The Importance of Planning and Research
Help with 2 Discussion Replies: (1) Nina says: As the head of Human Relations at a firm that is looking to open locations across the nation, a great deal of planning must be done to ensure that each new branch not only opens successfully but is also equipped to succeed going forward. According to Mathis et al., (2019) “The planning process begins with an assessment of the current state of the business and the environmental forces that may be important during the strategic planning cycle” (Mathis et al., 2019, p. 37). Considerations that must be made during the planning process include research on new locations, the available talent pool for hiring, and how to perpetuate company culture in new employees. Daniel Hostettler, says of business, “It is the moment you think it’s perfect, you start to slip. So, when you think it’s perfect you need to determine what the next level of perfect is and continue to work to that level” (Hostettler, n.d.). In reevaluating what the next level of perfection might be for a business firm, expansion certainly seems like a logical step. The idea of reevaluating current standards and creating new goals is echoed by Mathis et al. (2019) when they point out that “The planning process requires continuous monitoring and responding to environmental changes and competitive conditions, which means that strategic planning is an ongoing process that is never fully complete and must be constantly revisited” (Mathis et al., 2019, p. 37). Therefore, when opening branches of the company outside of the geographic or cultural locations that Human Resources professionals are familiar with it would be prudent to get research done on the cities that have been chosen for expansion. Information gathered during this phase of planning would later be vital to the talent acquisition function of HR since it is likely that the majority of the talent would be hired from external sources (Mathis et al., 2019, p. 46). HR planning must consider the net migration into the areas that the business plans to expand as well as who the direct competitors are in the area. When equipped with the knowledge of who the competition in the region is, HR professionals can ensure that the salary and benefits packages they offer are comparable. A long-term planning consideration would be planning on how to implement the proper company culture in the new branches, because as Mathis et al. (2019) point out, “Newcomers learn the culture from senior employees, and the rules of behavior are, therefore, perpetuated” (Mathis et al., 2019, p.11). This aligns, to an extent, with Proverbs 22:6 which says to “Train up a child in the way he should go; even when he is old he will not depart from it” (English Standard Version, 2001). In this case, instead of training children, the HR professionals would be training the new recruits, if done well, would in turn perpetuate how the company’s values are instilled in the future recruits. Reply to Nina in 200 words: (2) Tabitha Says: One of the first things that should be brought up in the very first expansion meeting would be the need to identify specific subject matter experts (SME)s who could potentially be deployed to facilitate the process of standing up the new locations. However, they would also need to identify any gaps at existing locations that would result from those SME’s being temporarily taken out of their current positions. Therefore, one question would be who would have enough experience to cover down on John Doe as facility operations manager, if John Adams was deployed for 6 months to another site to train an operations Manager who is a new hire? These questions would lead right into a discussion about talent management. Human Resources would need to know who the company needs to hire to meet our unique personnel needs at these new locations. It would also be wise to discuss what methods what will be used to forecast human capital needs. For example, human resources and department leads could utilize the rule of thumb method which relies on general guidelines that are situation dependent within the organization (Valentine et al, 2020). For example, for a company who conducts day and night operations, a planning factor for the new locations would be that they would need to hire two mangers to cover each shift as well as well as training a secondary manager to assist in the event the primary shift manager is out. Human resources personnel would need to ensure that employee job descriptions contain the correct verbiage. This is especially important as it pertains to employees who are hired under certain contracts, because they not legally obligated to perform duties that are not specified in the contract. Additionally, a good human resources representative would be aware of the different skills required for various positions within the company. According to an article by Roy Maurer, Talent Acquisition expert, on way to stay abreast of a rapidly changing business environment is by using Talent market analytics. One way this can be done is through market intelligence that involves finding out if there are different skills that are becoming critical for existing positions, identifying the ways in which jobs are changing and new professions that are emerging (Maurer, 2017). A good example of this would be the emergence diversity and inclusion in the last several years. As society as changed in recent years, many companies have created actual specialty positions within their companies to address and manage internal and external diversity and inclusion concerns and goals. New Employee training is also an important aspect of talent management. Once the right personnel are hired, it’s important that they not only receive job training but training pertaining to company culture and ethics. In one study, Ramaswamy et al, examined some of the human resource techniques used by Apple. He highlighted that in Apple’s business conduct training, which covers policies associated with workplace behavior, conflicts of interests, and competition, the company uses real-life examples to emphasize these policies (Ramaswamy et al, 2022). This technique could be useful within any organization and could serve as a planning for training new employees and even existing employees. Equally important would be a need for the company to ensure wages at the new locations meet the minimum wage requirements and cost of living to accommodate employees in the area. For example, many companies have began adding the following statement on job ads, “salary meets cost of living.” This can be an attractive recruiting and retention tool to attract applicants as well as retain employees. A good human resources representative would also be prepared to provide information regarding any legal considerations associated with certain states such as any unique labor or injury compensation laws. These are all points of considering that would need to be brought up during the first strategy meeting that provide guidance to company leadership and helps to drive their decisions on various courses of actions. GOD is the ultimate human resource manager. He knows us very well and has given us different gifts and abilities to be used in the body of Christ. The book of Romans says this, “For just as we have many parts in one body and all the body’s parts do not have the same function, so we, who are many, are one body in Christ, and individually parts of one another” (Romans 12:4-5). Therefore, the job of a human resources manager is valuable in that they work with the company leadership to identify the knowledge, skills and abilities that will meet the needs of the organization. Similarly, human resource personnel have a moral responsibility to be an advocate for the well-being of the employee. Reply to Tabitha in 200 words:
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