HR Integration at M/s Riordan
Human resource is the most volatile one among the various resources (Men,
Machines, Money, Land, Natural Environment, and Government Regulations) in any
business venture. Effective, coordinated and innovative management of all these resources
is of vital importance for ensuring the success in the business. In particular,
management of Human Resources has to be accorded utmost attention/importance to
ensure smooth functioning of the organizational activities and to avoid frequent attritions
(Due to reasons attributable to employees or management) and resultant problems. It is
absolutely essential to list out, study and analyze the various activities of the Human
Resources Management applicable to the business venture, sequence the activities with
appropriate time, cost and resources, and thereafter integrate them into a proper sequential
plan for effective execution. If it is an already existing organization, we need to study the
existing system/practices and compare the same with our plan and effect suitable changes as
may be necessary. These functions are normally attended to by the Human Resources
Department, which is one of the Service Departments like Finance, Material Management
(Purchase, Stores and Sales Dispatch), Secretarial, Public Relations, Maintenance, Security etc.
HR activities cover a variety of actions starting from assessing the requirement of Manpower
(Covering direct, indirect and supervisory /managerial) for the business in question, to the
cessation of service of various employees and their final settlements which we would now
be analyzing for integration.
The first major action of HR is to assess the requirement of the manpower for
running the business. In any Manufacturing concern like M/s Riordan, the requirement of
direct manpower is calculated on the basis of the hours required for each step of the manufacture of each component, assembly and major assembly of the product and its testing as indicated in the individual process sheets which specifies the precise time, material, machine(s) and the tools required to complete the product. These hours are either based on past best standards or on the basis of time and motion studies conducted by the organization. Once the direct labor hour content is assessed, the requirement of supervisory and managerial personnel is worked out based on the industry standard direct/indirect manpower ratios and the total manpower is assessed with appropriate levels/tiers. This work is done by the Production Planning/Methods department in close coordination with Quality Assurance and HR departments.
In the past, college graduates would embark on careers in the business world with book learned business theory. Now the college curriculum can include practical use of real world situations in a web-paged virtual organization. This virtual organization allows students experience to review, analyze, troubleshoot and resolve real business problems. This paper will review the virtual company, Riordan Manufacturing, allowing students to review existing business systems, identify improvements or introduce new business systems to allow the company to thrive in the growing technology of the business world.
Once the strategy for the organization is clear, the next step in the strategic plan is to begin implementation of the plan. Implementation has five parts that include identification of the short-term objectives, initiation of specific functional tactics, outsourcing of nonessential functions, communication of policies that will empower the organizations individuals, and effective system of rewards.
Although Riordan Manufacturing has a generic strategic direction, a comprehensive strategic plan reevaluation and development must occur after the move to China. Environmental scanning, strategy formulation, strategy implementation, evaluation, and control are fundamental to the creation of a strategic plan (Wheelen & Hunger, 2010). Because, strategic planning is integral to the corporate strategy and success of Riordan the board of directors' requesting Team B formulate a comprehensive strategic plan for their organization.
The Group's strategy focuses on six key areas, in order to improve the operational effectiveness of its business. By a...
The conventional approach of training needs assessment (TNA) has considered training as the only solution and ignored non- training issues. Over time, the concept of TNA has revealed a two-fold benefit to organisations. Businesses have changed their view of TNA, and today TNA and HDRNI is seen as an important business strategy that can prepare the organisations human resources for and make them compatible with unavoidable change and opportunities (Iqbal & Khan 2011).
The company Steel Co, which has been established for around 30 years, has been in a steady decline during the current recession and although a Divisional Director has been employed by the owner the fortunes of the company have not improved. The staff is unhappy, unproductive and unimpressed by the Human Resource system that currently exists in the company. The pay structure that currently exists within the organisation has been much debated among employees who feel it is unsatisfactory. The Business Adviser will research Performance and Reward management tools in order to help the company develop a more suitable Performance and Reward system to use. A variety of sources will be used in order to evaluate the system and tools against other organisational frameworks. The pay structure within the company will also be looked at in order to identify any possible changes that could be made.
Following the steps only goes so far and defining the elements of the plan is essential for success as well. These elements would include: 1) recruitment to find talent 2) assessments to evaluate how the leadership is doing in their jobs 3) performance management to make changes as necessary to the plan 4) succession planning to eliminate gaps 5) career planning to help develop the leader for their next position 6) development of leaders to fill the gaps.
The implementation phase of the System Development Life Cycle (SDLC) is the most perplexing and crucial part of the project. Riordan Manufacturing has carefully chosen the stakeholders to ensure implementation of the Human Resources system. Going forward, a decision needs to be made in regards to what departments get the system installed first to last. The first group to use this new HR system will be the Information Technology department, followed by Human Resources. Going in this order will be the most strategic in gaining acceptance and will also train the IT folks how to use it so they can support it the end users. Lastly the remaining departments will have the software pushed to the workstations, one group at a time.
Managers rely on HR to provide effective staff capable of accomplishing the goals of the organization. HR is valuable in ensuring employees are high performers, dealing with performance issues, and certifying that existing methods are compliant to the rules, contracts and laws under which the organization operates. When HR succeeds in developing processes to attract, hire and develop motivated employees, managers are able to focus on the objectives of their department and the organization.
Kaufman, Roger and Stone, Bruce. Planning for Organizational Success: A Practical Guide. John Wiley & Sons, Inc.: New York, 1983.
It identifies an organization’s philosophy, mission, vision, goals, and measures with which they will assess performance (Kelly & Tazbir, 2014). Furthermore, it explains the organization’s plan for attaining goals and details how an organization will shift direction to meet new goals as well as allows the organization anticipate what their future needs will be (Fry & Baum, ). Through various strategic planning methods such as as the Stengths Weakness Opportunities Threats (SWOT) assessment, community and stakeholder assessments, focus groups, advisory boards, literature reviews, surveys, and interviews organizations obtain the insight necessary to develop and realize their plan (Kelly & Tazbir,
Control activities of the organizations goals and objectives set up in advance is a process of achieving that . important control of segregation of duties , proper authorization , adequate documents and records , physical control of assets and performansaktif controls and independent p...
O-Organise: Organise the future plan and to get the staff and all resources needed in order.
Planning can be used to help the organization map out a way to efficiently achieve their goals. The beginning of the planning process should include analyzing of the current situation. From this information the company can determine the goals and start to outline the steps that need to be taken to ensure that the goal will be met. Other planning activities that should be completed are determining the company’s objectives and were they want to be in the future. This will help them to choose their business objectives and strategies. In addition, the company should look at the resources that they have available and determine if they are sufficient to achieve the organizations goals.
He also needs to be aware of competition for employees’ i.e. if the company’s employees are increasing the demand for labour or whether labour is available due to redundancies. HR planning is all about getting the right people and developing. to meet the company’s objectives. RECRUITMENT & SELECTION The HR manager needs to know when, why, and how to recruit staff.