attention catherine owens
vydelhenrg72
reyes_fitness_centers_inc-1.pptxReyes Fitness Centers, Inc.
Camille Cage
HRMN 495
UMUC
02 April 2017
The CEO of Reyes Fitness Centers has faith in the worth of Human Resource and has asked Lori the HR director to explain to him how HR can help the company achieve its objectives.
From Lori, we realize that an overseer should be a strategic thinker and someone with proven capacity to inspire and encourage personnel.
Employees are the key to the future of any organization. (Sparrow, Hird & Cooper, 2015).
Therefore, this paper is intended at developing a set of strategic HR initiatives to assist RFC attain its strategic goals.
Introduction
RFC abilities include; attending to the needs of a specific market section to attain a competitive edge.
RFC has placed itself as a spot where the entire family can have fun in fitness and social activities.
It has a strategy to attract families by giving a broad variety of fitness offers such as cardio appliances, free weights, personal coaching and exercise courses.
All RFC centers provide comprehensive locker room amenities and on-site daycare.
Contemporary RFC fitness centers have little basketball courts and TV parlors to attract 10-16 year olds.
The main worker competence at RFC is the ability to be strategic in how they advance their activities and projects. They should look at how their jobs impact the performance of RFC.
Organization’s Capabilities and Employee Competencies
There are several challenges that come with running a fitness center. They include;
Lack of the ability to attain company profit goals.
Poor client retention.
High membership charges and facility fees.
Challenges the Organization needs to Address
The company’s loss of profitability is all associated with poor customer retention. Which is in turn associated with the fact that customers argue that the staff does not give appropriate customer care and the issue of non-use in which members do not renew their membership. As for the high charges, this may be seen as a strategy to increase profits even with low membership. All these challenges are interrelated and therefore need to be solved strategically.
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From the SWOT analysis there were several strengths, weaknesses, opportunities and threats that all impact the HR function and the center’s performance as a whole.
For instance, human resource development and succession planning, strategic leaders, business experts and proponents in HR are all strengths in the company that enable it attain its current achievements.
As for opportunities which are the most, they include; culture and change champion, HR innovators, total rewards, talent acquisition and employee labor relations. If the HR function takes advantage and utilizes these opportunities, then it will enhance its goal attainment. (Lussier & Hendon, 2016).
The weakness in the HR function is credible activists, there seems to be some voices that need to be heard but are not so credible. This in turn slows down goal attainment and HR needs to look into this matter for better results.
Lastly, the threat within the HR function is risk management, safety and security. If the department does not address this threat, it could be a hindrance to goal attainment and profitability in the long run. (Vogelsang, 2013).
Findings of the SWOT Assessment for the HR Function
The HR function is the most essential part of an organization. This is because it serves as the backbone of the company in all aspects.
It is faced with challenges such as loss of profits, poor customer service and client retention.
Therefore, from the SWOT analysis, it is up to the HR to come up and set up new initiatives to manage strengths, take advantage of the opportunities and address the weaknesses and threats presented to them. (Saddler & Hills, 2011).
Without the HR function, there is literally no organization.
Conclusion
Lussier, R. N., & Hendon, J. R. (2016). Human resource management: Functions, applications, & skill development.
Saddler, K., & Hills, J. (2011). Developing HR Talent: Building a Strategic Partnership with the Business. Farnham: Ashgate Pub.
Sparrow, P., Hird, M., & Cooper, C. L. (2015). Do we need HR?: Repositioning people management for success.
Vogelsang, J. (2013). Handbook for strategic HR: Best practices in organizational development from the OD network. New York: American Management Association.
References
