HR353 Case Study

I’m studying for my Management class and need an explanation.

Please answer all the questions for the two case studies below. Answers should be thorough and complete for each question. Please write your responses in a word document for submission and use the APA format as a guideline. Double space and use a 12-point font. The combined responses should be at least 1000 words in length with individually identified responses to each of the questions for the two case studies or critical thinking scenarios. Use the following information to support you in completing this assignment correctly. Include two references for full credit. One can be the text and the other should be information regarding the company in the scenario or a scholarly article on the main topic for the case or critical thinking activity.

    • All questions answered and addressed
    • Answers indicate that symptoms were recognized
    • Actual causes of the problem were uncovered
    • Answers indicate that you identified major goals of the organizations, units, and/or individuals in the case
    • Answers indicate that longer-term performance problems and those requiring immediate attention have been recognized and considered
    • Identified appropriate alternative actions

Consider the following: 17,000 hourly employees and 1,200 supervisors from 20 cultures needed to be integrated into one company and share a common focus. Such was the situation facing Tenaris, a global industrial company that had grown through acquisitions and become a leader in its sector. The company manufactures and supplies tubular products and services used for drilling and production of oil and gas, as well as tubular products and services for process and power plants, automotive applications, and specialized industrial applications. Founded in 2002, Tenaris grew through acquisitions of plants and green field projects around the world, including Canada, Colombia, Thailand, Indonesia, Saudi Arabia, and other countries. The company was recognized in 2016 as number 8 on the Training Top 125 list selected by Training magazine in recognition of the company’s commitment to employee training.

A major challenge for the company in achieving its goal was standardizing the work of the hourly employees in their mills. The company understood that it needed to provide the same high-quality products and services regardless of where they were made or used. To achieve this goal of standardizing industrial processes in all mills, Tenaris created a project called 00100 in 2008. This global project name translated as 0 accidents, 0 defects, and 100 percent compliance.


  1. Identify the steps that Tenaris should have taken to ensure it could reach its goal.
  2. What role would a needs assessment play in the process of developing a training program?
  3. Why would Tenaris have decided to use training to change culture?
  4. Discuss how training would have been different had Tenaris been a smaller company.
  5. Visit the Tenaris company website and read about its Global Trainee Program. Why is this program important for helping Tenaris maintain a competitive advantage?

The annual performance review is a main feature of HR programs in most companies. Yet, a handful of companies such as Accenture, Adobe, Medtronic, Gap and Microsoft are moving away from the traditional annual performance review and pursuing other methods. SAP is a very successful global company headquartered in Germany. The company provides support for cloud-based management software that enables thousands of clients to deliver performance feedback to millions of employees. While SAP will continue to provide support for performance feedback for other companies, it has decided to eliminate annual performance reviews for its own workers in the United States. SAP’s chief HR officer for Germany, Wolfgang Fassnacht, told Reuters that. “Grading workers did not work. People are open to feedback, also to harsh criticism, until the moment you start giving scores. Then the shutters go down.” This change does not mean that SAP is abandoning all performance feedback, just the annual reviews are slated to go away. The plan is to replace them with regular check-in discussions to provide feedback in real time and foster dialogue that can lead to better performance.


  1. Why do companies conduct annual performance reviews?
  2. What are the challenges with conducting annual reviews?
  3. What changes do you think would improve the annual review process?
  4. What do you think of SAP’s plans? Will they be successful? Why or why not?