service department is responsible in handing queries and sales by customer. Given the focus on direct-to-consumer model, the sales and customer services department is the key touchpoint for their customers. The logistics department is also crucial to Spectrum+ success. This includes storing of the products and the delivery of the products to customers quickly and safely.

As this industry is highly competitive, the synergies between these four departments are important to give Spectrum+ a strong edge against their competitors. Therefore, the senior leadership monitor several key performance indicators (KPI) to ensure that the departments are meeting their business outputs. For example, the senior leadership also tracks sales of each new product to determine new product popularity. First response time is used to track sales and customer service performance. This indicator measures the average length of time a customer must wait before their queries are answered. Average delivery time and on-time delivery rates are also tracked to monitor the average time it takes to reach the customer once an order is placed and how often Spectrum+ delivers its products to the customer on or before the scheduled delivery date.

The growth of Spectrum+ has been phenomenal. Spectrum+ profit margin was exceptional during the Covid pandemic. The increase in products and sales has also led Spectrum+ to expand their workforce out of Singapore. However, the Chief Executive Officer (CEO) is worried about the increasing trend in turnover rates in the industry. As a growing company with presence now in three countries, Spectrum+ must be focused on understanding the workforce to ensure talent development and retention. The CPO has proposed to the CEO that an annual Organisational Development Survey (ODS) will be useful to understand the state of the workforce which can be useful feedback to improve the working environment and reduce turnovers.

The CEO agrees that the ODS will be a good start to monitor employee’s perceptions of the company. Thus, the CPO engaged a human resource consulting company to design and implement the survey. The survey is a proprietary survey owned by the consulting company which measures employee engagement for companies in various industries including Spectrum+. However, Spectrum+ is able select several factors which are of interest to the company. In general, the CPO is interested in the employees’ perception of the various HR systems and leadership. These factors and their items are listed in Appendix 1.

Measuring Impact of the Initiatives

After the first annual ODS was conducted, focus group discussions was conducted among the employees. There are two purposes for the focus group discussion. The first purpose was to provide more details on the issues faced by the employees and areas of improvement. The second purpose was also to corroborate with the results of the ODS. Subsequently, based on these data, Spectrum+ embarked on several initiative to improve the conditions of the work environment. The annual ODS was then conducted a year later. The CEO is particularly keen to know whether turnover intentions have improved especially in Singapore where there are high competition for talent.

Data Set 2 consists of ratings of turnover intentions from the first (Year 2023) and second (Year 2024) annual ODS by Spectrum+ employees based in Singapore (See HRM318- 2023Jul-SPECTRUM-DataSet2-Turnover.csv). It must be noted that the ratings of turnover intentions could not traced to any employees due to anonymity and confidentiality. Also during the period between first and second annual ODS, several employees have left the company or were sent on overseas assignment to either office in Malaysia or the Philippines.

Tasks

As the team lead, you are required to produce a technical report to the director of the consultancy firm based on the following:

1. Discuss the link between human capital to enterprise by using the Fitz-Enz’s Human Capital-to-Enterprise pathway and by applying it on the organisation in the case vignette. For the human capital management level, only determine the metrics and the related human capital activities with respect to the problem that the organisation is facing.

2. Apply the steps based on the scientific process in Bauer et al. (2019) for data set 1 (see Appendix 1) and prepare a data analysis report in the following manner:

(a) Identify the problem faced by the organisation and the purpose of the survey as indicated in data set 1.

(b) Conduct research (based on reputable academic journals) on the factors (i.e., independent variables) relating to the dependent variable as indicated in data set 1 (You can exclude the age and gender for the research portion only). From your research, briefly summarise the research that explains the relationship between each factor (i.e., independent variable) and the dependent variable. Then, develop hypotheses for each factor (i.e., independent variable) and its relationship with the dependent variable.

(c) Analyse data set 1 in the following manner:

i) Examine and report the reliabilities of each measurement scale. (Attach the SPSS output as Appendix 1 in your TMA).

ii) Explain an appropriate statistical analysis to use. Then analyse the data using the appropriate statistical analysis and report the descriptive statistics and the statistical analysis output and conclusions (You are required to recreate the required tables from the output in the main report. Then attach the SPSS output as Appendix 2 in your TMA).

3. Apply the following steps based on the scientific process in Bauer et al. (2019) for data set 2 (see HRM318-2024Jul-SPECTRUM-DataSet2-Turnover.csv) and prepare a data analysis report in the following manner:

(a) Identify the purpose of the study as indicated in data set 2.

(b) Develop a hypothesis.

(c) Explain an appropriate statistical analysis to use. Then analyse data set 2 using an appropriate statistical analysis and report the output and conclusions (You are required to create the required tables from the output in the main report. Then attach the SPSS output as Appendix 3 in your TMA).

(d) The CEO is interested in knowing the rate of good talents leaving the company as well as if the company has enough talents who are ready to take up those positions. Propose TWO (2) metrics that can provide to the CEO with necessary information with explanations.

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