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HRM/498 v5

Signature Assignment: Strategic HRM Planning Scenario

HRM/498 v5

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Signature Assignment: Strategic HRM Planning Scenario


Janet is the newly appointed HR Representative with Global Plastics, Inc. This organization operates in the United States, Europe, and Asia and has fared worse than its competitors during a recent economic downturn. Janet’s predecessor retired after leading a major reduction in force, causing a significant exodus of key talent. With revenue, quality, and productivity down, management set several goals to address the human resources component of the company’s strategic plan:

· quickly re-invent the Human Resources function

· reposition it as a strategic partner to the business

· improve employee perceptions of her department

· retain top talent and develop a steady but highly-qualified stream of candidates to fill regular as well as critical positions

In her first month on the job Janet discovered the following issues:

· The recent departure of several mission-critical employees disclosed no systematic means of capturing expertise from employees; when they left, their knowledge left with them.

· HR's participation in the onboarding process of new employees was limited to having them attend a half-day orientation session where, between a video and a slide presentation about the company, they filled out benefits-related, payroll, ID and other paper forms. The new employees departed the session with little understanding of the mission and the respective role they each play in supporting and moving the mission forward.

· Aside from providing a coordinating function, human resources had outsourced recruiting to third parties who presented candidates based on their internet postings and other sources. No matter the level of the open position, human resources rarely conducted interviews or assessments before or after handing over the resumes from the outsourced recruiter to the appropriate hiring department. Human Resources would get involved again only when a candidate was selected.

· Training and Development (T&D) had largely been outsourced to several companies that provided generic on-line courses. The assessment of these courses added little value to the employee’s respective position.

· Job titles didn't reflect the work people did, and were used instead as a framework for budgeting and compensation. Many employees were doing unique work requiring different knowledge and skills.

· Job descriptions were inconsistent, long but vague lists consisting of high level duties, responsibilities, and qualifications.

· The Performance Employee Evaluation Program didn't align with anything, was viewed by managers and individual contributors alike as a burdensome annual chore that interfered with people's "real jobs."

· Attracting the top talent remains a continual challenge especially in its overseas operations. The turnover rate remains 20% higher than at Global Plastics US divisions.

· OSHA violations continued to increase over the past 24 months even after the organization committed to reduce the number of workplace safety incidents.

Copyright ® 2019 by University of Phoenix. All rights reserved.

Copyright ® 2019 by University of Phoenix. All rights reserved.