CASE STUDY
Can a Strong Culture Be Too Strong?
Should The “People Support” Program
Needed to Approved”?
INTRODUCTION
The case study looks at the difficulties Parivar, a Chennai-based IT services
company, had balancing the demands of a quickly growing company with its
lively, family-like work culture. Even though the organization maintains a
culture that emphasizes individualized care and collaborative teamwork, the
higher attrition rates raise questions about employee dissatisfaction,
especially among recent hires.
OVERVIEW OF ORGANISATION
Indira Pandit (HR Vice President)
Under pressure about the high turnover of 35%, finding a solution to the increasing
number of employees leaving Parivar. She was concerned that the "People Support"
function, a new program designed to handle employee complaints, would be too costly.
Kumar Chandra (Head of Operations)
He knew that more and more workers were quitting Parivar (almost 100 had given notice).
He sees the "People Support" function as potentially costly for the business and
immediately concerns its financial consequences.
Vikram Srinivasan (Head of Recruiting)
Strongly supports the new "People Support" function since he believes it would strengthen
the company's compassionate culture. Vikram often minimizes the importance of the
turnover problem by arguing that it could potentially encourage innovation in this industry.
Sudhir Gupta (CEO)
The charismatic CEO of Parivar was recognized for rescuing the company from
bankruptcy and transforming it into a model for the industry. He believes the "love
culture," which places a focus on genuine care for employees.
OVERVIEW OF EMPLOYEES
Amal (Associate)
He admits that Wipro is thought of as being more inflexible, he finds it to be a tempting
opportunity that he cannot refuse and that only Sudhir's "favorites" receive true family-like
treatment, despite Parivar's promise of access to senior executives. He thinks the "People
Support" program feels like "Big Brother," implying a controlling and invasive strategy.
He wants more money; he doesn't think that talking to more people is the answer.
Nisha (Future Vision Team)
Excited about the "People Support" concept and uses cartoons and an optimistic scenario
to portray it in a positive manner. She suggests that the success of “People Support”
function should be measured by Retention Numbers, which means lower the turnover will
give employee engagement and their overall performance.
Amrita (Indira’s Business School Friend and Colleague)
She provides a safe space for Indira to vent her frustrations and doubts about the "People
Support" idea and the rising turnover rate, encouraging Indira to be honest with Sudhir,
even if it means disagreeing with him.
CONFLICTS FACED BY PARIVAR
• High Turnover (35%)
• Employee Issue on People Program
• Skepticism
• Global Expansion Causing Cultural Consistency
SHOULD THE “PEOPLE SUPPORT”
PROGRAM NEEDED TO BE APPROVED?
IF APPROVED BUT MAY BRING ISSUES
• CEO Support • Cultural Consistency
• Employee Engagement • Skepticism
• Company Culture • Big Brother
WHAT SHOULD PARIVAR DO?
• Adapt to Global Markets: Parivar should be ready to adapt its HR procedures and culture to
suit the unique requirements of each market if it decides to go global. Managers and staff may need to
receive cultural sensitivity training as an outcome.
• Refine the "People Support" Concept: Refine the concept in light of feedback if the
test program continues. Make sure the program is widely reported (with a focus on guidance and
confidentiality), the "listeners" are well trained, and it is not viewed as intrusive.
• Monitor and Evaluate: Should make sure that its programs are successful in reaching their
goals and aid in building employees trust, proving the company's commitment to continuous growth.
THANK YOU
