HRM Planning Final Paper.rv2

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


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


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


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.


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


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


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


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


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.


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.


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


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


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


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


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,


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


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.


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

targeted to mid to upper management levels.

https://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwiOiO2T8YTNAhUOET4KHZt9D5AQjRwIBw&url=https://storify.com/CLAU88HOTMAIL/maslow-s-hierarchy-of-needs&psig=AFQjCNFlxblN2u2rxIO5IxCHbR_Uos7Usw&ust=1464803505134667


The management team must also receive an education on the programs such as the

mentor program to help them mold an existing employee with potential into a highly desirable

member of the team.

Benefits – other rewards

“Communication is key in benefits administration—Employees need to know exactly

what they’re getting and how they’re getting it when they enroll.” (Sansom, N., 2016)

There are many different benefits that employees desire, want and need. Employees of

differing demographic and socioeconomic class have diverse needs that can be met with different

benefit options. As one generation prepares to leave the workforce and yet another is just

entering employers are left with “leadership, skills, and knowledge gaps that could threaten the

organization’s future”. (McCormick H., 2015) This is why offering a mixed grouping of benefits

is extremely important as an attempt to meet as many employee needs as possible and

economical. Voluntary benefit options also permits employees to meet their individual needs that

the basic employer plan may not. Not all benefits and incentives have to be monetary in nature,

offering a mentor program and training can act as a voluntary tool to move up the corporate

ladder. Employees have responsibilities outside of work and offering a flexible work schedule in

addition to paid vacation and personal leave will ease the struggles of balancing work and home

life. Reducing the stress felt from conflicting needs will permit employees to remain focused at

work reducing mistakes and increasing productivity.

The benefits to be offered and introduced to Motors and More include the following:

Benefits Package

Medical Flexible Work Schedule

Dental Educational Assistance

Voluntary Benefits Professional Association Fees


Life Safety Toe Reimbursement

Retirement (401K) Safety Incentive Spot Recognition

Vacation Leave Mentor Program

Personal Leave Training Program

Variable Pay EAP Program

Shift differential pay for 2nd shift staffing

V. Needs Assessment

In order for our company to perform at its highest, we will conduct a needs assessment.

First, I would like to give you an understanding of what this means. A “need” is a discrepancy or

gap between “what is” and “what should be.” A “needs assessment” is a systematic set of

procedures that are used to determine needs, examine their nature and causes, and set priorities

for future action. In the real world, there is never enough money to meet all needs. Needs

assessments are conducted to help program planners identify and select the right job before doing

the job right (Kaufman, Roger 1979). Assessments will be conducted annually and will utilize

the best information available in order to make sure this get done. In order to be successful

within an organization, it is imperative to understand the needs of the people. It can be

determined from doing these types of assessments, those things that may need improving

including systems, office policies and procedures and if the pay is reasonable for the employees

and positions. In order to do this, the following steps will be utilized of the phase needs

assessment model:


Prepare a Management Plan

Identify Concerns

Determine Measureable Indicators

Consider Data Sources

Decide Preliminary Priorities

Training Need/Method

In order to train our employers we will conduct monthly training courses that will include

management and employees. Having well train employees will help keep the business growth

high and allow the company to keep great talent. We all know hiring great time will include lots

of time and money. In order to great a high impact employee training, we must do the following:

Identify our business impact

Analyze our gap skills

Layer our training methods

Evaluate Effectiveness and Sustain Gains

Training Budget/Future

Training is very expensive and costly when it comes to your business. Depending upon

the amount of time needed to train each and every employee, within the organization, will


determine the amount of funds that need to be allocated. Our future goal is to make sure all

employees are performing at the same level and are very knowledgeable of their positions.

Employment Development/Talent Management

Employee development is very important within any organization. Within this area, we

will make sure management is providing monthly one-on-one’s; which will allow the employee

to know what area they need improvement. This will allow management to build up their staff

and allow them great opportunity to growth within the organization. We can also place team

leaders in position that will be available to guide the employee for assistance and help them

when needed. We will conduct monthly huddles to allow the employees to bring forth any

concerns with training, systems and additional information that will assist in helping the

company growth. Having employee development available is important because:

Current information about the organization and future trends helps employees create

more realistic career development goals

Focus on skill development contributes to learning opportunities

Opportunities for promotion and/or lateral moves contribute to the employee's career

satisfaction

A greater sense of responsibility for managing one's own career contributes to self-

confidence

Career planning and development clarifies the match between organizational and

individual employee goals


It's cost-effective to use your own staff talent to provide career development

opportunities within your department

Career development increases employee motivation and productivity

Attention to career development helps you attract top staff and retain valued employees

Performance Management Strategy

“The fundamental goal of performance management is to promote and improve employee

effectiveness. It is a continuous process where managers and employees work together to plan,

monitor and review an employee's work objectives or goals and his or her overall contribution to

the organization” (HR Council).

Management at Motors and More, Inc. continuously works towards identifying,

measuring, and developing the performance for all current employees and future needs.

Management utilizes the results align employee performance to company. The performance

appraisals process followed can be viewed in Appendix B - Performance Appraisal Process.

Performance Appraisal Method used at Motors and More, Inc.

Motors and More, Inc. will use a combination of several methods to gather the most

reliable evaluative data of current and future training needs. For employees to be measured on an

individual basis, the company will pull data from the employee performance goals and align

them with the company goals.

The company will utilize the graphic rating scale. The graphic rating scale has been used

by company for many years and has proven to be very reliable and consistent. A sample graphic

rating scale is outlined below:

Quality of work Quantity of work Dependability Oral/ written communication


Outstanding

Average

Unsatisfactory

The company will also utilize the 360-degree appraisal method. This method has been

selected, because greater depth information will be collected for each employee. Mangers will

learn more than just how well their employees perform at their job; they will also learn how well

they communicate with others, employees and management.

The final performance appraisal method utilized at Motors and More, Inc. is

Management by Objective. “This is an objective type of evaluation which falls under modern

approach of performance appraisal. In MBO method of performance appraisal, manager and the

employee agree upon specific and obtainable goals with a set deadline. With this method, the

appraiser can define success and failure easily” (HR Zone, 2014).

Feedback Methods

Motors and more Inc. have designed feedback methods to inspire, motivate, and engage

all employees on each level throughout the company. The first step is to compile all information

gathered from employee performance reviews.

Once this information has been compiled it will be combined with employee objectives,

which the employees will evaluate against actual performance levels. Feedback will be gathered

on the following form which will be attached to the appraisal:

Do you agree with the performance appraisal

given?


Please explain why or why not you agree with

the performance appraisal given.

Once a consensus is achieved, the performance appraisal will be signed. New goals will

be set to incorporate the outstanding goals and training needs will be accessed.

Policies on Performance Improvement, discipline or Termination

The following policies will affect all current and future employees of Motor’s and More

Inc. Each step may be omitted or reoccur depending on the severity or the nature of the

performance or misconduct shown.

Step 1: Oral Warning

The first discipline action will be an oral warning and discussion of the misconduct.

Management must meet with the staff member to discuss the unsatisfactory performance or

misconduct which will outline the appropriate corrective action. The employee should be

informed that this is the first step in the disciplinary process and that failure to correct the

performance or misconduct may result in further disciplinary action. A written record that an oral

warning has been given and what corrective action was discussed with the employee will be

documented for future reference in the employee’s file.

Step 2: Written warning

Step 2 in the disciplinary process is the written warning, followed by a discussion.

Management will initiate a written warning and discussion. The written warning document to the

employee should specify the following:

Unsatisfactory performance or misconduct

Corrective action to be taken by the staff member


Continuous unsatisfactory performance or misconduct may result in further disciplinary

action, including termination of employment.

A copy of the written warning that has been given to the employee and what corrective

action was discussed with the employee will be documented for future reference in the

employee’s file.

Step 3: Probation

If unacceptable performance or misconduct continues, Management may place the staff

member on probation. Management should give the staff member a document that includes the

following information:

Unsatisfactory performance or misconduct

Corrective action to be taken by the employee

The period of time in which to demonstrate acceptable performance which will include

the following

o The date of the follow-up review

o Notice that continued unsatisfactory performance or misconduct may result in

termination of employment

A copy of the probationary letter that has been given to the employee and what corrective

action was discussed with the employee will be documented for future reference in the

employee’s file. During the probationary period, management should make every effort to assist

the employee in attaining the desired level of performance or conduct.

Step 4: Termination


If during, at the conclusion of, or subsequent to the probationary period, the employee’s

performance or conduct is still unacceptable, management will determine if termination is

appropriate. The decision to terminate will be based on the following:

A review of the facts and circumstances

Documentation

Whether or not Motor’s and More Inc. policy has been followed.

If the decision is made to terminate, management should give the employee a letter

outlining the reason for the termination and the effective date of the termination.

Linkage to T&D, Total Rewards, Talent Management, and HRIS

In the article Unlocking the talent development puzzle, a survey was conducted to

discover challenges of development professionals; “the data indicates that many talent

development functions have similar ones, including aligning learning and business goals,

measuring the impact of learning, and addressing skills shortages/talent gaps. (Miller, Rothwell,

Stopper, & Zaballero, 2015) Focusing on talent development will encompass a process to link

training and development efforts to fill skills gaps both current and future, uses rewards to

perpetuate continued employee learning, and is able to manage all of this information through

the HRIS system.

The Human Resource department will play a critical part in linking the needs with the

talent and development goals. Each department will have a summary of current staffing skills

sets and areas that need developed. The company goals both short and long-term are referenced

when setting training and development plans. With current staffing expansions a review of

current staffing skills will be matched with expansion goals. Areas that are not readily available

through existing staff will have a recruitment plan designed to fill these gaps.


The HRIS system will assist the entire process from beginning through completion. The

HRIS system will be accessed for current skills and identify skills gaps. The system will also be

accessed to monitor applicants meeting these needs. On-boarding will make the ease of

transitions from applicant to employee and through additional training and development of the

newly hired employees. Talent development will also link employee development to

performance evaluations and supported by incorporating the company rewards program.

Department heads will be involved in the entire process from recruitment to training,

development and promotions.

VII. HRIS

Company HRIS Needs

The Human Resources Department will provide capability, accountability, and flexibility

to meet the demands of the business strategy. With Motor’s and More Inc. integrating a Human

Resource Department, the company will need to implement a sophisticated data collection

system that is easily accessible to all employees, compatible with existing systems, flexible and

expandable with the company’s growing and continuously changing environment.

The HRIS is to allow for HR to implement its strategy (in relation to the

business strategy of the organization) by utilizing information systems for strategic decision

making along, with the use of a wide range of application available and ease-of-use capabilities

for both line managers and senior leadership to have direct access to personnel information

required for management (Armstrong, 2006).

The implementation of an HRIS will give benefits to our organization by:


• Increased accessibility to Human Resources Information.

• Create standardization and streamline process across organizations.

• Maintain current and historical data.

• A higher internal profile for Human Resources (Armstrong, 2006).

The primary purpose for this type of Information System (IS) is to provide strategic

decision making by compiling and analyzing data on personnel from the organization’s (both

macro/micro) perspective to make informed decisions on the utilization of human resources,

employee development and organizational health (Armstrong, 2006)

The implementation of the HRIS is necessary in order to achieve the following:

• Maintain employee history (training, education, and performance)

• Tracking daily transactions (time & attendance, leave, sick time)

• Meet local and federal government regulatory requirements

• Conduct workforce analytics to review internal heath and organizational performance

workforce diversity and organizational mix (Bhavsar, 2011).

The HRIS will allow for all employees to be able to find answers regarding

administration, policies, hiring among others. Buy instead of hosting an HRIS can provide a

peace of mind to our company because to buy can give a warrantee on the software instead of

making the software. Once the company chooses and HRIS, all employees will be trained on

how the software is used and the different features the system will offer. This system is very

beneficial as the main goal of it is to help lower costs while offering beneficial information in a


prompt and efficient way by improving human resource management in an analytical approach.

A HRIS can help with all aspects of the HR department

Schema/Chart

Need Possible Solutions

Inadequate/ long payroll process Automated payroll and more accurate employee time

cards.

Lack of reporting and analysis tools Flexible designs that feature databases that are integrated

with a wide range of features available.

Database availability Centralized and accessed easily from anywhere within the

company, which also serves to reduce redundancy within

the organization.

Vendors Recommendation

HRIS Benefits

Kronos One completely automated system Small or midsize business Self-service application Fully Integrated.

o HR. Timekeeping. Scheduling. Payroll. Hiring. And more. . Purchase Options

o Subscription Service (AKA Saas or PEPM)o Licensed Purchaseo Licensed Hosted

HRnet Source • Access Control


• Analytics

• API

• Applicant Tracking

• Benefits Administration

• Cloud Platform

• Collaboration Tools

• Dashboards

• Document Management / Sharing

• Employee Information Tracking

• On-Premise Platform

• Performance Management

• Regulatory Compliance Management

• Self-Service Portal

Sage HRMS Benefits Administration

Employee Information Tracking

Human Resources (HR) Management

Payroll Management

Risk Management

Self-Service Portal

Our recommendation is for Motor’s and More Inc. to begin implementing the Kronos

HRIS. This vendor has flexible rates based on what the company needs and the ability to add

features without having to purchase a new system.


VIII. Conclusion

References

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Appendix

Appendix A. Job Analysis – Quality Control Inspector

https://devry.vitalsource.com/#/books/007181924X/


Appendix B. Performance Appraisal Process

HRM Planning Final Paper.rv2

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