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Running head: IDENTIFYING GAPS
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IDENTIFYING GAPS
Identifying Gaps
Molly Weeks
Walden University
Identifying Gaps
HR Assessments to Support the <your company name> Apple, Inc.
SWOT Analysis*you cannot beign a paper with a section heading… Introduce the topic first…using your assigned readings.
A specific SWOT analysis on the HR practice and department in an organization examines the overall functionality of the HR department. The analysis looks at the internal factors that affect the HR practices such as its strengths and weaknesses and external factors, which are opportunities and threats that arise outside the organization. Determination of strengths involves looking at the ability of the HR staff to handle employee requestsexamines internal elements of HR’s overall functioning, e.g., practices, policies, compliance with regulatory functions mandated, leadership strength in the organization, strength of organizational managers, succession planning in place, etc.. In addition, the specialty that the staff accords the employees and the handling of their matters is used to determine the HR’s department strength. Looking into weaknesses involves looking at the internal weaknesses that threaten the efficiency of some HR practices, their compliance with mandated federal regulations, their ability to develop leaders, the organization’s image, recruiting ability, etc.. Deficiency in technology, lack of knowledge among the employees and budget constraints are some of the weaknesses that face the HR department. Internal EXTERNAL factors that affect the HR department can be divided into opportunities and threats. Opportunities are those factors that can sustain or improve the effectiveness of the HR practices overall functioning and are events or factors that originate outside the organization, e.g., x,y z , as seen in Appendix pursued by the business. Threats on the other hand are the threats or shortcomings that can occur in the HR department because of unfavorable business environments, such as …. Name them… do not stop at this point/explain what you mean (Mayhew, 2013).
The SWOT analysis template for the HR department of NAME the company herethe business is as follows. This was to be an Appendix…??
You must learn how to include and label Appendices, per APA. Also, in the body of the discussion, you want to refer to and discuss the appendix… this is why you have added the graphics in the appendix.
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Strengths (internal) |
Weaknesses (internal) |
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1. The business’ workforce is experienced and dedicated to their day-to day activities. . 2. Strong leadership and management teams 3. New employees are properly trained before they start working in the organization. 4. Workforce planning is thoroughly done by the senior management. 5. The human resource staffs are open to new ideas of recruiting. 6. More than half the staff holds the certification in the area of human resources management. Strong image in the industry for recruiting 7. *Note; these all seem to relate to staffing, but HR is not about staffing when writing their operating plan… this is done at a strategic level… See notes in body to expand this properly. ;) |
1. More than half the managers and supervisors are almost ready to retire ring 2. There is no mentoring program in place for the employees. 3. Lack of technology which could improve efficiency 4. Need to update procedural manuals 5. No diversity in the current workforce. 6. *see notes in body above to expand your analysis here |
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Opportunities (external) |
Threats (external) |
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1. Improvement on information technology will enhance the HR practices in the company. 2. The organization stands to benefit from job sharing opportunities with other organizations in the industrythis is internal, since the company originates the job sharing, see? 3. There are a large number of retirees in the technology industry willing to work part time. 4. There is interest?? in the federal and state agencies due to the potential growth in the industry what industry?. 5. Universities are increasingly requesting internships for their students. |
1. Demand for workers is more than the supply in the industry. 2. Few grants have been availed by the federal government for training workers. 3. Legislature (leave the rest off and it is external) has limited the budget and practice in the industry. 4. There are several courses in this field thus hard to choose which course best suits the organization in the HR field. |
Business Strategies<make this Bold
The organization’sApple’s top three business strategies are centered on leadership and development, organizational transformation and reinvention, as well as talent attraction and engagement. What? Nothing about being a leader in the industry? Your organizational strategies look more like HR strategies…??Leadership involves guidance of the general staff towards attaining the objectives of the business. The strategy here therefore is to set the role of HR leadership that can lead the company or the organization to success . The strategy on leadership also encompasses the measures through which development of the employees could be carried out. The transformation of the organization can take place at theis supported by HR department through changing the quality of their employees. This will make it possible to undertake the HR practices in a well-organized manner to allow the transformation process to take place. A HR that supports talent ensures the future of an organization. Talent has been touted as one of the important tools that lead to the success of the business. Therefore, it is important for the organization’s HR to develop strategies that support talent and its growth (Westhues, 2001).
Gap Analysis<<section headings are in Bold
Strategic operational planning for HR is an important aspect of the strategic HR management. A Gap analysis is an attempt to determine the gaps between a current state and some other desired, state, and in the writing of an operating plan for HR, HR examines the strategies which they currently have in place to support the organization’s strategies contrasted to all of the strategies that the organization has, so that these can be addressed in the next planning process. the current position of the business and the desired future position. This will involve identification of the number of staff and their abilities and skills that will be required in the future as opposed to the current position. It is also important to look at the organization’s HR management practices with an aim to identify those practices that can be improved or the new practices that are needed to support the running of the organization. This will give the organization the capacity to move forward towards the desired goals. The HR strategies to support organizational strategies include(these are good!) restructuring strategies, collaboration strategies, recruitment strategies, outsourcing strategies and training and development strategies (Lee, 2014). Comment by Windows User: HR does not write a strategic
A Gap analysis matrix is used in evaluating the gaps that exist between the current position of the organization and its desired future. Once the gap is determined, the HR will have a clear-cut set of roles to play towards the closure of the identified gap. The gaps will guide the performance or the intended course of action by the company towards achieving the company’s objectives and the HR set goals. Using the gap analysis matrix, the company can decide what best to do to keep the competitive advantage against the competitors (Garey, 2011).
***IMPORTANT: you appear not to fully understand what was needed in the assignment. You were provided announcements to guide conducting the HR Gap analysis, just like the HR SWOT analysis. This is NOT about a gap in staffing of human resources, this is an analysis of HR strategy (strategies that HR has on behalf of the organization)cast against Organizational strategy, identifying where gaps are. YOU MUST RE-DO THIS portion, since it becomes a portion of your assignment. Please step back and get the big picture, the systems view, because this demonstrates you are not clear what the Capstone work is about. It is not about staffing. I am very concerned about your understanding of the program content, at this point, Molly. If you have questions, please send me an email.
Gap Analysis: Staffing Assessment Template
Classification:
Projected Date:
Projected Required Staffing Level ( From Demand Analysis )
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Current staffing level in the target job classification Date: |
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Current Vacancies (+) / Overage (-) in target job classification |
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And |
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And |
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Increase / Decrease from Projected Workload Changes |
-+ |
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Required Staffing Level |
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Projected Internal Supply ( From Supply Analysis )
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Current staffing level in the target job classification Date: |
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Projected Attrition
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Internal Supply |
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Required Staffing Level – Projected Internal Supply = Gap
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Projected Date: |
References
(2014, November 1). Retrieved from http://investing.businessweek.com/research/common/symbollookup/symbollookup.aspwebsites go at the end of the references, not alphabetically Garey, R. W. (2011). Business Literacy Survival Guide for HR professionals. Alexandria: Society for Human Resource Management. *You want to use at least two of your required/assigned readings from each week’s list to provide necessary depth to your content. Lee, J. M. (2014). HR Planning. HR Council, 13-22. Mayhew, R. (2013, May 24). SWOT Analysis for HR Practices. Retrieved March 10, 2015, from AZCentral: http://yourbusiness.azcentral.com/swot-analysis-hr-practices-1601.html <<<<Westhues, A. J. (2001). Workforce Planning Toolkit: SWOT Analysis examples. Taylor & Francis Group Online Journals, 20(1), 1-6. Inappropriate source for HR planning.. not about planning human resources; this is about planning strategies for the HR department. *what is the surce of your company information? WHAT IS YOUR CHOSEN COMPANY? the name appears nowhere, so your reader does not know what company you are writing about.
MHRM 6900
Application Assignment Rubric
(70 points possible)
To complete this Assignment, write a 3- to 4-page paper addressing the following:
· First, using the required template, conduct a SWOT analysis for your organization’s HR, identifying their internal strengths and weaknesses, along with the external opportunities and threats (Note: Assumptions may need to be made based on company background available).
· Next, identify your organization’s top 3-5 business strategies (assumptions and critical thinking will need to be used).
· Conduct an HR Gap Analysis and identify what HR strategies are in place to support the key 3-5 strategies of your chosen organization. In contrasting current HR strategies against the key strategies of that organization, gaps will likely be identified.
· Since strategies are rarely made public, since competitors would find that very helpful to them, you will need to make assumptions about what they are, and you can do this based on the company’s website and their 10-k Form (http://investing.businessweek.com/research/common/symbollookup/symbollookup.asp).
· These gaps in HR strategies are needed to support the company’s planned direction as depicted in their key strategies, and will, together with the findings of the SWOT analysis, become the new HR strategies in the next HR Operating Plan.
· Discuss the HR SWOT and Gap analyses and present each as a Matrix in the Appendix:
· Appendix A: 1-page Gap Analysis Matrix as a Table with 3 columns (Organizational Strategies written as strategies, HR Strategies also written as strategies, and HR Gaps). within that discussion which you refer to. *A strategy is written as a single sentence with an action verb showing movement (e.g., to improve, to increase, to implement, etc.). Discussion occurs only in the paper, not in the Matrix.
· Appendix B: 1-page 4-Quadrant HR SWOT Analysis using the provided Template addressing Internal HR strengths and weaknesses, and external opportunities and threats. * Discussion occurs only in the paper, not in the Matrix. This Gap Analysis Matrix will become an Appendix (Appendix A) in your final Human Resources Operating Plan.
READINGS:
· Garey, R. W. (2011). Business literacy survival guide for HR professionals. Alexandria, VA: Society for Human Resource Management.
· Chapter 2, “The Seven Competencies”
· Haines, S. G., & McKinlay, J. (2007). Reinventing strategic planning: The systems thinking approach. San Diego, CA: Systems Thinking Press. The Systems Thinking Approach by Haines, S. G. Copyright 2009 by Systems Thinking Press. Reprinted by permission.
· Chapter 5, “Smart Start: Plan-to-Plan (Step #1)”
· Chapter 6, “Environmental Scanning and the Parallel Involvement Process”
· Chapter 9, “Internal Current State Assessment (Step #4–Part One)“
· Chapter 10, “External Current State Assessment (Step #4–Part Two)”
· Skaržauskiene, A. (2010). Managing complexity: Systems thinking as a catalyst of the organization performance. Measuring Business Excellence, 14(4), 49–64. Retrieved from the Walden Library databases.
· Tracey, J. B., & Nathan, A. E. (2002). The strategic and operational roles of human resources: An emerging model. Cornell Hotel and Restaurant Administration Quarterly, 43(4), 17–26. Retrieved from the Walden Library databases.
· Mothersell, W. M., Moore, M. L., Ford, J. K., & Farrell, J. (2008). Revitalizing human resources management in state government: Moving from transactional to transformational HR professionals in the state of Michigan. Public Personnel Management, 37(1), 77–97. Retrieved from the Walden Library databases.
