UPES MBA HRM Semester 3 Solved Assignment 2025 – Orion Global Solutions Case Study [Integrated Assignment]

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This assignment evaluates your understanding of performance management, training and development, cross-cultural HRM, organizational change, and Indian labour laws through a comprehensive real-world business scenario.

Assignment Submission Deadline: 30th December 2025

Total Marks: 100

About This Assignment

The UPES MBA HRM Solved Assignment 2025 is designed for Semester 3 students specializing in Human Resource Management. The integrated case study focuses on Orion Global Solutions, a rapidly expanding multinational IT services company facing multiple HR challenges as it grows from 500 employees to over 7,500 across India, Singapore, UK, and Germany.

You are required to analyze their HR challenges and recommend strategic solutions across various HRM domains.

Subjects Covered

This integrated assignment covers the following HRM subjects:

• Performance Management Systems
• Training & Development
• Cross-Cultural HRM
• Organizational Change Management
• Indian Labour Laws & Compliance

Case Study: Transforming People Practices at Orion Global Solutions Pvt. Ltd.

Orion Global Solutions Pvt. Ltd. is a rapidly expanding multinational IT services company headquartered in Bengaluru, India. Over the past decade, Orion has grown from a 500-employee domestic IT support provider into a global enterprise with over 7,500 employees operating across India, Singapore, the United Kingdom, and Germany. This transformation has brought remarkable opportunities, but also unprecedented HR challenges that have forced the leadership team to rethink the company’s people management strategies.

The company has always prided itself on delivering high-quality services with a client-first approach. However, as Orion entered new markets and acquired overseas clients, performance expectations soared. The leadership realized that their existing Performance Management System (PMS), which relied on an annual appraisal with loosely defined key performance indicators, was not keeping pace with the company’s growth or complexity. Managers often used subjective criteria, leading to inconsistent ratings across teams. High performers complained that their contributions were not recognized, while others felt the system lacked transparency. The CEO, Ananya Mehta, initiated a revamp of the PMS to introduce continuous performance feedback, goal alignment with corporate strategy, and a competency-based evaluation model. Yet, some senior managers resisted this shift, arguing that it would increase administrative work and cause discomfort among employees accustomed to the old, less-demanding system.

Parallel to this, Orion’s expansion into Europe and Southeast Asia created a pressing need for Training and Development initiatives. The company’s client-facing teams in Singapore and the UK had to adapt to advanced data analytics tools and artificial intelligence integration, which were relatively new to many Indian employees. The HR department rolled out a blended learning program combining virtual modules with hands-on workshops. These were designed to upgrade technical skills while also improving soft skills like communication, negotiation, and cultural sensitivity. However, participation rates varied. While younger employees embraced the training, several experienced project managers viewed it as unnecessary or irrelevant to their work. To address this, HR tried to introduce Individual Development Plans (IDPs) tailored to each employee’s career goals. Yet, aligning these personalized learning paths with business requirements remained a delicate balancing act.

Cultural diversity became another focal point as Orion’s workforce grew more international. The Cross-Cultural HRM challenge was most visible when Indian and German teams began collaborating on a major software development project for a European bank. Indian engineers were accustomed to a flexible approach to deadlines and last-minute problem-solving, while German team members preferred detailed planning, strict adherence to schedules, and direct communication styles. Misunderstandings soon emerged—Indian employees felt the Germans were being overly rigid and critical, while the Germans perceived their Indian counterparts as unstructured and evasive. These tensions affected productivity and client satisfaction. Recognizing the risk, Orion’s HR initiated a cross-cultural exchange program that included cultural sensitivity workshops, virtual “culture cafés,” and a buddy system pairing employees from different countries. While early feedback from employees was positive, some questioned whether cultural training could genuinely change deep-seated attitudes and behaviors.

Adding to these complexities, Orion was undergoing a significant Organisational Change. The company had recently adopted an agile project management framework across all global teams, replacing its traditional hierarchical structure. This meant that decision-making authority was decentralized, and project teams were expected to operate in short sprints with iterative deliverables. While the agile model promised faster innovation and greater responsiveness to client needs, it also disrupted established reporting lines and role definitions. Many middle managers felt insecure about their relevance in the new system, fearing they might lose authority or even their positions. In some regions, employees were enthusiastic about the change; in others, they resisted, citing increased workload, confusion over responsibilities, and the stress of constant adaptation. The leadership team organized town halls, change champions, and pilot projects to ease the transition, but the success of this transformation remained uncertain.

In the midst of all these initiatives, Orion faced a Labour Law challenge in its Indian operations. A group of employees filed a complaint with the local labour commissioner alleging non-compliance with provisions of the Industrial Disputes Act and the new Occupational Safety, Health and Working Conditions Code. The employees claimed that the company’s recent shift to hybrid work had led to extended working hours without proper overtime compensation and that ergonomics for home workstations were not adequately addressed. Additionally, contract workers engaged for IT maintenance in the Bengaluru office alleged wage delays and lack of mandatory benefits such as provident fund contributions. While Orion’s HR maintained that the company was compliant with all statutory obligations, the matter escalated into a formal inquiry. This incident attracted media attention, posing a reputational risk and forcing the leadership to take immediate corrective measures. Legal counsel was hired, and HR began reviewing all compliance protocols, updating contracts, and initiating training for managers on labour regulations.

The convergence of these issues—revamping performance management, implementing large-scale training, managing cross-cultural integration, navigating organisational change, and ensuring labour law compliance—created a complex web of HR priorities for Orion. Each domain was interlinked: performance management improvements required cultural sensitivity; training success depended on change readiness; cross-cultural collaboration needed strong leadership; and organisational change could only be sustained if employees felt supported, both legally and professionally. As the company prepared for its next phase of growth, the executive leadership team faced the daunting task of ensuring that these diverse HR initiatives worked in harmony rather than in isolation.

Questions

1. Given the resistance from some managers, how should Orion’s leadership implement the new competency-based continuous performance management system to ensure fairness, transparency, and alignment with business goals?
2. What strategies can Orion adopt to increase engagement and participation in its blended learning programs, particularly among experienced employees who are skeptical about their relevance?
3. How can Orion’s HR team ensure that its cultural sensitivity programs lead to long-term behavioral change and improved collaboration between Indian and German teams?
4. What change management approaches should Orion apply to reduce resistance and successfully transition to an agile project management framework across its global teams?
5. How should Orion address the legal compliance issues raised by employees and contract workers while maintaining operational efficiency and protecting its reputation?

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