Human Resources Transformation Plan Motors and More, I
Transcript of Human Resources Transformation Plan Motors and More, I
Running head: HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 1
Human Resources Transformation Plan
Motors and More INC.
William Davis, Nicole Graham, Rhonda Sarli,
Dorane Dixon, Kimberly Dalrymple, Michelle Adkins
Keller Graduate School of Management
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Table of Contents Motors and More INC. Business Strategy ...................................................................................... 5 Situation Analysis ........................................................................................................................... 5
Environmental Analysis .............................................................................................................. 5
Industry Analysis ......................................................................................................................... 5
Organizational Demographics Analysis ...................................................................................... 5
Internal Analysis Tools ............................................................................................................... 6
Industry Competition ................................................................................................................... 6
Strengths, Weaknesses, Opportunities and Threats Analysis (SWOT) .......................................... 8 Strength: ...................................................................................................................................... 8
Weakness ..................................................................................................................................... 8
Opportunities ............................................................................................................................... 9
Threats ......................................................................................................................................... 9
Porters Five Forces Analysis (Motors and More) ........................................................................... 9 Threats of New Entry ................................................................................................................ 10
Supplier Power .......................................................................................................................... 10
Threat of Substitution: ............................................................................................................... 11
Competitive Rivalry: ................................................................................................................. 11
Buyer Power: ............................................................................................................................. 11
Workforce Strategy ....................................................................................................................... 12 Human Resource Structure ........................................................................................................ 12
Recruitment and Placement ....................................................................................................... 13
Organizational Roles and Responsibilities ................................................................................ 13
Strategy for Performance Differentiation .................................................................................. 15
Key Strategic HR Services ........................................................................................................ 15
Strategic Workforce Scorecard ................................................................................................. 17
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Evaluate HR Metric Measurement ............................................................................................ 18
Staffing Strategy ........................................................................................................................... 19 Recruiting .................................................................................................................................. 21
Selection Method ....................................................................................................................... 24
Types of Interviews ................................................................................................................... 25
Total Rewards Strategy ................................................................................................................. 27 Compensation ............................................................................................................................ 29
Benefits ...................................................................................................................................... 31
Non-Financial Rewards ............................................................................................................. 34
Strategic Mix ............................................................................................................................. 35
Other Rewards for strategic workforce alignment .................................................................... 39
Strategic Direction ........................................................................................................................ 39 Internal Equity ........................................................................................................................... 39
Market Competitiveness ............................................................................................................ 40
Individual Rewards’ Distribution and their alignment to Performance Management .............. 41
Compensation Strategies that may enhance the Total Reward Strategy ....................................... 42 Pay for Performance .................................................................................................................. 42
Broadbanding ............................................................................................................................ 43
Group Incentives ....................................................................................................................... 44
Training and Learning Strategy .................................................................................................... 44 Training Needs Assessment ...................................................................................................... 45
Needs Assessment ..................................................................................................................... 45
Need Assessment Methods ........................................................................................................ 47
Training Content Development ................................................................................................. 49
Evaluation Tools to Measure Training Success ........................................................................ 49
Level 1: Reaction ..................................................................................................................... 50
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Level 2: Measure learning ........................................................................................................ 50
Level 3: Assess behavior change on the job............................................................................. 51
Level 4: Measure results .......................................................................................................... 51
Training Modalities ................................................................................................................... 51
Simulations ................................................................................................................................ 52
OJT (On-the-Job Training) ........................................................................................................ 53
Classroom .................................................................................................................................. 54
Costs of the Modalities .............................................................................................................. 54
The Cost for OJT ....................................................................................................................... 55
Cost Elements ............................................................................................................................ 56
The cost for classroom training ................................................................................................. 56
Succession Planning .................................................................................................................. 56
Performance Management ............................................................................................................ 58 Criteria for Measurement .......................................................................................................... 59
Appraisal Methods .................................................................................................................... 60
Feedback .................................................................................................................................... 61
Rewards ..................................................................................................................................... 64
Strategic Alignment ................................................................................................................... 66
Human Resources Information System ........................................................................................ 66 Measurement of the HRIS Strategy .......................................................................................... 68
Make or Buy Analysis ............................................................................................................... 68
HRIS Access Protocols ............................................................................................................. 70
Conclusion .................................................................................................................................... 72 References ..................................................................................................................................... 80
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Motors and More INC. Business Strategy
Motors and More INC. is a thriving business-to-business company that specializes in the
manufacturing of small motors and accessories for industrial and home products. The
organization is located in Middle Field, OH. The organization population is approximately 116
people. The Mission and Vision Statement of Motors and More are as follows:
• To be leaders and innovators in new markets and products. Our goal is continual growth
and development. To be First to market, to respond to competitive and rapidly changing
markets, and to provide customers with the highest level of product and service.
Situation Analysis
Environmental Analysis
Motors and More reside in a southern town with a population of 28,000. The town’s
current unemployment rate is 3.1 percent. This suggests that the population majority (between
ages 18-40) is full-time employment. The majority of the local businesses in the community have
begun to unionize. The community is experiencing growth in both Hispanic and Kurdish
communities. The nearest access to an educational facility is 50 miles, which consist of both a
technical school and community college. The local labor department is approximately 48
percent.
Industry Analysis
The motors and accessories industry for Motors and More is an expanding market and
demand is high (IBISWorld, 2013). The company has a strong market segment and solid
customer base. Because of the organizational setup, the company has been able to maintain gains
and adjust to rapid change in the expanding market.
Organizational Demographics Analysis
The company of 116 employees comprised of the following demographic breakdowns:
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• 80% Caucasian.
• 10% Minority
1 Employee Female
• 115 Employees Male
• Highest Education Level: HS Diploma or GED
Internal Analysis Tools
To determine effectiveness, process output, and performance of the organization is the
use of a Goal Approach, which represents a Contingency Approach to Measuring Organizational
Effective. The use of the Goal Approach allows for identification of output goals and assigns
how well the organization has attained those goals (Daft, 2004). This method examines output,
profit and customer satisfaction through the organizational processes it takes to reach specified
parameters. Other tools to examine internal processes would be Six Sigma and Lean Principals
Methods. The use of Six Sigma would allow Motors and More Inc. to examine both internal and
external processes, cut redundancies, identify anomalies in the process, restructure and realign
the organization.
Industry Competition
In the small engine parts and accessories, market (Motor Vehicle Parts Manufacturing
Industry) the competitors for Motors and More are as follows:
Cumming INC.
Location: Columbus, IN
Employee Population: 46,000
Annual Revenue range: $13 Million to $18 Million
Gross Margin: 19% to 26%
Return on Assets: 23% to 27%
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Description: They design, manufacture, distribute and service diesel and natural gas
engines’ electric power generation system; and engine-related component products. (Cummins
Inc, 2013).
• Strengths: This organization has a strong customer base, Wide range of products, and
good financial management structure.
• Weakness: No branding identity, they target a specific sector of small engine
manufacturing sector. Their main emphasis is on large diesel engines.
Delphi Corp
Location: Troy, MI
Employee Population: 146,000
Annual Revenue: $16 Million
Description: Supplier of vehicle electronics, transportation components, integrated
systems and other electronic technology (Delphi Corp, 2013).
• Strengths: Vibrant customer base and strong market sector. They have an established
niche in the areas of electronic manufacturing. Highly structured organization and
dedicated labor force.
• Weakness: Lack of variety in products. Weak financial structure (loss of equity) and a
rigid organizational structure.
Both competitors are in the Top 10 of the industry. However, because of the large size and
highly centralized organizational structures of these two firms, they are unable adjust to rapid
market changes thus, the reasoning for specialization in specific areas of small motors and
accessories (note: Delphi Corp’s concentration is in large engine designs). These organizations
will attempt to dominate Motors and More by staying within their niche, by reinforcing their
market concentrations in an effort to block entry into that market segment. Motors and More can
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retaliate by infiltrating the market segments that these organizations have failed to solidify. By
capturing, the areas that their adversaries have overlooked will allow Motors and More to
establish more of its brand identity, increase its revenue, and seize more of the market.
Strengths, Weaknesses, Opportunities and Threats Analysis (SWOT)
Based on the Situational Analysis we conducted a SWOT Analysis on Motors and More
INC.
Strength:
• Motors and More have a strong customer base and market share.
• Establish strong branding niche of the organization in the market.
• Strong ties within the community.
• Its flat organization structure makes it more agile and responsive to shifting within the
market and changes to customer needs.
• Our products produced are durable, long lasting and made of top quality materials.
Weakness:
• No diversity in the organizational structure: A lack of diversity leads to the following
effects:
o Decreased Productivity
o High turnover rate
o Reduced morale
o Decreased client relations
o Decreased company morale
o Decreased creativity
• Low Labor Pool: High turnover rate has resulted in vacancies that the organization has
been unable to fill.
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• Lack of training and education: Current employees lack essential training and education
to elevate the strategic objective.
• Insufficient product output: Due to low labor pool, the organization lacks the work force
to increase manufacturing and supply output to meet expanding demand.
Opportunities
• Obtain capital to expand the organization to a Matrix Structure
• Consult with Technical School and community college to establish training and
apprenticeship programs. Train existing workers and higher workers with more
education.
• Create recruiting program that will increase a more diversified workforce. Establish ties
with growing Hispanic and Kurdish communities.
• Improve existing environment for the work force.
Threats
• The local labor departments are starting unionization.
• Lack of education and organizational diversity can stall innovation, company growth
resulting in eventual existing from the market.
• Growing competition from overseas competitors (China and India) entering U.S. Market
capturing our market share
• Other existing U.S. competitors capturing our markets segments
Porters Five Forces Analysis (Motors and More)
To better analysis the business strategy and its relationship to other internal/external
forces, we utilized Porter’s Five Forces Analysis to determine our power structure and the power
structure of other forces in the different areas of our market sector (Daft, 2004). This tool will
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provide assistance with understanding our current situation and the end state to which we want to
move. Thus, identify external forces that could be potential barriers to moving forward (Daft,
2004). The analysis is broken in five specific categories. The Five Force Model for Motors and
More is displayed in Table 1.1.
Threats of New Entry:
• Easy to enter market: The small motors and accessories is an expanding market. Thus, it
is easy to enter and corner a market segment.
• Labor force abundant: U. S unemployment rate is high in most states. It will be easy for
new competition to post for employment opportunities.
• Experience: Competition can find employees with experience to fill specific position
within the organization.
• Training available: The competition can develop training programs to fill manufacturing
positions.
• No barriers to entry: Because of the expanding market there are little to no barriers to
establish a market share.
• Expanding market: Growing demand in both U.S. and overseas markets for small motors
and accessories.
Supplier Power:
• Many Suppliers: Because of the expanding market, you have a robust of suppliers in the
market.
• Suppliers sizes vary: Depending on their market, most suppliers have established strong
branding and market segments.
• Similar products brands: Most suppliers will distribute similar products to compete with
other suppliers.
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• Able to change: Supplies have the ability to adapt and change to market demand.
• Able to substitute: Suppliers have the ability to provide a substitute for their products.
Threat of Substitution:
• Many Substitutes: Growing market has created many product substitutions.
• Encroachment from Overseas suppliers: There is a growing market in China and India
for product similar to the products we produce.
• Many cross-substitutions: Expanding market has created cross variation or generic
brands of our products on the market.
Competitive Rivalry:
• Many Competitors: Our market has many competitors
• Strong market shares: The Top 10 in our market have large organizational structures and
good capture of their market segment.
• Strong Customer Base: The top competitors in our market have established their
branding to their customers over time to produce strong customer loyalty.
• Strong brand products: The competition has strong product brand that have met or
exceeded market standards.
• Highly Trained Workforce: The Top 10 competitors have assembled highly trained
personnel to project their organizational branding out to their respective market
segments.
Buyer Power:
• Many Customers: The current market has a cadre of customers in many areas. No one
segment is constricted or has a consolidated area.
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• Maybe subsidiaries: There exists the possibility that some medium customers may be
subsidiaries of larger organizations.
• Maybe Small Business: There exists the possibility that some customer segments are
under ownership of small business.
• Purchase Large Orders: Customers have the purchasing ability to request and procure
large order request.
• Able to substitute: Because of the market size, customers have the ability to look for
substitutions from other suppliers.
• Medium/High purchasing Power: Customers have sufficient capital to purchase form
suppliers. This ability can also sway market prices.
Workforce Strategy
Human Resource Structure
Motors and More does not currently have an existing Human Resource department. Our
goal is to continue to apply attention on growth, innovation, and development of new products.
Our current management structure is a flat management system. Due to the non-existence of a
Human Resource department, several concerns have surfaced such as overlapping roles and
responsibilities, increasing complex work environment, unrealistic expectations of key
initiatives, and managing an accelerated work environment of environmental changes. The
purpose of this analysis is to address effective strategies to develop a Human Resource
department that can support our global expansion. It is important to Motors and More to
approach managing our employees by maximizing their motivation and contribute towards
meeting the organization objectives. The ultimate aim is to reach our mission and vision through
a design and implementation of a Human Resource department (Bartlett, 1990).
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Motors and More’s vision is to be leaders and innovators in the global new market and products.
Therefore, we must establish functions and roles which effectively demonstrate and identify our
key objectives to successfully support this realignment:
Recruitment and Placement
• Hire top management talent that is committed to our organizations philosophy to meet
key success in achieving organization objectives
• Develop strategic linkage of our departments to align with our company mission, vision,
and objectives
• Apply attention to reconfigure our Human Resource department by applying strategy to
breakdown our roles, responsibilities, and function.
Organizational Roles and Responsibilities
Human Resource VP:
• Responsible to lead, direct, and manage our department with solid relationship skills to
grow our department to meet goals and strategies that fits the senior management
expectations
Human Resource Manager:
• Directs, coach, train, recognizes and manages performance. Key assets planning and
reviewing sessions to share results of initiatives.
HR Generalist (full-time/part-time):
• Responsible for conducting background checks, creating job descriptions, contract
development, manages onboarding/off boarding, supports employee relation such as:
ensure diversity, manage labor laws, develops employee policies and procedures, ensure
appropriate accommodation for disabled employees, develop a reward and recognition
system, etc.
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Talent Managers:
• Responsible for screening candidates using software such as: assessments and
applications; present offers, hire temporary staffing, and advertise openings.
Benefits Specialist:
• Develop and negotiate contracts with medical, dental, and comprehensive benefit plans,
administer plans for health, dental, and 401 (k). Risk Management/Worker’s
Compensation, a full-time employee, conducts inspection to determine compliance with
OHSA, implement SOPs to ensure safe work environment, administer worker’s
compensation plans, and conduct frequent audits on claims processing for compensation.
Training and Development Manager:
• Direct, guide, lead, coach, facilitators by presenting information to elevate individual
development to develop future leaders, provide refresher training courses, address
performance and skill development. Conduct observations and feedback to facilitators on
effectiveness and implement new training ideas.
Training Facilitators:
• To lead, coach, develop, and train new and existing employees in various roles,
implement new training plans, present organizational instructional design training
components by preparing materials, visual aids, manuals, etc.
The visual breakdown of these newly formed positions within Motors and More’s HR
Department can be seen in Table 1.2. The applied attention on establishing different role
functions will support the growth plan and will play a significant role in the return-on-investment
of our employees in varied positions due to the development of a qualified and experienced
Human Resources Team. The long term effects of a Human Resource strategy is to develop a
talent pool of future leadership and identify talent that could be bench strength for other positions
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due to a leadership development. Due to this organizational shift, it is important to develop
varied levels and differentiate “key jobs” into levels identified as A, B, and C (Change Minds,
2013).
Strategy for Performance Differentiation
Typically, employees who are identified as our “A” employees are top performers are
employees who always exceed and meet high achievement expectations. Normally, these
employees are eventually in our key positions of leadership or being developed for leadership as
a part of our solid talent pool. These employees are very knowledgeable and effective in their
role. Next, we have our “B” employees who are consistent in meeting fully effective results in
their role. This is where the bulk of the value is being spent with minimal supervision. These
employees don’t typically go above and beyond in their role (Change Minds, 2013). Supervision
is still required to provide additional coaching and feedback with the expectations to eventually
make an impact and elevate them to “A” players over time. The ROI is necessary to develop an
employee who could fill a future leadership opening with the right support and development.
Now, our “C” employees are mainly individuals we are focusing our constant training and
development on to help improve their skills set. The risk is that these employees may either self-
Key Strategic HR Services
Several key initiatives that Motors and More, Inc. is seeking to apply focus on are the
growth and strategic development of its organization. HR practices are a vital part of the strategic
human resource management (SHRM) to ensure we are using reliable and creditable resources to
develop our plan. It is necessary to utilize SHRM as a resource to review what other
organizations or case studies conducted to support development of solid business strategies
(Azmi, 2011). The growth in employee skill set and experience is essential to the expansion of
the future global organization, and will help with such things as;
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• Applied concentration on higher education with associate degrees or higher in our
leadership roles and partner with other colleges more than 50 mile radius Recruit
directly at the local community college for leadership positions with an interest of hiring
diverse employees such as: minorities, varied cultures, and supporting the community of
Hispanic and Kurdish descendent. Future expansion leadership being promoted from
within to lead in leadership roles in our expanded markets targeted abroad.
• Emerge as a solid competitor in the manufacturing industry through major focus on
human resource practice (Kim, 2012) and consistent market research. Provide a solid
talent acquisition strategy to grow the organization with employees that are the best fit
for our culture. Develop, implement, and institute a solid reward system to help promote
effective behavior to improve productivity
• Develop and train employees on the history of the organization and specific role
responsibilities with periodic refreshers to solidify training and development. Institute a
referral system that will help identify other employees who may be a suitable fit for the
position to help with the finding of qualified candidates (Kim, 2012).
• Incorporate a leadership program to help develop a pool of talent top echelon employees
who were referred to the program based upon annual appraisal and management
recommendation. Address and evaluate Labor Relations regulations and policies to
enforce with regular review of the process.
• Organize and effectively roll-out a solid recognition program with rewards for positive
employee behavior (Pathak, 2013).
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Strategic Workforce Scorecard
A workforce scorecard (Table1.3) is essential to the overall success of the workforce
management to determine how to evaluate the ROI of our employee’s development plan.
Development of a scorecard and specific action areas that are tracked will support our alignment
to demonstrate measuring results (Axsium Group, 2013). It is critical that we take a holistic
evaluation of the scorecard to manage a well-rounded system to truly measurement our targets
and expectations to achieve success. Also, the scorecard can help determine if continuous
improvement is necessary for our employees to institute appropriate training and development
methods. The scorecard will assist with determining the value of employees in their work
performance over an 18 month period to help improve the productivity and revenue due to
evaluating our employee performance on a periodic basis (Becker, Beatty, & Huselid, 2005).
The key HR strategies aligning with the practices of the HR Services will be stepping
stones to the success of helping develop a solid culture fit to help develop our key differentiation
players. Based upon the success and execution of our strategies we will see an increase in skill
set and workforce competencies along with employee development to support the increase of
customer satisfaction, process effectiveness, and more importantly, increased revenue. These
areas will not be successful within the consistency and implementation of a HR strategy that has
“buy-in” from the leadership team and proper training on how to effectively communicate
employee’s growth plan to elevate their success level (Becker, Beatty, & Huselid, 2005). A
challenge that is faced is consistency with executing the workforce strategies. If the strategies are
not instituted effectively this could be a major threat to the success of the plan. Therefore, the
workforce strategy is the management and execution of the workforce strategies Motors and
More, Inc. needs to be successful in the role of their workforce management plan. The
measurement of success of a workforce management strategy is through specific metrics
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identified to help measure the effectiveness and even identify limitations of the organizations
existing strategies.
Evaluate HR Metric Measurement
The scorecard (Table 1.3) helps determine limitations organizations may face with
financial identifiers associated with performance. The metric measurement aids in evaluating
specific areas to measure and determine success (Becker, Beatty, & Huselid, 2005). For example,
Motors and More, Inc. wants to ensure we are our performance is yielding results to improve
financial deliverables. By measuring performance of employees it allows Motors and More, Inc.
determines who are valued and contributors who need additional development (Stamps, 2000).
The following measurements are critical to the growth and development of workforce
management strategy:
• Cost per hire
• Revenue per employee
• Expense % per compensation
• Revenue % per compensation
• Compensation % per benefits cost
• Time to fill jobs
• Time to start jobs
• Ratio of Offers per acceptance
• Attrition
• Turnover rate
• Worker’s compensation cost per % expense
• Worker’s compensation cost per employee
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• Worker’s compensation cost per claim
• HR Department Expense per employee
• HR Headcount Ratio
The development of a workforce system to improve high performance can be delivered
with HR Systems with significant differences in organizational effectiveness. The benchmarking
employee’s skills and behaviors will evaluate turnover and absenteeism development of
employee assistance and work-life balance programs to help enable employee success (Carlson,
2013). Nowadays, organizations invest in HR systems that will analyze and provide real-time
reports to managers to manage day-to-day efforts. The reports and metrics influence the
organization on making drastic changes or making necessary improvements strategically meet
organization strategies. Often times, adjustments must be made to determine if forecast will be
missed or if adjustments need to occur during the quarterly review with the Executive team to
realign the current plan (Carlson, 2013). Organizations have developed systems that are designed
to measure performance and found tweaks were necessary due to not seeing a strong connection
between the success and metrics. It was apparent that there was no strong clear and compelling
connection. Therefore, organizations will discontinue the process and regroup to strategize new
ways to measure success. Another critical area would be assessing how to motivate employees
and develop talent through creating value through a recognition system to help determine success
(Stamps, 2000).
Staffing Strategy
Motors and More have determined that they have a need to hire across the organization.
The company does not have an existing Human Resources department with the capability to
assist the organization with meeting is staffing requirements. To establish an functional HR
department(Table 1.2), Motors and More will be required to hire an HR Manager, at least one
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full-time HR Generalist, a part-time HR Generalist, three (3) Talent Managers, one (1) Benefits
Specialist, one (1) Worker’s Compensation Specialist, one (1) Training Development Manager
and two (2) facilitators (see Figure 1). As the business expands and a necessity is found to hire
more employees, the department will be increased.
The remaining organization of Motors and More is looking to increase staffing within
eighteen (18) months with 225 to 300 new employees (Table 1.4). Over the next five years, the
goal is to have a total of 500 employees. Staffing this rapidly can be very costly, and there will
be a greater need to access more capital. To eliminate the upfront costs temporary agencies will
be employed to fill these positions.
Turnover is an issue that every organization has to deal with on a daily basis. When
employees leave, they are leaving for a variety of reasons and will generally not indicate the real
reason. Employees of Motors and More are leaving for the following reasons:
• Retirement
• Job dissatisfaction
• Robust Labor Market
• HR issues
• Personal or family reasons
• Relocating
• Values
• Lack of diversity
• Work environment
Managers believe that employees are leaving for financial reasons but this is not always
true (Branham, 2005). While 89% of employers believe that employees leave for financial
reasons, 12% of employees actually leave for that reason. Eleven percent of employers believe
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that they leave for other reasons, 88% of employees leave for other reasons. Employees leave
for the reasons mentioned above. Motors and More need to understand these reasons and learn
how to turn the issues around (Branham, 2005).
Organizations do not realize how much it really costs to replace an employee. For
example, the company could lose $1,575,000 per year due to turnover costs if the average salary
of an employee is $35,000 and there is a rate of 15% for turnover. If the company is able to
determine the root cause of the turnover and fix it, they could save $1,102,500 per year
(Branham, 2005).
Recruiting
When a position has been identified as vacant, this is when the recruiting process will
begin. There are several reasons why a position becomes vacant. These include creating a new
position, termination of a position or an employee, and employee resignation (Hakala,
HRWorld). The HR Department would create the process that will analyze the necessity of the
position. This would include a staffing template that will help to determine the most qualified
candidate for the vacant position.
The first step that needs to be completed is a needs analysis. A needs analysis is a tool
that is used to determine exactly what they are looking for in an employee. This analysis will
help them to determine when and how to advertise and how the job will change over the next few
years. Below are questions that will need to be asked:
• What kind of person would complement the skills of the team already in place?
• Is there new technology infiltrating the industry or environment with which this
individual must be familiar?
• What type of personality is the supervisor of this position, and what style of management
does he/she use?
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• How large, small, or closely knit is the current team?
• Is this a long-term, growth position or simply a contract position that will be around for
only a year or so?
• What kind of person will “fit” with the team in place and the mandate or long-term vision
of the company?
• Do your clients and customers have specific needs and demands that would be best
supplied by a certain type of individual?
• Will a degree be required? Bachelors’ or Masters’ degree
• How many years of supervisory experience will be required?
The HR Department will be responsible for the sourcing plan. There are ways to locate
candidates but it needs to be cost effective. The first thing Motor and Mores need to do is to
locate employees that would be interested in promotion. This causes the morale to increase
when internal employees are promoted.
The best method to recruit is through the development of an Employee Referral Program
(ERP). The use of a strategic ERP has produced double the returns than that of any standard
processes (Sullivan, 2011). Customers and suppliers could be approached and asked if they know
of anyone who would be interested in working for Motors and More (if they are local). To
encourage employees to refer their family and friends, the company would offer $250 as an
incentive provided the new employee passes the probation period. If the company decides to do
their own recruiting, how will this be done? Does the organization have a website? What are the
costs to advertise via local newspapers? Can jobs be posted at the local schools?
Using a temporary agency is going to be the least costly especially if the company does
not have a website to advertise on. The temporary agency is responsible for finding the qualified
candidates by screening them to include testing to make sure the candidate is qualified for the
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position. The temporary agency also takes on the initial cost of drug screening and background
checks. The drug screening and background checks are costly start-up costs for Motor and More
but would allow the company to try the employees out and choose the ones that are the best
qualified after approximately 90 days. If the company has a website, a link to the temporary
agency(s) would be provided to assist anyone interested in working for Motors and More.
There are several areas of discrimination that Motors and More will need to be aware of
and to make sure they are following the Civil Rights Act of 1964, Title VII:
• Equal Pay – It is required by the Equal Pay Act that the company provide men and
women with equal pay for the same work. Although, it is the job content that will
determine if the job is equal but does not have to be identical. This law covers all aspects
of pay to include salary, overtime, bonuses, life insurance, vacation and holiday pay, and
all other forms of benefits. If there is difference in pay, the wages cannot be reduced but
increased so that the pay is equal (EEOC).
• Sex Discrimination – This type of discrimination is used when treating employees
differently because of their sex. It also pertains to treating employees differently when
they have a connection to an organization that has to do with people of a certain sex. It is
against the law to harass someone because of their sex which includes sexual advances,
sexual favor requests, and any other type of verbal or physical harassment to include
offensive remarks (EEOC).
• Racial/Ethical Discrimination – This is based on the employer using race against an
employee or candidate because of their background to include the color of their skin,
their hair, and other facial features (EEOC).
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• Age Discrimination – It is against the law to discrimination against an employee or
candidate over the age of 40. This includes the hiring, firing, and/or reducing wages
(EEOC).
The HR Department will need to invest in an Applicant Tracking System. This system
would help with the recruiting, evaluating, and hiring the most qualified candidate. The first
thing that would need to be done is to write job descriptions to fit each position that they have.
The open requirements should be written to allow the best qualified candidate to be hired. The
requirement needs to be strong and cover all qualifications sought with in a candidate. By
looking for keywords within the on-line application, they will be able to determine the best
candidate. Once they have identified the best candidates, they would need to develop a way to
evaluate them. Depending on the position, will determine how this would be done.
Selection Method Evaluation of potential staff members would be for the professional staff. For the
manufacturing staff, the temporary agency would perform the testing. When Motors and More
hires a professional employee, they could evaluate them in different ways depending on the
position that they are hiring them for.
• Candidates will need to take a skills test on line. The skills test is an effective way to
narrow down the selection field. The test will be valid as it will test the skills and
knowledge of the candidate.
• Administer a PI test – Predictive index test to ensure that the employees are suited for the
company. The validity of this method tests the dominant psychological personality types
of an individual. The information can be used to evaluate the fit with the culture of the
organization and how well they will work with others- the test is predictive.
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 25
• The phone interview would be the next step. The phone interview would cut down on the
number of applicants that are interviewed face-to-face.
• Candidates must pass a back ground check and be drug free.
• Candidates must meet the physical standards and be able to sit or stand for 8 hours. They
must be willing to work overtime when needed.
• Depending on the position, the company could prefer a Bachelor’s degree and/or related
experience. The level of experience would depend on the position being filled.
The temporary agency would evaluate potential hires for the manufacturing, operations,
customer service, maintenance and cleaning positions. The temporary agency would be
responsible for the initial cost and confirm the following:
• Candidates must pass a back ground check and be drug free, must meet the physical
standards – be able to sit or stand for 8 hours and must be able to lift 40lbs without help,
must be willing to work overtime when needed.
• Must have high school diploma or GED.
• Must be able to read and write English.
Types of Interviews
There are several types of interview styles that can be used to interview prospective
employees especially our professional ones. One type of interview style is the situational
interview. This type of interview will help Motors and More to identify the candidates who can
take a step back, consider what the alternatives are, and choose what the best course of action
will be. This is a great way to determine if the candidate cannot only do the work but is willing
to do the work which will make them an effective and motivated member of the team (Fry,
2010).
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 26
The behavioral interview is another type of interview style. Using this type of interview
will allow the company to have the candidate focus on their past experiences and questions can
be ask that are probing in order to get them talking. When asking these types of questions, they
would be looking for the candidate to identify the problem, what action was taken, and the result
that was achieved. The company wants to know how the candidate handled themselves in a
situation, what kind of on the job situations did they get through, did they do the right thing, and
what are the results of decisions that were made. Motors and More wants to be able to
understand what happened, why it happened, and what did they learn from the experience (Fry,
2010).
A third type of interview would be the structured. This is an assessment that is designed
to measure the competencies of the candidates that are job related by asking about their behavior
in previous experiences and how they would behave in other situations. This would allow all
candidates to have an equal opportunity to provide information and to be assessed by the
recruiting team accurately and consistently.
The effectiveness of our recruiting efforts can be assessed several ways. One way is by
calculating how much it cost per new hire. In order to determine this calculation, all of the
recruiting costs would be totaled up and divided by the number of new hires. Another way is to
determine the yield ratio. The relationship of applicants at one stage of the hiring process to
another stage at different decision points is known as the yield ratio (Heneman, P. 207). The
selection ratio is another way to assess the recruiting efforts. The lower the number, the
predictor will be more useful. If the selection ratio is low, then they are selecting successful
employees. To determine this ratio, they would divide the number of applicants hired by the
actual number of applicants (Heneman, 2009).
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 27
Organizations realize the benefits of retaining a current employee and they understand the
costly amount of turnover. Loss of company knowledge is a critical issue because when the
employee leaves, the knowledge leaves with them. Everything they know about the company,
customers, projects, and the history are lost. Time and money have been spent anticipating a
return on the employee and the investment is not realized once the employee leaves. So in this
case, a benefit to retention would be the knowledge that the employees brings to the
organization. Another benefit is that the employees are usually prepared for a new position and
they are ready to be promoted. By promoting internally, this would save time and money on
recruiting. When the organization is able to retain employees, it will develop a stronger and
more skilled work force. They are able to teach others and share the knowledge that they have.
Customer service is another important part of the organization and employee retention will have
a position affect. With turnover brings disruption which could cause a loss in business and
negatively. Retention is cheaper than recruitment, retention builds job stability and production
levels do not fluctuate because of lack of employee morale or staffing (Sunil Ramlall, 2004).
Total Rewards Strategy
An organization’s total rewards system is based on compensation and non-compensation
elements (Nelson, 2010). These elements may range from base pay, benefits for compensation
rewards, growth opportunities for non-compensation rewards and job satisfaction. The total
rewards system consists of any and everything employees may value and what an employer has
the ability to offer and will offer to potential and current employees (Nelson, 2010). If the total
rewards strategy is successful, the strategy will allow the company to grow and become
competitive in the market. One of the best practices of benefits in the workforce is to design a
rewards system that will influence human behavior in a positive way to accomplish the business
strategy of the organization (Nelson, 2010). Organizations must consider many elements in
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 28
designing a proper benefits rewards system. Organizations should identify and communicate to
potential and current employees’ benefits the organization has to offer as well as get an
understanding of what the employee value in terms of benefits and motivation. In order to be
competitive in the workforce, Motors and More will have to evaluate and determine what type of
total rewards the organization can offer, what rewards matters to recruiting new employees and
what rewards are needed to retain current employees. Designing and implementing the right
total rewards system that has a combination of both financial and non-financial rewards offered
to employees who can increase individual and organizational performance, employee loyalty and
workforce morale (Heneman, 2007).
The total rewards strategy of Motors and More must be a blend of financial and non-
financial rewards to create a balance of what current employees and potential employees may
seek from an employer. Motors and More must create a strategy that is unique for the
organization and in line with meeting the business strategic goals. Creating a blend of financial
rewards should include reduction of in employee turnovers, improving employee morale, support
employee growth development through promotions and training, implement diversity and job
satisfaction, which will increase job performance. Motors and More must learn to balance
between their needs and the needs of their employees in order to create a cohesive working
environment that will attract and retain employees in a competitive field. Offering a total
rewards strategy with benefits should be carefully communicated to employees and potential
employees, should reduce turnovers, should create a healthy working environment, increase
morale, provide work-life balance, encourage career development and employee growth and
create a sense that the employee wants to exceed in their job performance (Nelson, 2010).
Potential employees often make a decision to work for an organization depending on
what type of compensation and benefits an organization offers. Current employees often make
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 29
decisions to stay with an organization through motivation based on the type of compensation and
benefits package the organization offers. Motors and More will focus on compensation, benefits
and professional growth in attracting and retaining employees. The organization will reflect on
not only on compensation, but personal and professional growth opportunities and a motivating
work environment to include recognition and work/life balance (Heneman, 2007). Motors and
More must recognize the areas in which the organization is lacking and focus on correcting these
areas in order to be competitive in the market area. In order for Motors and More to implement a
total rewards strategy the organization must perform an assessment, develop a design, execute
the design and then evaluate the design to see if it is effective (Heneman, 2007). If the total
rewards package is in line with the business strategy and goals, the organization can accomplish
meeting their long-term and short-term goals. Motors and More will need to focus on attracting
potential employees, retaining the employees, rewarding employees performance through total
rewards strategy and to ensure the total rewards strategy is cost-effective and affordable for the
organization (Meglich, 2011).
Compensation
Compensation is how an employer pay employees for work performed. Compensation
can often be the determining factor of a potential employee accepting a job offer or a current
employee leaving the organization. Motors and More is an organization that operates on a
traditional compensation plan by compensating their employees through minimum wage and
statutory benefits. In Ohio, organizations may compensate their employees through minimum
wage in the amount of $7.85 (Commerce, 2012). Properly compensating employees for their
work performed by offering higher pay can reduce turnover, create job satisfaction and increase
motivation in the workforce. Compensation total rewards focuses on an employee’s motivation
and what motivates that employee to produce the desired performance for their employer
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 30
(Meglich, 2011). Human Resource Managers must practice, understand and determine what
motivates employees and how to best develop a program to meet the needs of the employees and
remain in line with the organization’s business strategy. The role of compensation is to provide
employees with monetary forms of payment in exchange for work performed. The monetary
payment can be based on compensating an employee through wages, salary, bonuses, shift
differentials and/or special skills and commission (Nelson, 2010). Wages is a monetary
compensation where the employee is paid on an hourly, weekly or monthly basis and is based on
the number of hours an employee work including overtime. Compensating employees based on
salary consist of paying individuals as exemption employees on a weekly, bi-weekly, monthly or
annual basis and not based on the numbers of hours worked and does not include overtime
(Nelson, 2010). Wages and salary pay is the most common form of compensation amongst
organizations and often times the most preferred by individuals and the best practice to offer
potential and current employees in exchange for their time to complete an assigned task.
Bonuses, shift differentials and commission are determined based on what type of compensation
rewards an employer decides is more effective for their company. Motors and More can
effectively pay each employee based on the level of experience, education and performance in
accomplishing the company’s goals. Offering a fair and competitive pay scale allows Motors
and More to attract, recruit and retain the best employees to further the organization’s short-term
and long-term goals.
The effects of compensation can result in employee attendance, employee motivation,
loyalty, tenure, job satisfaction, increased productivity and the need to go above and beyond to
meet the organization’s goals. Organizations must understand what motivates employees in
order to design an appropriate total rewards package to maximize employee contributions to the
organization (Meglich, 2011). Compensating employees fairly can be the determining factor of
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 31
which employee leaves the organization, which employee stays with the organization, how
motivated employees are to perform their task and how productive employees are at meeting the
organization’s strategic goals. According to Maslow’s hierarchy of needs, individuals are
motivated by the desire to satisfy their needs and how those needs can be accomplished as an
employee (Meglich, 2011). If the organization does not satisfy those basic needs, employees
may become disengaged, disgruntle, and lackluster in their work performance. Organizations
must focus on developing a total rewards package that is customized to meet employees’ needs,
but remains cohesive with the business strategy. Depending on the individual, compensation
may not be enough of a reward to motivate and increase performance to further the
organization’s goals. Organizations will have to get creative in developing their packages in
order to attract, recruit and retain qualified and talented employees to accomplish the
organization’s goals.
Benefits
The role of Benefits is to provide employees with additional compensation satisfactory to
their needs based on being a part of the organization and sometimes what type of position the
employee holds (Nelson, 2010). Benefits offered by an employer may determine whether a
potential employee accept or reject a job offer as individuals seek a package that is beneficial to
them and their family. Benefits can carry more weight than monetary compensation depending
on what motivates job seeker or employee. Human Resource Managers must understand that
individuals are motivated according to their situations, whether it is their age, gender, marital
status, if they have children and how long they have been with the organization (Nelson, 2010).
These are some of the practices Human Resource Managers must consider in attracting,
recruiting, and retaining employees as benefits offered could be the determining factor of a
candidate accepting the job offer or a current employee remaining with the organization.
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 32
Organizations must be competitive in what type of benefits to offer and what benefits are
attractive in the recruiting and retention processes. Benefits such as Social Security,
Unemployment Compensation, Workers’ Compensation and Family Medical Leave Act are
legally required benefits all organizations must provide to employees in addition to basic benefits
(Nelson, 2010). Other benefits such as healthcare, paid vacation and holidays, retirement
savings programs, sick leave and life insurance are some of the basic compensation elements
employers’ offer and potential and current employees seek from an employer (Nelson, 2010).
Motors and More currently offers the statutory, legally required benefits of Social
Security, Workers’ Compensation, Unemployment Compensation and Family Medical Leave
Act (FMLA) (McCain, 2007). Social Security benefits are benefits federally administered
insurance and retirement program funded equally by the employer and employee; Workers’
Compensation is a benefit that protects employees who may be experience a job related illness or
injury on the job; Unemployment Compensation is a benefit that provides income to employees
who may lose their job in order to provide a sense of stability until the individual finds another
job (Nelson, 2010).
FMLA is a federal mandated Act that entitles employees to have coverage if the
employees needs to take unpaid leave for family or medical reasons to care for themselves, an
eligible family member, the birth of a child, adoption and qualified circumstances to care for a
family member of active military duty (Wage and Hour Division (WHD): Family and Medical
Leave Act). FMLA allows for (12) twelve work weeks with in a (12) twelve month period and
allows for employees to return to their same position and if the same position is not available, a
position that has equal status and pay (Wage and Hour Division (WHD): Family and Medical
Leave Act). FMLA can provide added protection in the event an employee meets one of the
elements that will require absence from work. In addition to the legally required benefits,
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 33
Motors and More must offer additional benefits in order to be competitive in attracting,
recruiting and retaining employees. Motors and More can offer benefits such as paid holidays,
vacation and sick leave, healthcare benefits to include medical, dental, vision and discounted
prescriptions, vacation and holiday pay, short-term and long-term disability, flexible scheduling
and retirement packages. Offering these types of benefits can result in employee retention,
attracting qualified candidates, boost of performances in current employees and increase
employee morale.
The effect benefits can have on the workforce is based on what type of benefits the
organization offers. Benefits can be costly to employers as employers must ensure they are
receiving an acceptable return in the form of performance from the employee (Heneman, 2007).
The type of benefits an organization offers can be a deciding factor when potential employees
are seeking and considering employment as benefits is one of the reason employees decide to
seek employment with competitors or other organizations. An organization not offering
competitive benefits can experience high turnovers, low employee morale, low performance and
disgruntle employees. Organizations must know and understand what benefits motivates
individuals when selecting candidates for employment and in accommodating their current
employees. Benefits can sometimes outweigh monetary compensation as potential and current
employees may find it important to have medical, dental and vacation benefits in order to have
work-life balance versus high wages or salaries. Organizations who provide work-life balance is
offering employees a system that helps employees balance their work and personal lives. The
benefits of work-life balance can have a positive effect on employee attendance, employee
retention, attracting new employees, boosting morale and providing employees a sense of loyalty
(Maxwell, 2008). Work-life balances can be in the form of flexible scheduling or work from
home systems that can increase productivity and improve employee morale and attitudes. By
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 34
offering work-life balance and other benefits, Motors and More can begin rebuilding and
reshaping their organization to increase productivity, reduce turnover and create an environment
of high morale and high performances.
Non-Financial Rewards
The role of non-financial rewards is to reward and compensate employees through means
other than monetary compensation. Non-Financial rewards include career development, status,
the opportunity to work in an exciting and energizing work environment, the opportunity to do
meaningful and challenging work, benefits and non-financial rewards (Heneman, 2007). Other
non-financial rewards to consider are flexible schedules, job satisfaction, autonomy, growth
opportunity, adequate training and resources and recognition and awards (Nelson, 2010).
Employers have numerous non-financial rewards to choose from in order to design a strategy
that best fits their goals and meets the needs of potential and current employees. Determining
what type of non-financial rewards to offer within an organization can be difficult to implement
as human resource professionals must determine a cohesive system that will meet employees’
needs as well as employers’ needs.
Non-financial rewards can have a positive effect on the employees as well as the
organization. Non-financial rewards can be less costly than financial rewards as it does not have
to involve monetary payment. Building a rewards program based on non-financial rewards can
include recognition, career development and growth, job satisfaction, employee development and
training, and awards (Sammer, 2011). Organizations must understand that non-financial rewards
can create and provide an insight of fairness for employees, which will increase retention,
employee morale, job satisfaction and productivity (Sammer, 2011). Motors and More can
create a system consisting of non-financial rewards that can save the organization money, but
also build a working environment that focus not only on their customers, but also on their
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 35
employees. Motors and More must focus on career development, as it is one of the elements
needed to increase retention within an organization. Providing career development and
employee training can be a strategically competitive move as the more employees learn and build
on that learning, the more employees will remain with the organization and increase the
organization’s productivity and financial stability. However, employee turnover can be
associated with common reasons due to lack of career development opportunities, negative
working environment, lack of challenging work, not knowing the direction of the organization
and lack of recognition, which all is a facet of non-financial rewards (Sammer, 2011). Motors
and More must evaluate this area of concern, since the company is experiencing unusual high
employee turnovers. In order to reduce turnover and build employee morals, Motors and More
can customize a rewards systems that is a combination of both financial and non-financial
rewards. Creating a total rewards program consisting of both financial and non-financial rewards
would be advantageous to the company as it competes with other organizations in their market
area.
Strategic Mix
• Base wages should be considered when determining what kind of total rewards system
Motors and More would like to customize. Base wages should be determined based on
the job position, experience and difficulty of job duties. For instance, Motors and More
manufacturing employees will be compensated using wages, where employees are paid
on an hourly basis according to their schedule, using shift differential pay. Shift
differential pay is based on first, second and third shift, where second and third shift
employees receive a slightly higher pay than first shift employees. Motors and More will
use a Temporary Agency to recruit and employ additional manufacturer employees
within the organization. The organization will negotiate a contract both competitive and
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 36
aligned with the strategic goals and financial stability of the organization. Motors and
More will ensure the Temporary Agency is clear on the wages based on first, second and
third shift differentials. Motors and More will compensate its first shift temporary
employees at a rate of $12.00 per hour and $13.50 per hour for regular employees.
Manufacturers with experience will be paid based on their experience at a starting rate of
$15.00 per hour. Second shift employees should be compensated starting at a rate of
$13.50 for temporary employees and $16.50 for regular employees. Third shift
temporary employees should be compensated at a rate of $15.00 per hour and $18.50 for
regular employees. Non-manufacturer employees, such as staff will also receive wages
depending on their level of experience and education. Managers and Supervisors will be
compensated based on salary where employees are paid as exempt employees not based
on hours or overtime (Nelson, 2010). All employees will be compensated on a bi-weekly
basis and non-exempt employees will receive overtime if the employee goes over their
regularly scheduled 40 hours in a week. Employees who work in sales will be
compensated using a combination plan based on commission and a base salary. In order
to be competitive and attract employees, Motors and More will offer employees who
work in sales a combination plan based on wages and commission for achieving,
accomplishing and meeting the organization’s goals.
• Incentive – Incentives allow an organization to reward employee performances without
adding to their base salary (Nelson, 2010). Incentives can increase production within an
organization in order to meet the organization’s goals. Offering incentives can be useful
to increase productivity and enhance the team environment to get the job done. Motors
and More can offer incentives such as a free lunch for the group with the highest
productivity during that month. Every quarter Motors and More can award the team with
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 37
the least amount of accidents on the floor with small gifts or gift cards to show their
appreciation in maintaining a safe and healthy working environment. If more than one
team has the least amount of accidents on the floor, all teams receive a reward that can
range from a day off, company gifts or $25.00 gift cards. Manufacturer workers will
receive free uniforms, but will be responsible for keeping the uniforms clean and in order.
Non-manufacturer workers, incentives would include free jeans days every Friday and a
$25.00 gift card at the end of the year for being loyal and valuable employees. For all
employees Motors and More will provide breakfast every Friday that can range from
doughnuts and coffee to bagels and juice. In order to be in line with supporting a healthy
lifestyle, Motors and More would provide discounted gym memberships for employees
and their immediate family members. This will help create a healthy work environment
and encourage fitness and healthy living. As an incentive, Motors and More will offer
employees the option to purchase life insurance at a discounted rate afforded by the
organization. Merit increases will be awarded to each employee not heavily based on
their performance, but as a cost of living increase every year. This incentive will allow
employees to earn additional money, not tied to performance, making Motors and More
aggressive in their perks.
• Bonus – Offering bonuses to employees can create a motivated working environment as
employees with work to achieve the strategic goal of the organization. Employees are
driven to work harder and perform better if they know there is a cash payment after
accomplishing and meeting company-wide goals. Bonuses can also be an all-inclusive
paid vacation by the organization and not always consist of monetary payment (Nelson,
2010). By rewarding employees through high performing bonuses or other beneficial
perks, would allow a competitive advantage over other organizations as employees will
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 38
perform their best to achieve the end result. Motors and More will reward bonuses to
employees on an annually basis, which will be based on the employees’ performance and
how well they managed their time and productivity in achieving the goal of the company.
• Benefits – Benefits offered by employers is a strategy that can be used to attract and
retain employees. Employees rate benefits as a key factor in job satisfaction, employee
morale and retention (Meglich, 2011). Medical, dental and vision insurance is one of the
major benefits employees and potential employees seek after and look for an employer to
provide. Motors and More will offer basic health insurance in the organization will pay a
portion and the employee will be responsible for the remaining amount. Vacation and
sick pay will be offered to employees in a separate pool. Many organizations offer a
combination of vacation and sick pay in which many individuals resent because they do
not want to use their vacation time if they are sick. Motors and More will provide this
benefit separately, which can make Motors and More competitive when recruiting new
employees. In addition to (10) ten paid holidays, employees will receive (20) twenty
days of vacation pay and (5) five sick days. Manufacturer employees who are not
temporary employees will be offered (1) one week paid vacation in the summer and (1)
one week paid vacation in December which is included in their (20) twenty days as the
plant is closed during these times. Motors and More will offer employees a 401(k) plan
where the company will match 3% of what the employee contributes up to 10 (ten) year
and after 10 (ten) years, will match 5% of the employee’s contribution. This will ensure
longevity within the organization and help to reduce high turnovers. Short-Term
disability will be offered to all employees where employees will receive 50% of their pay
if they are employed with the company for less than 5 (five) years and 60% for
employees employed with the company for (5) five years or more. Offering these
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 39
attractive benefits, will hopefully allow Motors and More the competitive edge needed to
become first in the market area.
Other Rewards for strategic workforce alignment
Other rewards Motors and More can offer would include non-financial rewards that will
build job satisfaction, employee morale, create a diverse working environment, and career
growth and job advancement. These non-financial rewards could include awarding individuals
with working a half-day, raffling sporting/concert event tickets and dinner to area restaurants.
Work from home options will be available for non-manufacturer employees one day out of the
week to create work-life balance. Flexible scheduling offered to non-manufacture employees to
also support work-life balance as many individuals seek ways to balance their work-life and their
personal life. Flexible scheduling allows employees to balance their personal life with their
professional lives in order to care for themselves or their family (Nelson, 2010). All employees
will receive their birthday off to celebrate their day of life with family and friends along with
other creative perks to allow the company to stand out. These perks along with additional perks,
will put Motors and More in the forefront of attracting and retaining highly qualified and talented
employees.
Strategic Direction
Internal Equity
Internal Equity is based on employee job evaluation, where jobs are equal and equal
opportunity of individuals is applied between jobs (Meglich, 2011). Based on Adams Equity
Theory, internal equity focuses on how fairly employers are treating their employees and how
these employees perceive the treatment as employees compares their input (commitment, hard
worker, loyalty, trust in management etc.), and output (financial rewards, recognition,
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 40
advancement, job security etc.), with the input and output of others (Meglich, 2011). If
employees misinterpret the comparison of their job with that of their counterpart, internal equity
can be negatively affected. If employees perceive inequity they feel mistreated if they are not
fairly compensated, they are looked over for promotions or feel discriminated against. With
internal equity, employees can become unmotivated, resentful, disgruntle, dissatisfied, and
unhappy, which can all lead to high turnovers and reduce productivity. The best practice of
benefits is that Motors and More will need to focus on communicating each job description
through job evaluation to ensure there are no misunderstandings or perceptions based on an
employee’s compensation and treatment. Managers at Motors and More must be able to evaluate
jobs and explain the compensation in an effective manner. Communication is essential in any
organization as each job evaluations and job positions/descriptions should be transparent in order
to create a healthy work environment that involves fair compensation whether it is pay or
promotions. Motors and More poses a threat to their organizational growth as the company
currently have one woman who is a supervisor and no other minorities in high paying jobs. The
company will need to reevaluate its current structure and engage in building a team of all types
of individuals. This will allow Motors and More to become closer to their goal of becoming first
in their market. Without making these types of changes, Motors and More risk the inability to
grow, become profitable and left behind as their competitors advance in the market area.
Market Competitiveness
Motors and More will need to be competitive in order to increase their output by 96% and
to become first to market. In order to be competitive, Motors and More will need to increase
diversity by hiring more females in management and in all areas of the organization as well as
hire minorities. Hiring different groups of individuals allows the company to attract a wide
range of potential qualified and talented employees to move the company in the right direction.
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 41
Motors and More will provide training on updated technology, equipment and services to stay in
the mix of operating with the best and most efficient equipment and procedures to produce a
team of talented and qualified workers. Motors and More will compensate employees
competitively by offering slightly more wages than their competitors Cumming, Inc. and Delphi
Corp (Meglich, 2011). By offering more for compensation, Motors and More will have the
opportunity to attract highly qualified and talented employees in their selection process and
retain currently skilled employees. Recruiters will build face-to-face relationships in attracting
candidates and communicating the benefits of working at Motors and More. Face-to-face
relationships will allow recruiters to have one-on-one interaction with potential candidates
during the preliminary screenings before the recruiting process begins. Job vacancies should be
posted internally to all current employees for an opportunity to grow and advance within the
company. By offering this measure, Motors and More create loyalty, commitment and a team
who will go above and beyond to ensure the strategic and organizational goals are met. Motors
and More will also hire temporary employees in its manufacturing department to increase
production and meet product demand. If the temporary employee can handle meeting the
expectation of the job demands, the temporary employee will become a full-time employee
within (3) three months of their temporary assignment and have access to all benefits Motors and
More employees enjoys. This will allow temporary workers who have learned and mastered the
job an opportunity to join the growing company.
Individual Rewards’ Distribution and their alignment to Performance Management
Individual performance should be linked with organizational goals to determine the
employee’s contributions and success in their position (McPhie, 2006). Individual rewards can
have a great impact on employees. These types of rewards such as employee recognition,
employee rewards, and employee praise all provide a sense of accomplishment, acceptance and
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 42
security to employees. Motors and More can establish a newsletter where employees are
individually recognized for their accomplishments. These newsletters would be available not
only internally, but externally as well to show we are proud of our employees and value their
loyalty and commitment to the company. Employees of the month can also be individually
recognized by rewarding these employees upfront parking with a sign to read “Employee of the
Month.” The employee of the month for manufacturers will be based on their productivity and
for non-manufacturer works will be based on their level of going above and beyond to ensure the
company is meeting its goals and customers are satisfied. Another way to recognize exceptional
employees is to allow those employees work on special projects creating a sense of importance
and value to the employee. Employees feel valued as it creates job satisfaction, motivation and a
positive working environment (Meglich, 2011). Allowing employees to work on special projects
also creates the opportunity for the employee to learn other tasks and can possibly lead to
internal promotions. At the end of the year, Motors and More will acknowledge employees of
the year by having a luncheon and small gifts to show the company’s appreciation to those
individuals. Individual rewarding and recognition builds confidence in individuals and causes
the employee to work harder and strive for success in meeting their goal as well as the
organization’s goals.
Compensation Strategies that may enhance the Total Reward Strategy
Pay for Performance
When implementing the pay-for-performance program, the organization must clearly
communicate and explain the expectations, how to accomplish the expectations successfully, and
what is involved in the pay-for-performance appraisal system (Heneman, 2007). Managers will
successfully be trained on how to properly administer the pay-for-performance benefit as well as
train, lead and coach employees on how appraisal system works and how to achieve a successful
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 43
appraisal (Heneman, 2007). It is important that employees be able to trust their managers and/or
supervisors in order to have a successful pay-for-performance program (Sammer, 2011). Motors
and More Inc. will use a Merit Grid (table 1.5) that is cost effective and has range control. The
Merit Grid will be based on Performance Ratings to include exceptional, above average, meet
standards, needs improvement and not meeting standards. Motors and More will ensure the
company is practicing fairness based on employees meeting the organizational goals.
Manufacturer and Sales employees will receive pay for their performance as their performance
generally effects the financial and productive growth of the company. Sales employees will
receive a commission on top of their base salary for every sale the employee closes. The
commission will be a percentage of the sale, depending on the sale of the item. Manufacturers
pay-for-performance will be based on the how effective and efficient they operate while on the
floor. The performance program will be based on the number of output production the
manufacturer produces and how the manufacturer accomplished that output without incident.
Non-sales employees will receive a pay-for-performance increase according to an appraisal
system. The appraisal system will evaluate employee’s performances, how they accomplished
each goal and any improvements if necessary. By adhering to all rules and following all
procedural elements, pay-for-performance can be successful and widely accepted within an
organization.
Broadbanding
Broadbanding is based on large pay ranges and has a maximum approximately 40%
above the minimum (Heneman, 2007). When organizations decide to implement broadbanding,
the organization may want to support a new culture. Motors and More may want to consider this
approach as the company will add minorities and various ethnicities to the organization. In order
for Motors and More to grow, broadbanding will allow the organization to be flexible and push
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 44
toward supporting career development for all types of employees. Broadbanding also allows an
organization to have flexibility in assigning compensation pay to job positions based on
performance management. Broadbanding can be successful by reducing turnover and increase
productivity if implemented correctly. Managers will have to develop a strategic plan in
determining how to successfully support a growing organization.
Group Incentives
In group incentives setting organizations pay cash or issue stocks for performance by
measuring the employees who work as a team in a team environment (Heneman, 2007). Group
incentives encourage team work and provide employees the opportunity to work collaboratively
to accomplish the end result. Group Incentives will be awarded for the entire workforce if the
organization meets its organizational and strategic goals. Each employee will be rewarded for
meeting and accomplishing the organization’s business goals. Gainsharing is part of group
incentives and is rewarded through compensation. Gainsharing allows organizations to reward
employees for cost reduction and improving productivity to help employees understand what is
important to the organization by working together to obtain the common goal equally (McCain,
2007). By rewarding each employee, it creates a work environment that has high morale,
increased job satisfaction, low turnover, and high productivity.
Training and Learning Strategy
Training is important for an organization as it allows their employees to be versatile and
perform competitively with other organizations in the market (Garvan et al, 2006). Training is
another way of investing in the talent an organization has. Training can show employees that
they are valued and that the company is invested in helping with career and developmental
growth. Investing in Motors and More employees should be visible in employee’s productivity
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 45
and attitude towards their duties which in turn will lower the turnover rate and increase employee
morale (Chiang et al; 2005).
Training Needs Assessment
Shepherding a training needs assessment will provide an organization with a tailored
assessment of what the organization is lacking and how to best correct those areas. The
assessment should be conducted so the organization can obtain the right tools and training
methods to ensue training is effective, efficient and corrects any issues the organization may be
experiencing (McArdle, 1998). A need assessment is far reaching in the information that it is
able to produce for HR to implement the correct training. If done correctly it is very effective as
the assessment will show deficiencies in performance, employee’s competency levels, identify
the causes of particular problems and make identifying the solution less tedious (Rossett, 1987).
Needs Assessment
A needs assessment will be conducted to assess the need for training at Motors and More
Inc. The needs assessment in its entirety will employ both questionnaires and interviews to fully
understand the training needs of Motors and More employees. This understanding will allow
Motors and More to better serve its customers as well as the organization as a whole.
Questionnaires will be used to identify the tasks, skills and behaviors that employees will need in
order to be successful. According to Noe, (2010), a questionnaire is a research tool that is used to
garner information. This research tool is low cost and is able to provide information from a large
number of individuals’ simultaneously. An interview is a more hands on tool that is used in
extracting information and details about training needs as well as causes and solutions to
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 46
problems. Using both methods can allow Motors and More to obtain a more accurate assessment
of its training needs and lack thereof.
Motors and More Inc. is a thriving business-to-business company that specializes in
manufacturing small motors and accessories for industrial and home products (Don McCain,
Ed.D. Motors and More Inc. - A Progressive HR Case Study, 2007). Motors and More training
needs will be specific and should be evaluated and updated as often as possible. The training
strategy Motors and More will implement is crucial in order for the company to grow at the rate
that management is projecting. The strategy will need to remain current so that Motors and More
can compete against industry competitors regarding the latest technology techniques and
methodologies used.
The needs assessment focuses on three different areas to determine what training
necessities exist and who needs to be trained; the three different areas in the needs assessment
are Organization Analysis, Task Analysis, and Person Analysis.
The Organizational Analysis examines the environment, strategies, and resources Motors
and More Inc. possesses, assisting in the determination of what training should emphasize.
Organizational analysis sifts through the organization compiling information on what areas in the
organization training is needed, the skills and knowledge employees have to possess in order for
training to be effective and also looking into the environment that training will be
conducted(Brown, 2002, p. 572). When examining Motors and More there are two key factors
that need to be assessed to help determine where training emphasis needs to be placed. The two
key factors are; the size of the department(s) and how busy the departments remain. These are
crucial environmental factors that will greatly impact the training needs of the organization.
Department size and how busy a department is, will determine the amount of employees and
define operational key factors such as design and resources.
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 47
The Task Analysis is HR looking at job descriptions to see the specific skills, knowledge
and abilities that are needs to perform the different jobs within the organization (Miller &
Osinski, 1996). After the task analysis has been conducted what will be an indication for the
need for training are the gaps and unanswered questions that the analysis produces. Motors and
More will use a variation of tools to collect the task analysis data such as; job descriptions, on-
site observation and questioning, job safety analyses, analyses on the hazardous level of the job,
performance standards, and review of best practices based on the competitors in the industry
(Miller & Osinski, 1996).
The person analysis is the determination of the specific individuals who are in need of
training. It identifies if an employee has the necessary individual to absorb the training material
that will be presented in training and the ability to apply what was learned in their everyday work
duties (Noe, 2010). Identifying issues in an employee’s performance comes out of looking into
the employees work environment and work history which will include looking at productivity,
and the equipment they work with daily (Miller & Osinski, 1996). By evaluating these areas,
Motors and More can actively begin making changes to ensure employees have what they need
to perform the job duties correctly.
Need Assessment Methods
Motors and More will employ the following methods to assess the need for training:
• Compare the practices of the organization to that of the industry.
• By submitting a questionnaire to all employees, managers and supervisory staff.
The questionnaire essentially is going to help us gather the necessary information to plan and
implement customized training derived from information assessing from employees current
knowledge and skill sets. The data collected will identify the areas that need improvement, and
allow training personnel to develop training content and provide direction the training needs to
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 48
take. The Training Development Manager and Training Facilitators of Motors and More we will
be able use the assessment information gathered to assess the brand expectations, desire
outcome, and available resources for training.
To understand the effectiveness of the training program that has been implemented there
has to be an evaluation of the training quality, course design and learning experience (Tansky
and Cohen, 2001). These methods of assessment will allow us to address training for new and
current managers as well as supervisors at Motors and More. It will help the human resources
department decide how to approach orientation programs for new employees, the refresher
course training for current employees, and management skills training for managers and
supervisory positions.
The organization will need to have an orientation program for incoming employees. This
orientation indoctrination process will give employees information about the industry,
organization, job or position. The orientation process helps to retain employees and gives them a
chance to become integrated into the company before they take their actual position in the
company. The orientation also gives HR a chance to ensure they understand the organization, the
procedures and expectations before they start their required job tasks. Current employees will
also need refresher courses in skills and diversity training to keep them current. The organization
and human resources managers will need to evaluate whether bilingual training would support
the workforce (Don McCain, Ed.D. Motors and More Inc. - A Progressive HR Case Study, 2007)
With Motors and More growing, the organization will constantly be adding team leaders;
hence recurring leadership training will be necessary. Motors and More had a system in place
where management personnel were promoted on the basis of seniority, with this kind of system it
means that there is no guarantee that Motors and More senior management possess any
management level training. This could pose a problem for Motors and More, as employees may
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 49
recognize the lack of skills and training in managers and may begin to resent them, their job or
both, causing an increase in turnovers. Basic leadership training in areas of budgeting,
forecasting, employment laws, performance evaluation, goal setting and 360 feedback would
improve the employee’s capabilities, job satisfaction, and morale, thus reducing turnover rates.
Promotion by seniority also resulted in a lack of women and minorities in top-level positions,
indicating the need for diversity training. Diversity training is also recommended for all groups
(Don McCain, Ed.D. Motors and More Inc. - A Progressive HR Case Study, 2007). Employers
must place importance on these factors in order to make their employees satisfied and retain
qualified and skilled employees. Providing proper orientation prior to the employees becoming a
part of the company, the community and partaking in adding to the value and understanding the
nature of the organization's products and services provided to the target community defiantly will
lead to better employees commitment to the job; hence contribute to the organization
productivity (Ahmad, 2012).
Training Content Development
HR will have two choices of how to obtain their training content. They can either develop
the training content or purchase it. In developing content internally we will accomplish this by
using SME’s (subject matter experts). Purchasing training programs that have already been
developed rather than having one customized is an option. Conversely, such standardized off-
the-shelf training programs are not customized by vendors for individual organizations and
therefore the cost of customization must be considered. In addition, organizations will have to
account for the cost, time to delivery and size of workforce to target are also factors to consider
when determining the training content and how it will be developed or obtained.
Evaluation Tools to Measure Training Success
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 50
The best-known and most widely-used model for the evaluation of the effectiveness of
training programs is the model of four levels of Kirkpatrick. According to Kirkpatrick, the
evaluation of training programs should be made attending to the following four questions:
(1) What is the reaction of participants? Do they appraise training? (2) What is learnt? Do
participants improve competencies (skills and knowledge) with the training program? (3) What
are the effects on performance? Do participants change (improve) their behaviors and job
performance? (4) What are the effects on productivity? Do changes of behavior and performance
produce economic returns? (Iglesias and Salgado, 2012)
Kirkpatrick’s four levels of evaluation model:
Level 1: Reaction
Reaction has to do with acquiring information from the employee’s about what their
thought of the training they received. Therefore we want to get information such as what they
thought of the program , what they thought about environment the trainer was held in, trainer’s
and the information. This particular information will be assessed through questionnaires which
the employees will answer. The questionnaire will specifically asked questions focused on how
satisfied the trainee was with the training. Measuring the trainees reaction to the training is
important because it will help bring a comprehensive understanding of the areas that were missed
and those that need to be implemented to satisfy the trainees needs and satisfaction. (Kirkpatrick,
1994)
Level 2: Measure learning
The measuring of the learning stage is accessing trainees familiarity of the elements
(principles, techniques, procedures) present in the training program. This information is gained
through tests (pre and post) and assessments. This information as to what the learning occurred
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 51
from the training is important to HR as it will assist in planning future training (Kirkpatrick,
1994).
Level 3: Assess behavior change on the job
This is where you assess the change in skills and performance of the job after training has
been done to attain how effective the program was. Assessing information such as whether or not
employees have been using the newly learnt skills on the job and how much of the new skills
have they applied to their daily routine on the job. This assessment will shed light on many
issues for HR such as if the work environment is conducive to learning and the transfer of that
learning on to the job site (Kirkpatrick, 1994).
Level 4: Measure results
The last level of this evaluation is how assessing how a training program has affected the
company, how has the company benefitted from the implementation of this training program.
This is where you look at the elements that may have been directly related to the kind of training
that trainees underwent. Therefore we may look at productivity level, product quality, employee
turnover, and accidents after training has been performed. Assessing to what extent these
elements have changed and how much, looking at the numbers and percentages involved
(Kirkpatrick, 1994).
Training Modalities
To successfully complete training activities an individual will require a broad range of
skills, knowledge and abilities. For example, Nair, Czaja, and Sharit (2007) examined the
differences between individuals who had performed a computer based task where the results
showed that age and intelligence impacted their level of performance and how their performance
changed after training experience and practice. Everyone in the company will be a part of the
training process to ensure all individuals understand the strategic and organizational goals of the
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 52
organization. Their needs will be different and will have to be approached with those differences
in mind. Therefore when constructing training we have to remember that the ages and levels of
competency among them will be different and will need to be addressed with that frame of mind.
Therefore careful consideration will have to be taken in the approach to training our older
workers.
This consideration of our older staff is not by any means a separation between young and
old. All employees will have access to the same skill training as we need them all to be on the
same level, but we must ensure we carefully look into how best to make instill the transferring of
information. Many cognitive abilities decline with age. These important learning abilities show a
decline with age in relation to conditions under which tasks are performed and a task is fairly
new to the individual (Park, Lautenschlager, Hedden, Davidson, & Smith, 2002). However the
research does show that even though age affects the ability of our aged staff they still possess the
ability and motivation to learn and acquire new skills (Charness & Czaja, 2005).
Many research studies have been conducted on what effect the organizational factors can
have on training transfer but only a few have taken into consideration the effect that the different
training delivery methods can have on training transfer (Journal of Technology Studies.
Winter2007, Vol. 33 Issue 1, p48-56. 9p). When designing the training program we must
consider the appropriate training setting or environment. Training settings include:
• simulator;
• on-the-job training;
• classroom;
Simulations
The use of simulation to train individuals has become prominent in the business world. In
its inception it was more popularly linked to the training of aviation personnel, but over the years
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 53
has become so popular that this method f training has become open to more industries
(Perfusion. Jan2010, Vol. 25 Issue 1, p17-20. 4p).The training program for the Motors and More
Inc. employees will be done in the form of simulations. Simulations represent real life situations
where the decisions made by the trainees will mirror the ones they will make on the job.
Simulations will be a good way to present the training as it almost give the employees a kind of
hands on approach and they will enjoy it since it is related to a video game and most of the
employees are of a young age. The simulation will be available to the employees to take on
designated times just to ensure that they all do the training in a certain time slot. Even though the
time is designated it will not be rigid so as to take away from their time at work or otherwise.
The simulation will be both technical and based on theory so we can cover all levels of
information being given to them.
OJT (On-the-Job Training)
On-the-Job training (OJT) is a process in which new or inexperienced employees receive
training under instruction by qualified employees performing the same job. OJT is an affective
training tool that allows for experienced employees to develop leadership and training skills
while at the same time inexperienced employees receive new skill sets on processes and
technology that are introduced into the company. OJT provides the widest dissemination for
across training of employees across units and departments. The following are applications of
OJT;
• apprenticeship training
• self-directed training programs
• peer-to-peer training modules
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 54
OJT has the best attractiveness for organizations because of its low cost, low turnover rate and
increased job satisfaction. Unstructured OJT can have disadvantages but structured OJT will
have positive impact as long as it is not too informal (Noe, 2010).
Classroom
Classroom training is the most traditional form of instruction training there is. This
setting allows trainees to grasp the theoretical aspect of their job in a setting that provides them
room to ask questions and receive the proper answers from their instructors based on experience.
There are no meaningful learning differences between online training and that of the classroom.
However, the classroom does have the capacity of higher motivation and positive feelings
concerning their instruction than online training. Of the main methods for delivering instruction
and training, classroom instruction (i.e., instructor led), is still the most common (Salomon Smith
Barney, 1997).
Costs of the Modalities
Cost benefit analysis is used to determine how economically beneficial a training
program will be to an organization by determining the training cost and benefits. Training cost
information is important for several reasons;
1. it assesses direct and indirect cost needed for training
2. compares different programs to find the most economical one
3. to evaluate the training budget, making sure money is being spent on the right thing
4. to control the budget (Noe, Hollenbeck, Gerhart, Wright, 2010).
The cost of modalities will determine whether it is economically wise to choose a certain kind of
training method if the cost does not measure up to the return on investment. Some elements to
look at when assessing the training cost of a method are;
• Cost of Trainer
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 55
• Cost of Training Material
• Cost of wages paid during training
• Cost of lost opportunities
• Total cost
• Return of Investment (ROI)
Motors and More will be looking into using simulations, OJT and classroom as their methods of
training. In terms of cost the use of simulation has been limited by it development costs. The
development costs of simulations are expected to decrease which will make it a more popular
training method. The costs of simulation varies; a customized simulation can cost between
$200,000 and $300,000 while a simulation purchased from a supplier without any customization
costs $100 to $200 per trainee. (Noe, Hollenbeck, Gerhart, Wright, 2010).
The Cost for OJT
In order to estimate on-the-job training costs it was determined that the following four
basic questions needed to be answered: (1) what is the Journeyman level; (2) what is the rate of
learning; (3) how much time is spent by the supervisor; and (4) what are the cost elements
involved? On-the-job training can be considered an "investment" in that there is a cost involved
in this type of training, just as there is in school training. The Training Devices Center study goes
on to say: "A number of attempts to derive a rational comparative cost for shipboard OJT were
unsuccessful. The essential problem lies in the fact that the ship, while training, is also a member
of the operating forces and its time at sea cannot be attributed to training alone. A satisfactory
means of pro-rating ship operating costs among operators, or periods of time, or nature of
activity, could not be found". OJT varies from task to task in the amount of time required for
such training. Therefore, in lieu of dollar cost information, tasks were compared on the basis of
time required to achieve a given level of performance via OJT (Jacob Mincer, 1962 pp. 50-79).
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 56
Cost Elements
The cost elements to be considered for costing on-the-job training can be varied and large
in number. However, with the inclusion of each cost element the problem of costing becomes
more complex because of the concurrent increase in the number of input sources, mathematical
computations, etc. The cost elements which appear to have the greatest bearing on the cost of
OJT are;
a. Trainee's pay and allowances
b. Supervisor's pay and allowances
c. Spare parts wastage (Jacob Mincer, 1962 pp. 50-79).
The cost for classroom training
The cost of a technology-based training program seems higher when it is being compared
side-by-side with the cost of the traditional classroom style of training, but the significance
savings in the delivery of training offset the high cost of design and development. The Learning
Technologies produced by the American Society for Training and Development offer some rules
to use in evaluating the costs of traditional classroom training;
• Traditional Classroom Training - Assume 40 hours of development time for one hour
of instruction. Using $50/hour to capture the hourly costs (salary & travel), a typical 36-
hour training event in NRCS would costs $72,000 to develop (Training Costs, June 8,
2013).
Succession Planning
An effective succession plan will guide Motors and More Inc. in creating a roadmap for
success. It also has the ability to attract and motivate successful employees. HR will make a
commitment to creating and implementing effective succession plans that will embrace a
comprehensive program for the transfer of management responsibility and other lower level
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 57
positions, so Motors and More can experience the rewards of lasting legacies and growth for the
business. An effective succession plan is like an emergency plan it will literally save the
organization’s life.
The most important thing that a leader can do is to make sure that they have plans in
place for their own succession. For the organization and the employee succession planning is
one of the most important business decisions made as it prepares them both for what they have to
look forward to and gives them an eye into the future which in business is always a plus.
Distinguished economist Clifton R. Wharton Jr. noted that a leader greatest failure is failing to
prepare or mentor their successors (Jim Henderson, 2007). The concept of succession planning is
the organizations systematic effort to ensure that key positions within the organization are
continued. Motors and More would need to invest in a succession planning program because it
will help the company grow and develop at the rate they are projecting. Succession Planning at
Motors and More Inc. will provide opportunities for workers with increased potential allow them
easy access to replacements and will keep their turnover rate at a minimum.
Succession planning is an effective systematic effort, deliberately planned and driven by
an organization business strategy (Rothwell, 2001, p. 23). The basic elements of a succession
planning process are that it:
• Communicates employees career paths
• Establishes the organizations development and training plans
• Communicates upward and lateral movements in organization
• Creates a more comprehensive human resources planning system (Rothwell, 2001, p. 9)
Motors and More Inc. will use software or Web based solution to ensure the success of
the succession planning systems. This system will be purchased by the company instead of
having one customized. Motors and More is looking at a staff of 500 hundred therefore we will
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 58
need a system that will effectively allow HR to evaluate and sift through those who are eligible
for positions that need a successor at any one time. The software or web based system will allow
Motors and More to manage the large amount of data regarding positions requirements and the
potential of the employees for succession. This software will also allow the employees of Motors
and More to get involved with their succession planning by them having the responsibility of
updating their educational and experience information. With software like this HR will be able to
quickly go through and view the information on performance, accomplishments, career goals,
whether or not there is a successor for a position and develop succession plans for individual
employees.
Performance Management
Performance Management is an essential process for any organization and Motors and
More is no different. Performance management is the process by which employees, mangers and
Motors and More as a company is evaluated. It involves continuous data collection to ascertain
whether or not the desired outcomes are being achieved (US department of Health and Human
Services, 2013). The purpose of this evaluation is to determine if the company’s goals are being
met, how each employee is actually performing against their peers and their overall output. It
serves as a link that measures the company’s success in relation to the company’s strategic
vision. Performance management also serves as a tool used to identify the strengths and
weaknesses of employees and managers as well as the short comings of the company as a whole.
A successful performance management evaluation helps to motivate employees and gives
feedback. Feedback is important because it gives an employee an idea of where they stand with
in their organization and how their overall performance is assessed. High employee evaluation
scores are connected to employee promotion, department transfers, pay increases, and other non-
monetary rewards. Low evaluation scores are linked to employee counseling, training and or
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 59
termination. The performance management process needs to be accurate and respected and the
criteria to be measured needs to be clear and explained to every employee. Full disclosure of
what will be evaluated will allow the employee to work diligently in these areas to achieve the
best evaluation possible (Schermerhorn, 2011).
Criteria for Measurement
Motors and More’s strategic goal is to become a major player in the small motors and
accessories business to business sales. Their goal is to raise production output levels by 96% and
the criteria used to evaluate employees will surround the efforts per employee to help Motors and
More achieve this goal. Criteria used as performance measures are an integral part of the
performance management system and allow for important strategic decisions to be made based
on the results. Employees will be evaluated individually as well as in terms of how well they
work with in a team. Criteria for employee performance, for example, will be weighted on
meeting and exceeding their daily quota, the time it takes an employee per shift to complete their
quota, the quality of their output and how many defects per shift per output. Output measures are
necessary in determining an employee’s speed and efficiency. Speed and efficiency, within a
manufacturing industry is a vital component for success and will hold 50% of an employee’s
score. Other criteria to be measured are aligned with Motors and More’s vision of being more
diverse and increasing employee retention. A positive work environment is a key element in
employee retention. As such, other criteria for measurement will score an employee’s
willingness to be a team player. Activity measures are important as they help measure an
employee’s work effort. These will include, an employee’s attendance record, how many times
an employee has been late or called out without enough advance notice, their attitude towards
their team members and their willingness to go beyond their job description. These measures will
be used to calculate 50% of the employee’s score. When combined with the individual
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 60
component of evaluation the maximum score to be earned by an employee will be 100%. An
employee needs to hold a combined score of: 75% - 85% to meet the company’s expectation and
85% and above to exceed expectations. Scores between 50% -75% categorizes an employee as
marginal and scores below 50% positions an employee in the does not meet category.
Appraisal Methods
To evaluate these measures Motors and More will employ a combination of methods to
produce the most valid and reliable evaluation of their employees. To measure the employee as
an individual, Motors and More will use appraisals by job results for the temporary
manufacturing employees and the Management by objectives for the permanent manufacturing
employees and other regular staff members. For the team based criteria, Motors and More will
utilize the Graphic rating scale. Employee appraisal systems need to be objective. Appraisals
should not be based on the feelings of the manager or supervisor. It must be based on job specific
objectives that can be judged and quantified. Measures must be easily explained leading to
results that can be defendable. Evaluations need to include feedback that can be used to motivate
employees, with both rewards for high scores and penalties for poor scores (English, 1991).
The results approach used when evaluating employees is relatively simple. For the
temporary staff, we will only use the results appraisal methodology, and they will be judged on
their ability to meet and exceed, to meet or to don’t meet their work objectives. Quantifiable data
will be collected and used to evaluate the employee based on their specific job requirements
(www.exploringhr.com, 2013). All employees were given a job description and objectives at the
time of hire, which they are required to meet to successfully complete the job. If the temporary
staff meet or exceed these objectives then their contract with the staffing agency will be renewed.
Temporary staff members that do not meet or exceed their given objectives will be replaced by
more qualified workers. Permanent employees and managerial staff are assessed for the
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 61
individual section of the appraisal process by using the Management by Objectives method
(MBO). This method surrounds the meeting of specified objectives as does the results method,
however, it takes the process one step further. The MBO method identifies the criteria or
objectives used to measure performance, allowing the measures to be set by the employee and
their supervisor. The supervisor and the employee explore the employee’s career goals or work
goals for the year and identify these objectives as things needed for the employee to achieve their
goal successfully. This type of appraisal method fosters communication between the employee
and their manager, it increases feedback and it reduces conflicts that may ensue because of poor
performance scores. This method strives to motivate the employee to succeed at the goals that
they want to achieve, a stepping stone to promotion or more efficiency in their job (Sims, 2002).
Evaluation of all employees based on their team work will be appraised using a member
of the Absolute Approach. Using the Graphic rating scale is simple and very cost effective. It is
used to evaluate behavioral attributes deemed important to an organization. The appraisal
method seeks to place a value or a rank to specific behaviors identified and displayed by an
employee and ranks them based on a 5 point scale. These values are then calculated by averaging
an employee’s score. This method is very general and easy to use, very easy to revise and not
very time consuming, which will work well for a manufacturing plant such as Motors and More.
All employees, even the temporary employees can be ranked using this method (Table 1.6).
Other methods of appraisal, such as, Critical Incident diaries, Behaviorally Anchored
Rating scales, Ranking based on Forced distribution are either too intensive, impractical for a
manufacturing plant such as Motor’s and More or they are to basic. For a company that strives to
have between 200-300 employees ranking employees by comparing them to one another or from
the best to the worse can be very time consuming and highly subjective and unreliable.
Feedback
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 62
Performance appraisals can either be formal or informal and are usually conducted by
someone who has a thorough understanding of the job and its objectives, either a manager or an
immediate supervisor. Motors and More will conduct one formal employee performance
evaluation per year and 1 informal performance communication meeting for all permanent
employees. Motors and More’s year will be divided into a six month period, with the informal
communication completed once every 6 months and the final evaluation at the end of the year.
This will allow an employee to implement all feedback received to ensure that they achieve a
meets or exceeds company expectation. Temporary employees will be evaluated 75 days post-
employment to determine if they are suited for Motors and More as a permanent employee. In
addition to the informal and formal meetings managers will be asked to print out employee
performance sheets based on their performance within a 3 month period to be distributed to their
team. These statistics are informative only and can be discussed per employee request.
Feedback is a necessary process of any performance evaluation system and it is a main
component in performance management. Without feedback it is impossible for an employee to
improve and work in alignment with the strategic goals of the organization. One can say
feedback is a ‘necessary evil’ as giving feedback can be somewhat uncomfortable for both
managers and employees. Having someone judge and evaluate another’s performance can be
difficult, especially if the feedback is not all positive. All employees have different strengths and
weaknesses but not everyone is aware of what they are. To alleviate this problem, feedback
should ideally be given continuously. However, when managing a large manufacturing plant, this
may not be practical. Therefore Motors and More have broken down the evaluation process as
discussed above. The purpose of giving feedback at specific intervals throughout the year is to
ensure that the employee is not surprised by the evaluation process and how they are scored
(Noe, 2008).
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 63
During the informal performance communication meeting, the employee will be asked to
discuss the areas in which they believe they are exceeding in and areas where they need training.
Their performance per results and objectives will be discussed and a dialogue will be
encouraged. These informal meetings will be used primarily to let the employee know what is
being observed as well as to develop a plan to either continue meeting the expected goals or how
to get on the right path. Everything discussed will be documented and the employee will be
given their scorecard.
When giving feedback the evaluator should choose a location that is of neutral ground to
reduce the employee’s level of anxiety and the role of an employee’s coach should be adopted.
Appraisal meetings need must be problem solving in nature and less telling and selling or telling
and listening. Problem solving appraisal meetings encourage the employee to be involved in their
evaluation. The employee becomes more vested in their own development and it serves as a
motivational factor and fosters increased behavioral changes. Problem solving appraisals also
help the manager giving remain in the coach role and to be the employee’s biggest advocate.
To ensure that Motors and More delivers feedback in the most motivational way, an
appraisal strategy has been developed. All employees must complete a self-assessment prior to
any formal performance evaluations. This encourages the employee to evaluate their own
performance and it will increase awareness and dialogue about an employee’s performance. The
employee is asked to think of any areas that they believe they need more training and
development in. This encourages an employee to own their problem. Conflicts may be reduced
as the employee is the one pointing out their developmental area. Both the manager and the
employee must work together to develop a strategy to aid in the developmental areas. Specific
goals need to be set and specific dates need to be scheduled to evaluate the employee’s success
or need for more training in these areas. Managers need to keep the appraisal positive and the
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 64
employee should be praised for their achievements. Criticism should be kept at a minimum. In
addition, managers need to focus their evaluations on the results and not the person. Managers
should never attack an employee’s worth as a person. All employees must to be given an avenue
to discuss any issues that occur because of an appraisal. In particular if an employee believes that
they have been judged inaccurately, unfairly or believe that they have been disrespected.
Employees need to be educated about Motors and More’s employee website and given the link
needed to send in a formal complaint about their performance appraisal and finally, all employee
rewards based on their performance evaluation should be discussed and offered (Kulik, 2004).
Rewards
Employees will be rewarded for their efforts and their scored results based on their
performance evaluations. Employee’s must score within the Meets and/ or Meets and exceeds
categories in order to benefit from Motors and More’s reward programs. Motors and More
reward program consist of merit pay or bonuses, a day off with pay and employee recognition.
All Employees that meet and exceed the expectations through their evaluations will be publicly
recognized in Motors and More’s Newsletter. Employees will be honored both internally and
externally as the Newsletter will be available for viewing on the employee and company’s
website. This reward is a non-financial reward but can bring great pride to an employee as he can
show his friends and family his accomplishments. Employee praise motivates employees to
continuously improve performance (Miller, 2012). All other rewards will be broken down per
performance category. As stated above, for an employee to categorized as a meets employee they
must score a combined percentage between 75% -85%. These employees will be rewarded using
the pay per performance system or as some may call it merit pay. Merit pay can be defined as the
system a company uses to increase an employee’s salary based on their individual performance
(US Department of Labor, 2013). This reward will consist of raising the employee’s base pay by
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 65
3%. This benefit will be realized per pay period as the increase is distributed evenly throughout
the year. Employees who meet the expected objectives will also be entitled to an additional four
hours of personal time to be used at the employee’s discretion. Sales and other non-
manufacturing employees who work on commission will receive a $250.00 bonus at the end of
the year.
Employees that Meet and exceed the expectation, they will be rewarded with a 5%
increase in their base salary as Merit pay and they will receive a full day off with pay. Sales and
other non-manufacturing employees who work on commission, a will be given $500.00 bonus at
the end of the year. Employees who need further development such as those who scored 74%
and lower will be enrolled in Motors and Mores developmental program. There are many
different reasons that may affect an employee’s performance and it is the duty of the manager to
analyze these reasons and collaborate with the employee to create an improvement plan. The
goal is to motivate the employee with additional training and adequate resources to ensure that
the employee has all the necessary tools and for success.
The employee will be placed on a probation period of three months in which the areas
that need addressing should be approved. Employees who need additional training will be
enrolled in training programs and will be assigned a mentor. The mentor will be available to help
the employee as needed and per request. Mentors can be an employee’s peer who scored in the
Meets and exceeds category or an immediate supervisor. Employees enrolled in these programs
will be given the utmost discretion. The details of their personalized development plan will only
be shared to mentors and direct supervisors. The purpose of the developmental program is to
improve and develop employees and not to embarrass or create a hostile work environment.
Upon successful completion of the probation period the employee will be in a position to score in
the meets and or the meets and exceeds categories. This program is designed to transition an
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 66
employee from being a does not meet and marginal to meets and or exceeds employee.
Employees whose performance does not improve with in this probation period will be
terminated.
Strategic Alignment
Performance management evaluation for Motors and More is vital for their success in
achieving their strategic mission and plan. For Motors and More to become a leader in the
industry, focus needs to be placed on their competitive advantage. Motors and More’s main
competitive advantage and strategic plan lies in the quality of their employees. Motors and More
strives to diversify their work force and hire the best staff possible from nearby colleges and
other well qualified manufacture workers. The strategic rewards program developed by Motors
and More will motivate their employees, which is one of the most effective ways of producing
optimum results from employees. Rewarding employees for their hard work shows the employee
they are appreciated but mostly what is in it for them, which in turn boast productivity. Motors
and More will be better equipped to make employee financial and compensation and accurate
promotion and employee transfer decisions. (Lefton, 1978).
In short conducting performance management evaluation is a main component in the
strategic plan of Motors and Mores, to ensure that they are propelled to the next level and
become one of the leaders in the small motors and accessories business to business sales.
Human Resources Information System
In order for Motors and More to align and integrate a Human Resources Department that
provides capability, accountability, and flexibility to meet the demands of the business strategy.
The organization will require a sophisticated data collection system that is accessible to all
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 67
employees, compatible with existing systems, flexible and expandable to the organizations
changing environment. Thus, it is paramount that the organization establishes an effective
Human Resources Information System (HRIS) that meets these requirements.
The role of an 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 use of an HRIS will give benefits to an
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). For Motors and More to
implement its strategic plan, the implementation of a HRIS will be necessary to:
Maintain employee history (training, education, and performance), Tracking daily
transactions (time & attendance, leave, sick time). Meet local and federal government regulatory
requirements (Wages, Salaries and other compensatory benefits) and conduct workforce
analytics to review internal heath and organizational performance workforce diversity, and
organizational mix) (Bhavsar, 2011).
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 68
As stated earlier in the Section of Workforce Strategy, Motors and More with no existing
HR department needed to address key issues in relation to roles and responsibilities, external
environmental pressures, and unrealistic goal setting. Thus, it is vital that specific key areas to
develop a successful and sustainable HR department that will meet the needs of the
organization’s global expansion. It is of great importance that Motors and More create a
department to meet these objectives (Barlett & Ghoshal, 1990). It is also needed to apply the
same thought process to implementing a HRIS that incorporates the same strategic steps that will
insure that Motors and More can maximize its resources to the fullest. As more organizations
begin to address reducing administrative overhead cost, HR’s movement to technology will
assist organizations in understanding its need to reduce cost, increase output and maximize
resources to achieve its business strategy ("SHRM," 2013). This action will also show leaders
that HR plays an important key role in generating profit and meeting business needs. Another
goal of HR’s will be to justify the cost of providing its services against the organizations bottom-
line impact ("SHRM," 2013).
Measurement of the HRIS Strategy
Human Resources like any other department will have a vital importance to Motors and
More. HR along with its HRIS can be utilized as an added value operation. By providing its
internal customers with quantitative and qualitative metrics, managers and employees can
improve quality, productivity and service throughout the organization. Without the type of key
information HR would be functioning with only a fraction of its full capability (Fitz-enz, 1995).
Make or Buy Analysis
With any organization, two choices will arise with the implementation of a new IT
system:
1. Will I buy the system from a vendor?
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 69
2. Will I create the system from scratch?
These questions are not exclusive; other questions such as “Do I buy a single system from one
vender or multiple systems from others vendors” can arise. These are areas that would have to be
address by both HR and organizational leadership to determine the most advantageous course of
action. The “Make or Buy” concept surrounds itself on whether to create the product internally
using existing resources, or should the product be outsourced to a competent party that can
construct a product to specifications (Helms, 2013) . Before either decision can take place, a
company must gather sufficient information in both areas to make a proper response.
Make It:
Do we have the internal resources available to develop and design the product?
Do we have the funding available to purchase the components to assemble the product?
How will we train the employees to use the new system? How long will it take? What is
the timeline to implementation? What is our total cost (Helms, 2013)?
Organizations that have sufficient resources at their disposal can take this course of action. The
“Make it” method allows for firms to strengthen its core competencies and push its business
strategy forward. This avenue even allows the company to increase its competitive edge in that
market. Organizations that dove in areas of technology gain great advantages when designing
and developing an internal IT system that can later be sold on the market to other organizations
(Helms, 2013).
Buy It:
What products are available? Who are the vendors for these products? What is their
reputation? What is there level to access to resources? Can they create a product to meet
our organizational requirements? What is our total cost (Helms, 2013)?
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 70
With the “Buy it” method, the action of the firm is to submit a Request for Proposal
(RFP). The use of an RFP is a formal invitation that an organization submits to potential vendors
or suppliers to acquire information on capabilities to work on a specific task (Garrett, 2010).
RFP’s must contain the Scope of Work describing methodology and compensation for the
completion of the assigned project. Theses contents are required to form the basis of a contract
between the buyer and seller of the product (Garrett, 2010). This method offered is use when
organizations lack sufficient resources to create specific products or if the creation of that
product is extremely costly (in both time and personnel).
Finally, from these two areas, one thing is clear, “Cost”. How much will it cost the
organization to develop an HRIS using either of these methods? Like any company, Motors and
More must take great consideration as to either create an internal HRIS or solicit vendors to
obtain the system? Either way, there will be cost incurrence from this action. A strict cost
benefit analysis should be weighed on either aspect to make a determination as to which decision
to take (Fitz-enz, 1995). In addition, the organization should also account for both the short-term
and long-term uses of the system to meet its business strategy (Helms, 2013).
HRIS Access Protocols
Access to any system must have specific parameters and protocols that allow a user
specific access to their area of importance to make modifications, deletion and additions to the
system. This method put in place the needed quality controls for administrators to Q&A data
inputs to ensure accuracy of information contained is relevant (Armstrong, 2006). Each group
will require specific access to information to do what is need for their assigned task. Examples:
Employee (end-user):
Add or modify personal contact information. Request training or review competed
training, add or modify completion of education. Submit Time and Attendance. Submit and
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 71
liquidate travel request. Submit performance appraisal requirements. Submit request for new job
positions.
Line Manager (end-user):
Validate electronic employee information. Review completed training requirements.
Review employee completed education requirements. Review and validate Time and Attendance
Review, modify and submit performance appraisal. Review pending new hires and vacancies for
position availability within their department and access to all files and information pertaining to
their area of responsibility. In the two categories above, these entities would have specific and
limited access to designated areas within the system to conduct routine task essential to the
performance of their job assignments (Bal, Bozkurt, & Ertemsir, 2012).
Unlike the end users with restricted access, IT and HR professionals would have
Administrative Access/Rights (admin user). This level access would give the individual
unrestricted access throughout the system, or a specific section of that system ("SHRM," 2013).
Unrestricted access allows the admin user to perform several functions:
HR Admin Users:
1. Access to all employee personnel information to include career history, training,
attendance, pay grade, salaries, benefits, employee compensation, health records and
employment assignments (Armstrong, 2006).
2. Ability to add/change or delete administrative data, create position description and job
billet assignments. Compile organizational demographics for executive review and
determination of workforce diversity (Armstrong, 2006). Conduct quarterly, semi-annual
or annually review of data to ensure relevant and accurate information is recorded and
stored.
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 72
3. Have ability to compile, analyze and conduct, qualitative and quantitative research and
analysis of human resources planning, rewards management and Workforce Analytics
(Armstrong, 2006).
IT Admin Users:
1. Track and monitor all employee system transaction, monitor and maintain system
integrity, and security against unauthorized accesses, removal of data. Ensure system
complies with federal/local government regulations (HIPA, Privacy Act, etc).
2. Be responsible for system updates, system integrity, information security, patches and
system access (Brotby, 2009).
Users that receive this level of access should receive detailed training (initial and annual) as to
proper methods and protocols on the handling, storing and safeguarding of sensitive information.
IT Admin can also as the “watchdogs” of the HRIS system, recording and monitoring the IT
infrastructure ensuring that unauthorized access are detected and thwarted. Motors and More will
have to set in place the required safety and security requirements that meet federal/local
guideline for storing and protecting personal information (Brotby, 2009). It is important for
Motors and More execute governance on protecting information. The benefits for implementing
information security standards will improve awareness at all level of the organizations, thus
producing a culture of information security awareness (Brotby, 2009).
Conclusion
What we have outlined here is only the tip of the iceberg. Motors and More, like its
competitive rivals can be a force to be reckoned with in the small motors and accessories market.
What they required is a plan of action. What we have provided in this transformation plan are
viable avenues that can be develop planned and implemented to bring Motors and More’s
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 73
business strategy to fruition. A successful business with a strong and sustainable HR department
that will assist, amplify and expand the business strategy of Motors and More INC
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 74
Appendices Table
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 75
Table 1.1
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 76
Table 1.2
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 77
Table 1.3
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 78
Table 1.4: Staffing Plan
Position Title #Full-Time # Part-Time Total
President 1 0 1
Administrative Assistant 4 0 4
Finance and Accounting Manager 1 0 1
Account Clerk 3 1 4
Accountant 3 0 3
Accountant Senior 1 0 1
HR Vice President 1 0 1
HR Manager 1 0 1
HR Generalist 2 1 3
Talent Manager 3 0 3
Benefits Specialist 3 1 3
Workers Compensation Analyst 2 0 2
Training Development Manager 1 0 1
Training Facilitators 2 0 2
Manufacturing Manager 2 0 2
Manufacturing Supervisors 5 0 5
Manufacturing Employees 150 0 150
Quality Control Manager 1 0 1
Quality Control Supervisors 5 0 5
Quality Control Employees 15 0 15
Operations Manager 1 0 1
Operations Supervisors 5 0 5
Operations Employees 15 0 15
Maintenance and Cleaning Supervisor 2 0 2
Maintenance Employees 6 0 6
Cleaning Employees 6 0 6
Customer Service Supervisor 2 0 2
Customer Service Employees 10 0 10
Marketing and Sales Manager 2 0 2 Salespersons 15 0 15
Total 272
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 79
Table 1.5 Merit Grid
Performance Rating Below Midpoint Above Midpoint Exceptional 5.0 4.5 Above Average 3.5 3.0 Meets Standards 2 2.5 Needs Improvement 1 1.5 Not Meeting Standards 0 0
("Merit Grid," 2011)
Table 1.6 Employee Rating Scale
This Employee is Helpful:
1 2 3 4 5
Unsatisfactory Below Average Average Above Average Outstanding
(Patricia Buhler, 2002)
HUMAN RESOURCES TRANSFORMATION PLAN MOTORS AND 80
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