Running head: HUMAN RESOURCE MANAGEMENT PLANNING 1 Human Resource Management Planning Group [ B] Group Member Names Mandy Cornell Tiahease Frias Annie Jones Christina Schmitt HRM-600 DeVry University-Keller School of Management Professor Dr. Burnell Carden June 20, 2016
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Running head: HUMAN RESOURCE MANAGEMENT PLANNING 1
Human Resource Management Planning
Group [ B]
Group Member Names
Mandy Cornell
Tiahease Frias
Annie Jones
Christina Schmitt
HRM-600
DeVry University-Keller School of Management
Professor Dr. Burnell Carden
June 20, 2016
Running head: HUMAN RESOURCE MANAGEMENT PLANNING 2
Table of Contents
Company Background p. #
HR Strategic Plan p. #
Staffing Strategy p. #
Total Rewards Strategy p. #
Training and Development Strategy p. #
Performance Management Strategy p. #
HRIS p. #
Conclusion p. #
References p. #
Appendix p. #
Work Breakdown Log p. #
Executive Summary 4
I. Company Background
Company Background
Mission, Vision and Values
Internal Company Environment
Competitive Analysis
Strategy
II. HR Strategic Plan
HR Strategic Plan
III. Staffing Strategy
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Current Labor Force and Future Workforce Needs
Core Competencies & KSA’s
Job Analysis
Recruitment Channels
Selection Method
Diversity
Legal & Ethical Requirements
IV. Total Rewards Strategy
Total Rewards Strategy
Meet, Lead, or Lag Strategy
Equity Strategy
Wage Incentive Method
Linkage to Performance Management
Benefits – other rewards
V. Needs Assessment
Needs Assessment
Training Need/Method
Training Budget/Future
Employment Development/Talent Management
Performance Management Strategy
Performance Appraisal Method used at Motors and More, Inc.
Feedback Methods
Policies on Performance Improvement, discipline or Termination
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Linkage to T&D, Total Rewards, Talent Management, and HRIS
VI. HRIS
References
Appendix
Executive Summary
I. Company Background
Company Background
Motors and More, Inc. manufactures small motors and accessories for industrial and
home services while providing a business to business sales function for their clients. Motors and
More, Inc. approaches their sales with a prospector strategy in efforts to maintain advanced
positioning and recognition within the highly competitive market. A decentralized organizational
structure has been selected to allow independent judgment in research and development
endeavors throughout all levels of the company.
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A highly successful sales force has led to necessitate a staffing expansion to
accommodate the expected 96% increase in manufacturing volume. Low unemployment among
the small town will limit the availability of skilled applicants. Recruitment efforts must include
reaching out to the nearby technical school and college. Motors and More, Inc. is committed to
supporting the community and community involvement. Currently the workforce is highly
homogeneous and would benefit by the diversified applicant pool throughout the community.
Mission, Vision and Values
The mission of Motors and More, Inc. is to design innovative new products, manufacture
them and get them to the market before competitors. The design and production efforts are
conducted in a forward thinking method to remain at the forefront of the market.
The vision of Motors and More, Inc. is that they strive to be the industry leader, to be
innovative and forward thinking in their product and production efforts.
The president of Motors and More, Inc. is very patriotic and has a vision to be the leader
of the market while supporting community involvement and integration.
Internal Company Environment
The internal environment consists of 116 employees of which 88% are Caucasian males.
Currently there is only one minority female in a management role. The manufacturing
department employees hold a high school diploma or GED. Some internal skills training is
offered, but advanced training are needed. The atmosphere is fast paced and promotes innovative
research and development ideas that will sustain them in a highly competitive market.
Currently Motors and More, Inc. does not have an HR department. Initial focus will be on
developing the HR department while integrating HR concepts throughout the company.
Additional efforts of concentration will be placed on developing a diversity program for
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recruitment, skills training and advancements. Positioned in a small town of 28,000, made up of
a diverse pool of potential applicants, focus will be aimed at recruiting a workforce that will
improve or balance out the existing company diversity levels. Management level recruitment
efforts will also be directed toward the technical school and college that is 50 miles from the
administration headquarters. Diversity training will be a critical part of the on-boarding and new
hire orientation process to limit the tensions demonstrated by the lack of contact within the
community.
Competitive Analysis
The market is highly competitive and after conducting a SWOT analysis Motors and
More, Inc. will be able to align a plan of action to address all areas to remain a market leader for
the industry.
There are many strengths including placing an emphasis on product growth, innovation
and new product development. The company strategy focusing on developing the opportunities
that exist such as promoting an aggressive product marketing approach, targeting recruitment
efforts toward expanding the demographic diversity and the technical school and college that is
located within 50 miles from the administrative office.
Areas that cannot be overlooked are the threats and weaknesses of the company. A threat
to the company is that the market is saturated with competition and the strength of larger
corporations. Ares of weakness or that leave the company vulnerable include an increased
customer demand and low unemployment rate.
Strategy
Motors and More, Inc. will follow a balance score card strategy while guiding the
company through business ventures including factors such as Finance, Internal Business
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Processes, Learning & Growth and Customers. Each of these areas will be developed to support
efforts to be a market leader beating competition in innovative technology and methods. The
balance score card approach infuses the methodology into every facet of the organization and
policy to reach the business goals, mission and vision. (Mukherjee, T.K., & Pandt, S. 2009)
II. HR Strategic Plan
HR Strategic Plan
Motors and More do not presently have and Human Resource Department. This will be a
new Human Resource Department that will focus on a plan to successfully manage the
employees to be a positive asset to the organizational. The strategic plan will develop a recruiting
and hiring team which will also train and develop new and current employees. Organizational
goals will heavily depend on the Human Resource Department bringing other department
together to obtain the organizational goals successfully.
Human Resource will help build an organization that will deliver the strategy and create
competitive advantage (Ulrich, Allen, & Brockbank, 2009). The type of culture the new
Human Resource strategy envision is to be able grow, retain and develop the current and
new employees that’s committed to being a part of the organization for the long haul.
HRM role in company: Encouraged Human Resource professionals to focus on
outcomes more than activities and defined four roles that reflected the outcomes
they should deliver (administrative expert, employee champion, strategic partner,
and change agent). To evolved these ideas in HR Value Proposition by focusing
on the creation of value to employees and line managers inside and customers and
investors outside the company (Ulrich, Allen, & Brockbank, 2009). HRM always
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need to know and understand the organization financial status, goals and
objectives.
Rationale for HRM seat at C-Suite in this company (and generally) HRM will
ensure that all staff understand their importance to business results. Human
Resource transformations occur when leadership enacts a vision, mission, and set
of core competencies which then align with a cultural shift to embrace those
enactments (Ulrich, Allen, & Brockbank, 2009).
Workplace Culture Theory and Method Human Resources organizational
planning and design will (including strategy development, goal deployment,
organizational design), senior leadership development and coaching (including
succession planning, high potential development, 360 coaching), and
organizational effectiveness leadership (including change management and team
effectiveness (Ulrich, Allen, & Brockbank, 2009). Human Resource will
continue to acknowledge and show appreciation for the employees of Motors and
More, Inc. by putting a rewards system in place that identify all set goals for all
employees at every level.
HR Metrics. Human Resource will know when the desired culture is attained by
adopting several means such as engagements and commitments survey given
quarterly or semiannually and use the information received and put a plan of
action in place.
Stakeholder Value Chart
STAKEHOLDER POSSIBLE MEASURES
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Employees Greater competence for present and future jobs
More engagement
Leaders and Leadership Able to export talent to the rest of the company
Shared focus on what the strategy is Help make strategy happen
Customers Willingness to engage in long-term relationship with organization
Percentage of new projects won from competitiveness
Regulators Trust the organization to do the right thing Give organization voice in defining
regulations
Analysts/Investors Belief in growth strategy Higher confidence in future earning
Community Receive recognition as employer of choice Encourage safe and positive employee
work practice.
(Ulrich, Allen, & Brockbank, 2009, p. 35).III. Staffing Strategy
Current Labor Force and Future Workforce Needs
Motor and More’s existing labor force consists of predominately white males. There are
116 employees covering eight departments including HR, Finance, Manufacturing, Quality
Control, Operations, Maintenance and Cleaning, Customer Service and Marketing and Sales.
The marketing and sales force has been working diligently resulting in orders that demands an
increase in production of 96%. As a result of this increase the existing level labor force is
deficient to meet the demand and must be increased.
The HR department will be expanding as previous discussed. Other departments that
must expand include finance, manufacturing, quality control, maintenance and customer service.
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The finance will experience an increase in orders and payroll. The finance department will need
an additional professional to manage the increased orders and another payroll clerk to process the
increase in payroll records.
The greatest staffing increase will be experienced in the manufacturing department due to
the demand in orders and production. The production demand predicted is 96%. With an existing
staff of 69 it is anticipate the workload will nearly double as should the staff to support the
demand. The initial staffing order will consist of 60 machine and equipment operators. There
will be a slight increase to first-shift. Without a building expansion a second-shift will be needed.
An additional Manager will be required to oversee this shift.
With the expansion of a second-shift an additional quality control person must be
available to assure the work meets company standards. This position will need to be filled with
an experienced quality person, since they will be the sole representative. This may be
accomplished by transferring one of the quality control professionals from the first-shift to the
second-shift. This will allow a less experienced person to be trained on first-shift.
Under the lead of the operations department, additional maintenance personnel will be
needed to service machines and equipment on the second-shift. Maintenance repairs will not be
able to wait until the first-shift crew reports as it will negative impact second-shift production
results. Adding one experienced machine and/or equipment worker will be sufficient to repair
and maintain the demand on the second shift.
The customer service department will feel an immediate impact due to the large increase
in sales volume. The department will add 1 supervisor and 3 additional customer service agents.
The increase in customer service representatives places a higher demand on the only supervisor
that is in place currently.
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This is a preliminary staffing model and may be adjusted as a shift is experienced due to
staffing transfers and promotions.
Core Competencies & KSA’s
Competencies, Knowledge, Skills and Abilities by DepartmentHR Finance
C Bilingual (English, Spanish, Kurdish) C Bilingual (English, Spanish, Kurdish)C Customer service skills C Customer service skillsC HR Degree C Finance or Accounting DegreeC Management Experience C Management ExperienceC Mathematical proficiency C Mathematical proficiencyC Read/Write C Operations experienceS Microsoft applications C Read/WriteS Outlook S Marketing experienceS Technical skills S Microsoft applicationsS Typing proficiency S OutlookSC HR knowledge and experience, Degree S Quality control experience
S Technical skillsS Typing proficiency
Competencies, Knowledge, Skills and Abilities by DepartmentManufacturing Quality Control
C Bilingual (English, Spanish, Kurdish) C Bilingual (English, Spanish, Kurdish)C Customer service skills C Customer service skillsC Factory Maintenance C Engineer degreeC Management Experience C Management ExperienceC Mathematical proficiency C Mathematical proficiencyC Read/Write C Operations experienceS Equipment Operation C Read/WriteS Machine Operation S Equipment OperationS Manufacturing S Machine OperationS Mechanically inclined S ManufacturingS Shipping and Receiving S Microsoft applicationsS Technical skills S Outlook
S Quality control experienceS Shipping and ReceivingS Technical skills
Operations Maintenance
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C Bilingual (English, Spanish, Kurdish) C Bilingual (English, Spanish, Kurdish)C Management Experience C Management ExperienceC Mathematical proficiency C Mathematical proficiencyC Operations experience C Read/WriteC Read/Write C Technical DegreeC Supply Chain Management Degree S Equipment OperationS Equipment Operation S Machine OperationS Machine Operation S ManufacturingS Manufacturing S Mechanically inclinedS Mechanically inclined S Microsoft applicationsS Microsoft applications S OutlookS Outlook S Shipping and ReceivingS Quality control experience S Technical skillsS Shipping and ReceivingS Technical skillsS Typing proficiency
Competencies, Knowledge, Skills and Abilities by DepartmentCustomer Service Marketing/Sales
C Bilingual (English, Spanish, Kurdish) C Bilingual (English, Spanish, Kurdish)C Customer service skills C Customer service skillsC Management Experience C Factory MaintenanceC Mathematical proficiency C Management ExperienceC Operations experience C Marketing or Sales degreeC Read/Write C Mathematical proficiencyC Sales experience C Read/WriteS Manufacturing C Sales experienceS Marketing experience S Marketing experienceS Microsoft applications S Mechanically inclinedS Outlook S Microsoft applicationsS Quality control experience S OutlookS Shipping and Receiving S Technical skillsS Technical skills S Typing proficiencyS Typing proficiency
Chart Key: C – Competencies, S – Skills (KSA), CS - Both
Job Analysis
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A completed job analysis can be found in Appendix A for the Quality Control Inspector
position. I referenced the Job Description for Quality Control Inspector as the reference for
completion of the job analysis. (Quality Control Inspector Job Description)
Recruitment Channels
Recruitment efforts will focus on on-line resources including Monster and Linked-In, that
will reach large pools of applicants in and outside of the community. A focus will be placed on
reaching out to the local Colleges and Technical school. Attempts will be made to hold a job fair
at the schools to attract higher education and those nearing graduation for the technical and
management positions. College students may also be drawn to the second shift job opportunities.
For those that are nearing graduation the mentor program may be worth pursuing.
Staffing goals will target under-represented groups and minorities such as ethnic groups
and women to hire, train, and promote. Efforts will be made to sync hiring, transfers, promotions
and training goals to include a diversity focus. Ways to accomplish this will be to reach out to
career link, community center and local business. Advertising in local newspapers and seeking
papers that target minority groups.
Finally internal postings will be made available to existing staff to promote transfers and
advancements where possible. Hold a company job fair to reach the community and a large
diverse applicant pool. At the job fair share information on the company initiatives and mentor
program to show commitment to diversity within the company.
Outsourcing reference and background checks will reduce time constraints without
adding excessive costs. Outsourcing references will also assure bias and keep the process the
same for all candidates.
Selection Method
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The selection methods that will be used during the hiring process will include a mix of
methods. These methods include utilizing an applicant tracking software for collection, pre-
screening to eliminate those that do not meet the minimum qualifications, interviewing with a
face-to-face behavioral description and comprehensive structured interview methods. (Hr-Guide)
The applicant tracking software will track and organize the applicants by skills, abilities,
education and experience. Making use of a developed HRIS applicant tracking system will save
time and allow a qualified applicant pool to remain available when needed.
Utilizing both the behavioral description and comprehensive structured interview
methods will reference a benchmarking system (Grahm-Leviss, 2012) that has listed the three
C’s competency, critical thinking, and core values, (Grahm-Leviss) that will assure the best fit is
selected for the company during the interview process.
Utilizing hiring techniques in an effort to hire the right person for the job the first time
around will minimize hiring costs saving on expenses. (Hewertson, 2015)
Diversity
Create a diversity policy supported by executive management. (Pless & Maak, 2004)
Include policy that focuses on the diversity initiative and obtain commitment agreements from
all employees.(Pless & Maak) The diversity policy should not only include what the action will
be, but why this is important to the company and all employees. (Pless & Maak) Hold trainings
to educate current staffing and include the same training as part of the On-boarding process.
Coordinate Mentor program to assist in transfers, promotions and newly hired employees
to ensure their success as well as the company’s success. This action will show the employees
that management supports the efforts and expects support and involvement from all employees.
Legal and Ethical Requirements
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Motors and More is not mandated to institute an Affirmative Action Plan. Since the
diversity is extremely poor throughout the company. The current staff is comprised of 88%
Caucasian males, instituting a voluntary affirmative action program will show the existing staff
and the community the direction Motors and More, Inc. is heading.
The HR department will set specific guidelines and ensure they are followed to assure all
hiring, transfers, promotions and trainings follow EEO guidelines. EEO guidelines exist to assure
equal access to all applicants and employees regardless of sex, race, religion, and ethnic
backgrounds.
IV. Total Rewards Strategy
Total Reward strategies play a very important role in attracting, motivating and retaining
talented personnel. Motors & More Inc. desired goal is to lead the industry with both pay and a
total rewards package. The total rewards strategy will focus on wage incentives to support
employees in meeting or exceeding sales quotas, improve product development efforts and
increasing production output. Sales quotas have been set and minimum, mid and maximum
bonuses have been set to drive the sales workforce to continue to exceed expectations.
The product development area will receive ample time and materials to assist them in
creating new product offerings. The level of new product development will be supported through
bonus incentives and increase in base wage to assure continued development.
Any production improvements will be financially rewarded for good suggestions that are
implemented into practice. The higher the level of production reached, the higher the wage
incentive received.
The Human Resource department will strategically link performance and training efforts
to the earnings and rewards package. The Effects of Reward Type on Employee Goal Setting,
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Goal Commitment, and Performance article “links cash rewards to better pay”, which leads to
employees setting more difficult goals resulting in “better performance”. (Presslee, Vance and
Webb, 2013) Compensation, benefits, work/life balance, career development, and performance
recognition are all part of a comprehensive total reward program.
Currently Motor & More Inc. offers only the traditional compensation plan that includes
minimum wage and statutory benefits. Benefit package improvements include recommendations
to reduce turnover, expand recruitment channels, and to motivate and challenge current
employees while preparing for future needs. Much like the sales and production efforts,
compensation efforts must take the role of leading the market. As a leader Motors and More will
be striving to employ only the best staff. One way to retain and recruit the best candidates is to
focus on compiling a diversified and desirable benefits package. Compensation is made up of
two primary areas: salary administration and benefits.
Employees can be motivated by controlling their incentives (Stroh, L., Brett, J.,
Baumann, J., & Reilly, A.1996), such as compensation incentives. Offering a diversified
compensation package is an excellent method to meet the varied needs of Motors and More Inc.
employees.
Meet, Lead, or Lag Strategy
A lead approach has been selected to stay in line with corporate goals and the desire to be
the leader in the industry and beat all competitors to the market. No other strategy will assure this
is maintained.
A lead incentive strategy will align the pay incentives with product and production
implementations that will assist in retaining the role of a leader to the market. The compensation
strategy must align with the staffing strategy if the company wishes to retain and recruit top
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talent. This can also act as a leveraging tool to sway the top talent in the applicant pool toward
Motors and More and away from competitors in the current highly competitive recruiting market.
Equity Strategy
An External Market Equity strategy has been selected to maintain a competitive pay
incentive matching local market that is competing for the same labor market. The base wage for
internal comparison will focus on aligning all staff on an equal basis with other like positions and
duties. This will assure equality of wages as the diversity levels are increased.
The market comparison will include like manufacturers, parts dealers and other
employers looking for human resource professionals, management, finance, customer service,
and skilled production workers. Statistical data can be gathered from sources such as BLS and
Salary.com to compare wages, education, skills and competitor details.
Wage Incentives Method
As a method to increase sales and product development variable pay options are available
for those that excel in their job performance. Sales incentives must be so sales professionals
strive to reach all possible businesses that will utilize the current and new product lines.
Production improvement efforts will be supported with wage incentives that improve methods
and efficiencies on the production line.
Although not a direct wage incentive offering the ability to enter the mentor program,
offering educational assistance and varied trainings; staff is able to gain knowledge, skills and
abilities that may lead to transfers and promotions.
Following Maslow’s Hierarchy of Needs thought process many employees may have
limited needs such as balancing home and work life through the use of the flexible work
schedule or working 2nd shift and receiving a shift differential pay incentive.
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Linkage to Performance Management
Employees can be motivated by controlling their incentives (Stroh, L., Brett, J.,
Baumann, J., & Reilly, A.1996), such as compensation incentives. People are motivated
differently as outlined in Maslow’s Hierarchy of Needs chart found above. Many things
influence employee needs, including age, family status, health, culture and generational
differences. Conducting a need assessment will help determine if employee needs are currently
being met. Benefits may need to be adjusted or simply shared through correspondence and
education to employees of what benefits they have and have access to.
A recruitment tool may be to educate applicants of the existing flexible scheduling,
mentor program and tuition assistance program to help them navigate their way up the corporate
ladder. For existing employees, providing an education on existing programs and how they can
work to benefit them as they grow with the company. Many may not be aware that a mentor
program or tuition reimbursement program are accessible to them; they may feel they are only