To: The WidgetMaker ‘s Executives Team
From: The Human Resources Manager
Regarding: Staffing Strategy
This memo is submitted to recommend staffing strategies for the large company; in addition to the small company; recently, acquired.
The business objectives; as well, as the staffing strategies are very different for the two companies, but HR department will maintain the purposes of both firms and assure that staffing strategies are promote, effectively.
Pfeffer (1994) stated, companies with the highest total return to shareholders (stock appreciation plus dividend yield) and discovered that they differ from other companies on the way they managed people, with some specific distinctions in selection, training, labor relations, or
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staffing, (Strategy-Driven Talent Management: A Leadership Imperative, 2015). The staffing strategy recommendation for WidgetMaker the large company is to explain the staffing trends to the executive team. Then review current employee personnel records to clarify their capabilities, skills, and qualifications within the workplace. The HR manager will investigate the employment trends within the industry to verify expected shortages, limited accessibility of competent employees and industry knowledge will provide the HR department an advantage point for future staffing decisions. The HR manage will be aware of the employees’ census and get in touch with the department of labor for potential employees. It is significant to develop an advancement employees program, cross training and other necessary training; for example new technology as part of the staffing strategy. The recommendation for the small start-up firm is to understand the staffing needs, the turnover rates per month, and make available an employee’s report for workers who are eligible for retirement.
The HR manager might provide a document that indicted skills that will become outdated, needed training, new hire expectation and new positions that need to be added. Prepare a report of current employee qualified for promotion. Develop a succession plan, so employees will be trained and prepared to move into new roles. Make available p a recruitment plan; in addition to a flexible staffing program that includes contract or freelance workers as well as temporary …show more content…
employees. The following is a outline of the new staffing plan I. Develop a demand forecast a. to identify staff needs b. to meet the company objectives in a particular area. II. HR will keep in mind the staffing levels c. turnover d. retirement schedule e. outdated skills III. Employee forecast a. number of staff to meet the companies needs b. internal availability, c. external availability, e. future labor supply, and f. current training and development requirements IV. Demand Strategies a. retention b. reorganization if needed c. position reassignment d.
recruitment program
The HR manager can assist with the staffing strategies to help a large established company to meet their expected goals by remaining current in the industry trends, maintaining an effective hiring plans, understand the employment needs, managed retention methods, and be aware of the companies training and development needs. As the staffing strategies relates a small company excepted goals it is essential to the industry trends, job development, mentor position, accurate skills assessment, maintain stakeholder relationship, budget management, identify employees development needs and adhere to legal compliance, etc.
It is important the HR manager to encourage the combined firms to remain advanced in the industry trends, an effective staffing strategy plan, legal compliances, high-quality marketing plans, employees skills development, cross training program between companies, develop a succession plan and a recruitment plan; in addition to a flexible staffing program that includes contract or freelance workers as well as temporary employees.
In my opinion, the important components to keep for newly combined firms are legal compliances plan, high-quality marketing plans and the employee’s skills development
plans. Silzer, R. Strategy-Driven Talent Management: A Leadership Imperative, 1st Edition. [VitalSource Bookshelf Online]. Retrieved from http://digitalbookshelf.argosy.edu/#/books/9781118465332/.
Moreover, the company has placed great significance on open and honest communications with the employees on many levels. Even more, leadership expected a plan that would utilize all human assets in a way that would support the organization’s attitude in servicing customers and employees. As such, they found it important to centralize the staffing initiative in order to maintain the unique corporate culture created in the beginning. Every one of these strategies would be focused on centralizing staffing, brining in the best possible employees, and retaining each on a high
That brings a great challenge to succeed, and lets the leadership work in new and innovative ways to make such a merger successful. McClelland’s theory states, in regards to the need for achievement, that people strive “To excel one’s self.to rival and surpass others. to increase self-regard by the successful exercise of talent” (Kreitner & Kinicki, 2010, p. 215). By this definition, the merger would motivate leadership to excel in the face of a challenge, and to increase their professional self-regard in their success in doing so. On an individual level, you are asking the performers and employees to recognize both economic and social climates, and to come together in action to save both their careers, as well as their passion for life....
Mergers and acquisitions immediately impact organizations with changes of rights, and ideas and eventually, in practice. There are multiple reasons some are motives and financial forces just to name a few. There are financial risks of merging with or acquiring an organization this is why you must have a strategic plan in place in order to benefit.
The manager will provide guidance and direction to compensation and benefits specialists, and is also responsible for employee training and development, which includes new hire orientation, leadership training and professional development seminars and workshops. Throngly examine employee performance records to identify whether employees could improve their job skills or qualify for their positions. In addition, Angelo needs to hire an HR assistant to handle administrative tasks like managing the HRIS, filing paperwork, posting job ads and ensuring the firm is compliant with all regulatory and labor regulations. Lately, hire one more recruiter to take charge of what’s often the most important function in the HR department: staffing. Both HR assistant and recruiter will report to the manager directly.
The company has goal and strategic choices which include expanding and becoming a global organization. This will apparently facilitate and enhance the company’s ability to reach and help more underprivileged people. Furthermore, DDD require its rank-and-file staff to have business-specific skills like business etiquette, keyboard skill, email composition skill, and English proficiency. These skills are essential for a staff working in an IT organization. The skill DDD needs from its management staff is human resources (HR) management experience which covers every aspect of employments. Finally, DDD organization is finding it difficult to recruit the management staff it needs due to the scarcity of local talents and the organization has seen an advantage for entering into a joint venture with a partner organization. The partner organization could have the management talent that DDD does not
One of the key factors is setting a new vision for the merged institution. The management of the new firm need to come up with a vision that will guide the workforce in carrying out different tasks in the institution. As espoused by Eugene Brigham, (2007), for a merger to be able to bring positive outcomes in terms of shareholder value in the organization, it need to have a clear and realistic vision. In generation of the vision, it is important for everyone to be involved so that they can own it.
The severe competition happening nowadays as a result of pronounced globalization did not only spawn technological innovations, managerial field as well is not left out of these radical changes that influenced the way in which products are being made as well as service delivery systems has changed. Not only this, related and unrelated collaboration is pronounced. Similarly, competitions among firms within and outside the same industry are as well pronounced in present economy. This globalization has influenced HR practices worldwide making it to be more imperative than it was in the past for firms to be engaged in HR practices on international standard. To meet up with the global competition, organizations needs to improve the knowledge and
This paper will attempt to give a broad overview from the available literature within three areas. First, the paper will explore the historical relationships of HR and organizational strategy. Second, the paper will give an overview of current practices and trends. Lastly,...
Employees of the company, although not so many, were grouped in different departments such as marketing, sales, human resources and accounting. Each employee is an expert in his field. In this way, the company benefits from the specialization of individuals that will develop common knowledge across the group. Due to fierce competition in the market, this puts great pressure on the company not only to find growth opportunities, but to choose the best growth opportunities available at the moment.
According to this definition, we can see that human resource management should not merely handle recruitment, pay, and discharging, but also should maximize the use of an organization's human resources in a more strategic level. To describe what the HRM does in the organization, Ulrich, D. & Brocklebank, W. (2005) have outlined some of the HRM roles such as employee advocate, human capital developer, functional expert, strategic partner and HR leader etc.
Human resource management (HRM) encompasses the activities of acquiring, maintaining, and developing the organization's employees (human resources). "The traditional view of these activities focuses on planning for staffing needs, recruiting and selecting of employees, orienting and training staff, appraising their performance, providing compensations and benefits, and making their career movement and development." HRM involves two aspects:...
According to our textbook Human Resource Management (HRM) is the policies, practices, and systems that influence employees’ behavior, attitudes, and performance. “The human resources management process involves planning for, attracting, developing, and retaining employees as the HRM planning provides the rights kinds of people, in the right quantity, with the right skills, at the right time (Lussier, 2012, p. 240).” According to our textbook the typical responsibilities of the Human Resources department fall into three categories, and they are administrative services and transaction, which handle hiring employees. The second involves business partner services that focus on attracting, evolving, retaining employees by having a clear understanding
He also needs to be aware of competition for employees’ i.e. if the company’s employees are increasing the demand for labour or whether labour is available due to redundancies. HR planning is all about getting the right people and developing. to meet the company’s objectives. RECRUITMENT & SELECTION The HR manager needs to know when, why, and how to recruit staff.
It is important for Senior Management and Human Resource work in partnership to hiring the right workers, expanding the workforce as needed and providing pay and benefits that find a balance between adequate compensation and reasonable cost to the business. In addition to, retaining highly-skilled worker (Hartman, 2015).
Company strong growth enables firm to attract and retain the best employees. Staff gain the