Running head: CALLEETA CASE STUDY Calleeta Corporation's strategic business goal is "to become the leader in RFID products," and the HR contributions in place are supportive of this goal by ensuring the most talented technicians are recruited and retained by being afforded pay and compensation that is above industrial average, and allowing them to develop a work-life-balance with the amenities offered at their facilities. The heavy HR presence and support for management and employees also facilitates an atmosphere of high employee value, which is also another strategic effort towards retaining the best technicians in the industry [Kavi1]. What changes can John make in his HR operations to meet the boards demands? Considering the fact that the HR department is viewed as a source of cost rather than a revenue-generating source, John can stand to trim some of the extravagance out of his HR operations. John has established such a strong HR footprint within the U.S. CalleetaCO locations, that the HR demands are placing indirect counterproductive pressure on the company's revenue. A cost-benefit analysis of John's current HRIS program is needed at this point to identify exactly what the expected benefits are versus the accrued costs, and identify ways to reduce the "soft" financial pressure the current plan places on the company's revenue. I would start by recommending doing away with the in-house spa and pet boarding services at the U.S. locations. That would not take away too much from the benefits and accommodations the company advertised and sold to its top quality talent, but would prove to be one major cost- eliminating step towards downsizing John's massive human capital acquisition and retention plan. John should also consider increasing the amount of employees assigned to each HR representative from 10 to possibly 20. With Jan's overseas locations having issues meeting their