Gauging Employment at Honeywell
Case written by Herbert Sherman
Honeywell is a diverse differentiated industrial conglomerate with segments such as transportation systems, performance materials & technologies, aerospace and automation & control solutions yet they are best known by the average consumer for their thermostats. According to the 2013 Fortune 500 list Honeywell ranked 78th position out of all US companies with a revenue of $39 billion. [2]
In 1999, Honeywell merged with AlliedSignal and Pittway but encountered problems when they realized that each company possessed their own unique corporate culture. During the next several years, Honeywell found itself addressing new challenges while trying to absorb its acquisitions. For example, environmental-related business liabilities had never been addressed and now required real attention while managers were disinvesting in research and development because their divisions showed higher profits – new product development ceased. Honeywell also experienced high turnover in upper management having 3 different CEOs in four years.
Questions:
1. How does the use of HR forecasting reflect Honeywell’s strategy and culture?
2. What options did Honeywell use to overcome the projected labor surplus during the recession? Other available options?
3. How might job analysis and job design minimize the impact of furloughs on organizational performance and productivity? How does hoteling fit into this scenario?
