Rob Parson Case Study: Human Resources

Rob Parson Case Study Name Institutional Affiliation Rob Parson Case Study Rob Parson and Morgan Stanley case study revolves around a recently recruited employee, Rob Parson and the cultural identity of the organization. In the case analysis, Parson fails to align with the “One-Firm Firm” vision that came into life under the leadership of John Mack. Parson was a great executioner while in the Capital Market Services division as he had an innate capability retaining and increasing the firm’s clients. Statistics indicate that he was solely responsible for the increase in the company’s market share from 2% to 12.2% (Harvard Business Review, 1998). This improvement is a major staking point for the performance evaluation process. In contrast, Parson has a challenge in implementing the cultural dimension of the firm from an individual perspective. In his perception, Parson finds the process of including other individuals in the decision-making process as involving and time-consuming and in the end, one would have served a few clients and others will have moved on. Although he was great at cut-throat negotiations, this ‘style’ never came in sync with the rest of the employees. In this regard, the subsequent performance appraisals place Parson at the risk of failing to be promoted to the managing director position. Parson’s performance is a testament to the fact that he has to be promoted to this position. This argument can be approached in two different ways. First, the financial industry is a fast-paced business environment where the weak and the rarely aggressive people are less likely to make the cut (Beck, Demirguc-Kunt, & Honohan, 2009). In contrast to the reality of things, Parson was capable of influencing the clients’ perspective because he always had a strategy in place to tweak products that reflected the clients’ needs. It is also vital to remember that the firm had “historically been weak in delivering capital markets services to financial services firms such as banks and insurance companies.” He also maintained constant communication with the clients guaranteeing that they stayed with the firm always. Another aspect in which to approve his promotion is gauging the firm’s growth. Prior to the arrival of Parson, Morgan Stanley had a market share of 2% and thus, being ranked tenth overall. On his arrival, he acquired more than ten major clients who happened to be of great advantage to the firm increasing their market share to 12.2% and consequently, attaining the third rank in the market (Harvard Business Review, 1998). These two aspects deserve recognition considering Parson’s contributions to the tremendous growth of the ...