Moving Weight Trucking Final Project

SUMMARY MWTCo is a domestic trucking company specializing in the transportation of steel. MWTCo was established six years ago by W. Nobel Elano to address the growing need for consistent, reliable steel transportation services between steel manufacturers, distributors and end-users. The company found huge success due to the owner’s knowledge of the trucking industry, strong business acumen and ability to effectively establish and maintain key relationships. MWTCo identified six clear strategic goals during its recent strategic planning session including:

1. Leverage corporate reputation and brand recognition to expand current transportation services in new markets by 50% by Q3.

2. Introduce new transportation service offering to capitalize on green and clean energy construction markets.

3. Increase customer retention and set “best in class” customer service standards. 4. Continuously broaden customer database by obtaining new information on customer characteristics

and needs. 5. Increase efficiencies through use of wireless or virtual technology. 6. Increase charitable giving opportunities.

ORGANIZATIONAL STRUCTURE MWTCo currently employs 50 full-time and part-time employees. These employees are primarily located in the Midwest United States. The following outlines MWTCo’s organizational chart. In addition to its full and part- time employees, MWTCo relies heavily on Owner-Operators or truck drivers who own and operate their own trucks and are not employees of the co, instead serve as contractors.

MOVING WEIGHT TRUCKING CO.

ORGANIZATIONAL CULTURE Early on when the company had less than 10 employees, W. Nobel prided his organization on possessing a “family feel” where everyone knew what to do and knew each other. However, as the business expanded into other states, the organization lost its “family feel” and evolved into more of a corporate environment. MWTCo’s culture is one of silos, poor internal communication, minimal accountability, and decentralized supervision. In other words, respective Directors are only concerned with the performance of their area, with little or no regard for other areas. Also, there is notable variation between how one area is run versus the way another is run. Additionally, MWTCo’s mission statement is vague and ambiguous, “To be the best.” From a human capital perspective, recruitment plan in place, employee feedback is inconsistent and often times, employees are not clear on expectations for their job. Employees are not well informed of organizational goals and there is no clear connection between employee performance and organizational performance. ORGANIZATIONAL ASSESSMENT While MWTCo is a major provider of transportation services, has an excellent reputation with customers, has experienced consistent revenue growth since its establishment and has many high performing employees, the organization has several areas of opportunity for development. Currently, there is no one or department overseeing Human Resources functions. The CEO in conjunction with the Director of Administration relies on employee and customer references to identify and acquire talent. While this ideology worked while the organization was small, as the organization grows W. Nobel has a concern that there is no HR infrastructure in place. There are several tools in place as a result of a previous consulting engagement such as job descriptions and a compensation structure; however, there is little else existing to address the employee lifecycle (on-boarding, through flow, and off-boarding).

CEO

Director of Sales

National Sales Manager

Area Sales Professionals

Manager, Account

Management

Account Specialists/CSR

Manager, Business

Development

Business Development

Specialists

Director of Administration

Manager, Accounting &

Finance

A/R Administrator

A/P Administrator

Financial Analyst

Manager, Communications

MarCom Specialist

Manager, IT

IT Administrator

Director of Operations

Manager, Fleet & Facilities

Management

Manager, Resource

Deployment

Dispatchers

Due to the absence of a role to focus on HRM as well as the absence of an employee evaluation tool, supervisors do not know exactly what to do about several employees who according to the supervisor, “just isn’t hitting the mark.” ASSIGNMENT MWTCo has hired you as a consultant to assist in identifying a realistic plan to address several issues. MWTCo is asking that you develop a comprehensive action plan and plan tools inclusive of:

Development of a performance appraisal tool based on the four (4) tools (Module 1).

Development of a 4-step developmental plan to create a competitive workforce (Module 3).

Development of an action plan for low performing employees utilizing a 6-step model (Module 4)

Create an outline of how the action plan will be used to evaluate performance (Module 5) .