Recruitment and Retention
prettyldy26
BusinessStrategyReportFinalv.docxMBA 533 – Human Resource in Management - HR Project
|
|
|
Motors and More Human Resources Plan |
|
Business Strategy Report |
|
|
|
John Guckian, Eric Thornburg, Tia Bailey, Amber Moore |
|
5/3/2018 |
|
The following Human Resources Plan (HR) examines the framework and guidelines for the application of HR to Motors and More. Comprehensive descriptions of strategy, design, compensation, training, and the future of HR in our organization are included to define our HR thought process and planning. |
Due to the relatively small size of the company and the production of only a few products, a prospector strategy suits our organization best. We have elected to focus on faster innovation, loose work planning, external recruitment, generic and team-based training, and variable pay based solely on performance. As a rapidly growing company we realize the importance of developing a sound HR plan. The majority of respondent companies had no strategic approach to HRM. Most identified current and future staffing needs by discussing training and development needs with the relevant individuals as and when necessary. This kind knee jerk reaction to HR planning would almost certainly cause irreparable damage to our organization (Briggs & Keogh, 1999).
Our competition in the market is fierce. To remain competitive, we need to be innovative and create new products that will open markets that have yet to be tapped. Remaining flexible and maintaining a decentralized organizational structure is critical for our companies success. Designing motors that have a broader range of use, accessories that can be utilized with larger and varied pieces of equipment and adding products that will increase our footprint in both the home and in industry are just a few of the ways we can increase our production and customer base (Ivancevich & Konopaske, 2013).
A. Focusing on supplier power as we design new products enables us to be cognizant of the ability of our suppliers to increase prices as our new products increase in sales in the market. We can combat this in several ways. To begin, our products can be unique. We can design out motors and accessories so that they require parts and supplies that are not used by our competitors. This will ensure that our suppliers do not have alternate markets for the equipment. All manufacturing of our needed equipment will be contracted to relatively small companies, ensuring loyalty and causing them to retool most of their assembly lines to manufacture our supplies (McCain, 2009).
Maintaining buyer power uniqueness within our products is key. Designing motors and accessories that can utilized by organizations that have created a niche for them and are considered leaders in the market will be essential to avoid prices being driven down. Organizations such as Black and Decker, DeWalt, and Kitchen Aid are examples of companies that we need to target. Maintaining lower selling prices to fewer, larger companies will result in our ability to keep those organizations purchasing their needed parts from us (McCain, 2009).
Competitive rivalry/threat of substitution competition for our products can be diminished by creating equipment that is unique. Research and development of new motors and accessories must be pursued vigorously. We cannot allow potential competition to corner the market with innovative products that will render our products obsolete. By designing products that are unique we will ensure our customers do not seek alternate vendors in the event we must increase prices.
The threat of new entry and emerging companies who try to enter our market will need to be vigorously monitored. By tailoring our products so that they meet existing government policies and ensuring our legal department quickly applies for required patents as our research and development teams create new products will help to ensure little to no loss of profitability.
B. To achieve the goals of the company strategy the human resource strategy will need to meet several requirements as detailed below: (Porters, 2013).
· Meet retention and recruitment goals
· Utilize the local community college for training
· Organize and conduct job fairs
· Design the HR department to meet the 96% increased output of the organization
· Create incentives to reduce or eliminate turnover
· Diversify, create hiring pools from local Hispanic and Kurdish populations
· Promote the lone female supervisor to manager
· Promote more women to management positions
· Develop a compensation plan
· Develop new employee, current employee, and management training plans
References
Briggs, S. & Kenga, W. (1999) Integrating human resource strategy and strategic planning to achieve
business excellence. Total Quality Management. Jul99, Vol. 10 (Issue 4), p447.
Ivancevich, J. M, & Konopaske, R. (2013). Human resource management (12th ed.). New York, NY:
McGraw-Hill Irwin.
McCain, D. (2009). Motors and More, Inc.: A progressive HR case study. Society for Human Resource
Management, pp. 1-27.
Porter’s Five Forces of Competitive Position Analysis. (2013, June 11). Retrieved from URL
https://www.cgma.org/resources/tools/essential-tools/porters-five-forces.html
Page of
