HRM 498 Week 5 Strategic HRM Plan (2 Papers) NEW
This
Tutorial contains 2 Papers
American
Plastics had fared rather worse than its competitors during the economic
downturn. With revenue, quality, and productivity down, management set several
goals to reverse the company’s fortune. One area in need of improvement was
human resources and “Janet,” the newly appointed HR Director faced a daunting
challenge: to quickly re-invent the Human Resources function, reposition it a
strategic partner to the business, and improve employee perceptions of her
department. Her predecessor retired after leading a major reduction in force
causing a significant exodus of key talent, some unexpected. Janet was charged
with finding a way to retain top talent and develop a steady but
highly-qualified stream of candidates to fill regular as well as critical
positions. The CEO agreed with her that differentiating the human
resources function was essential for the company’s strategic plan to succeed.
In her
first two weeks on the job Janet discovered:
§
Job descriptions were inconsistent, long but vague lists of high level “duties
and responsibilities” and qualifications
§
Job titles didn’t reflect the work people did, used instead as a framework for
budgeting and compensation as many were doing unique work requiring different
knowledge and skills.
§
Aside from providing a coordinating function, human resources had outsourced
recruiting to third parties who presented candidates based on their internet
postings and other sources. No matter the level or criticality of the open
position, human resources rarely conducted interviews or assessments before or
after handing over the third party resumes to the hiring organization and would
get involved again only when a candidate was selected.
§
HR’s participation in the onboarding process of new employees was limited to
having them attend a half-day orientation session where, between a video and a
slide presentation about the company, they filled out benefits-related,
payroll, ID and other paper forms.
§
Training and Development (T&D) had largely been outsourced to several
companies that provided generic on-line courses.
§
The recent departure of several mission-critical employees disclosed no
systematic means of capturing expertise from employees; when they left, their
knowledge left with them.
§
The Performance Employee Evaluation Program didn’t align with anything, was
viewed by managers and individual contributors alike as a burdensome annual
chore that interfered with people’s “real jobs.”
The
management of talent is one of a handful of strategic services human resources
can offer. The decline of traditional HR functions through automation,
self-service, and outsourcing demands a “culture change” within human
resources: adopt a business focus by an organization still structured largely
around benefits administration, time and attendance reporting, labor cost
processing, and similar transactional operations.
Write a
communications plan not to exceed 1,050 words to support the strategy of
American Plastics.
Justify why
they were important for your strategic HRM planning process.
Recommend how
to address these considerations.
Focus on
resolution of the human resource management challenges in order to support
operational strategies.
Cite all
sources according to APA formatting guidelines.
Click on
the Assignment Files tab to submit your plan.
visit
http://www.dreamassignment.com/
Comments
Post a Comment