Final Project: WeaveTechCase
OL-600 Strategic Human Resource Management
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II. Strategic and Workforce Plan
Strategic and Workforce Plan: Business Metrics
For this section you need to address the business metrics that are needed to help achieve their strategic objectives and goals. These metrics are usually all housed with what is called a scorecard. The article listed in the reading list addressed what a scorecard is. For this case focus on this objective: (1) expand their presence into the private performance wear sector. You will need to explain which metrics will be needed to measure this objective. Some examples would be marketing metrics, growth/sales metrics, customer loyalty metrics, and workforce metrics (think turnover rates, workforce productivity, operating costs per employee).
|Strategic and Workforce Plan: Workforce Plan|
As you look at the workforce plan for WeaveTech, you need to look at a few things. The first thing to look at is why is there a need for this workforce model? The company is looking to do two things: cut 20% of their management and expand their presence into the private performance wear sector. The second thing to look at is any gaps? They do not have this line of business (the private sector performance wear) as part of their business now. So you will need to develop how to bridge this gap. I would consider the following questions to create this gap workforce plan:
they use the 20% of managers in this new area.
- If they can’t use all 20%, what do they do with the rest? Look at p. 193 of the text about early retirement and buyouts.
do they recruit and select the talent for the performance wear line? Do they hire outside of the company? Do they utilize the current workforce?
- What type of extrinsic and intrinsic rewards do they use to recruit the top talent? p. 205 of the text.
- Once they have recruited the talent, how do they select how the best candidates are? Look at p. 225 of the text. What have they been doing previous for interviews and should this continue or do they need to make some changes?
- What types of interviews do they conduct? Do they background check? Reference check? Use the chart on p. 254 of the text.
they have hired the talent and selected managers, how do they orient the
managers? The new workforce?
- This link from SHRM should help on how to create an orientation program: https://www.shrm.org/resourcesandtools/tools-and-samples/policies/pages/cms_010861.aspx
The steps above should cover the first year to 1 ½ in the strategic plan. Then you can start looking for the next 2 years. This would be where you would want to create succession planning. Here is a link of succession planning road map – http://www.workforce.com/2013/03/11/succession-planning-roadmap/. You will also want to look at how to retain the employees. WeaveTech does have bonus programs so include if these are sufficient or need to be changed to meet the new market.
Workforce plan outline: https://www.eremedia.com/ere/an-outline-of-a-strategic-workforce-plan/.
Strategic and Workforce Plan: Organizational Operations
For this section, you will need to explain specific examples that were presented in the case that support your workforce plan. This should come from WeaveTech History section and from their 5 year plan summary. Why do they want to expand into a new sector? Why do they want to cut 20% of their management?
Strategic and Workforce Plan: Federal Laws and Regulations
For this section, you need to address any laws and regulations that need to be looked at when the workforce plan is set into motion. This link will show the top laws that you should address within the paper: http://www.twc.state.tx.us/news/efte/major_laws.html .
III. Performance Management
Review key points from the case study regarding performance management at WeaveTech. Describe the strengths and weaknesses of their current system. Provide a broad overview the performance management system that you would recommend for WeaveTech. In the following sections describe key elements in more detail. You might consider a graphic for this section that illustrates the major phases of the performance management system that you are proposing for WeaveTech.
Performance Management: Federal Laws and Regulations
Describe some of the legal and regulatory issues to consider in regard to the performance management methods. For example, what be the legal risks with a forced ranking performance appraisal system?
Performance Management: Individual and Organizational Needs
Describe how your proposal will meet both individual and organizational needs both now and in the future. An example of individual needs might be career development. An organizational need could be alignment and cascading of corporate goals to individual contributors.
Performance Management: Performance Appraisal Methods
Identify which performance appraisal methods could be applicable to WeaveTech. Your textbook provided an overview of same of the major approaches. For example, will you use multi-rater feedback, forced rank, or graphic rating scale? Be sure to provide a rationale for your recommendation.
Performance Management: WeaveTech Total Rewards
Begin with description of the concept of Total Rewards. What is included in Total Rewards? Provide a perspective on why it is important to ensure that Total Rewards are aligned with the mission, vision and strategy of the organization.
Performance Management: Compensation and Benefits
Discuss the major elements of the compensation structure at WeaveTech? What needs to change or be added? What is the goal of their compensation? Identify strategies for job evaluation, and pay programs going forward. Discuss the major elements the benefits package that you would propose at WeaveTech. Will it follow a flexible model? What should be the primary goal at WeaveTech – attraction, retention or engagement?Should WeaveTech take a very traditional approach or a more creative approach to the work environment such as Google? Provide a rationale for your decision.
Performance Management: Communications
Describe how self-service technologies be used by WeaveTech to communicate to stakeholders and enhance the strategic focus of Human Resources. How can self-service enable HR at WeaveTech to have a greater strategic focus? How can self-service technologies support higher levels of employee engagement and empowerment?
IV. Employee and labor Relations Program
“Create a complaint procedure that allows staff issues to be heard and also protects and supports the rights of management.” Describe a process that you would recommend for WeaveTech to allow employees to speak up and raise concerns. Many organizations have a grievance process. There are also numerous one-way and two-way communications programs that can be used from hotlines, town hall meetings to employee surveys. Review your textbook and other readings for some examples. Some examples to consider are: Open Door, Ethics Hotline, & Speak Up! type programs.
“Create a discipline process that responds to situations appropriately under the circumstances and the type of infraction”. How would you structure the discipline process at WeaveTech if corrective action is required? A progressive discipline process is common. Other organizations use a POSITIVE approach to discipline. Consider how an innovative approach might enhance employee engagement. Describe the typical steps in your proposed discipline process. If using a progressive discipline plan, think: Verbal Warning, Written Warning, & Final Written Warning for ethics violations or inappropriate behaviors and incorporating a Performance Improvement Plan (PIP) when addressing underperforming employee issues.
“Create a conflict resolution procedure that provides conflict resolution training for supervisory personnel”. Unresolved conflict can cost organizations thousands of dollars in lost time and legal expenses. Describe how WeaveTech might create an effective process to address conflict. Include a step-by-step description of a process. You might consider training in conflict resolution techniques and the use of alternative dispute resolution processes for managers. You can also address when it is appropriate to bring an HR professional into the conflict resolution as a possible mediator or if the situation is beyond the scope of the manager’s abilities. Describe how you might structure training in this topic.
V. Risk Management
Risk Management: Risks
Critical Element: Evaluate the risks that should be mitigated in a merger with another organization, the acquisition of another organization, or downsizing an organization.
A firm in WeaveTech’s situation might consider a merger or acquisition. For example, acquiring another firm in the athletic market would support its business strategy. Assume that WeaveTech is considering such a change and discuss some of the major risks and issues that should be anticipated as part of your introductory paragraph.
Risk Management: Employee and Organizational Data
Critical Element: Evaluate how the organization will protect employee and organizational data and safeguard against potential legal liabilities.
Discuss the type of information that might be exchanged (financials, customer information, benefit plans, employee compensation, etc) describe the steps that should be taken to protect employee and organizational data. A breach in customer or employee data can be a critical failure point.
Risk Management: Types of Policies
Critical Element: Explain the types of policies that should be developed for this organization to address potential risks. For example, you could address policies regarding privacy policies, social media, and so on.
Describe policies that could be put into place to mitigate the organizational risks in a merger or acquisition situation. Once risks are identified as part of the due diligence process an acquirer must decide to accept, avoid or reduce the risk. Often it is important to put new controls into place and to provide training for employees on new procedures.
Risk Management: Due Diligence
Critical Element: Describe the appropriate due diligence activities related to mergers and acquisitions that would be relevant for this organization.
Discuss the due diligence activities in a possible merger or acquisition. A key aspect of due diligence is understanding the financial obligations and potential liabilities of the potential partner or acquisition. It is critical to ask difficult questions and gain a complete understanding of ongoing liabilities. For example, pending lawsuits, sales projections and environmental changes and other data must be considered.
Risk Management: Change Management
Critical Element: Explain the change management that would occur in a merger with another organization, acquisition of another organization, or in downsizing an organization.
Describe the change management that would be expanded in a merger or acquisition. Select one of the specific change management models described in your readings for Module 7. Discuss how the model might be applied in merger or acquisition process as part of its change management strategy. One key factor in mergers and acquisitions is the compatibility of organizational cultures.
Risk Management: Change Model
Critical Element: Evaluate a change model used by the organization for its potential effectiveness. Your evaluation should take into account both the technical and behavioral changes that the organization will face now and in the future.
Discuss a change model that should be used by WeaveTech. What is the potential effectiveness of the model? Are there any gaps or concerns that need to be addressed?
Risk Management: Organizational Change
Critical Element: Develop a strategy for organizational change that aligns with the needs of the organization and its employees.
Discuss the strategy for organizational change that aligns with the needs of WeaveTech and their employees. What needs to happen in order to transition to their new line of business? Evaluate what type of strategy you would use to accomplish this change.
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thoughts on the importance of these topics and reinforce the most important
points that you made in your paper.
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