University of Phoenix Developing a Strategic Plan for HR Department PLEASE SEE SCENARIO ATTACHED Develop a strategic plan of 1,050 word or more for Global

University of Phoenix Developing a Strategic Plan for HR Department PLEASE SEE SCENARIO ATTACHED

Develop a strategic plan of 1,050 word or more for Global Plastics, Inc. Human Resource department to address the issues Janet discovered and achieve the goals outlined in the scenario. Your strategic plan should include all elements of a strategic plan and address the following:

Align each of the issues with the goals in the company’s strategic plan.
Establish metrics to measure attainment of each of the goals.
Evaluate how the strategy will address each issue identified in the scenario.

Cite all sources according to APA formatting guidelines. Sources not required but accepted. HRM/498 v5
Signature Assignment: Strategic HRM Planning Scenario
Scenario
Janet is the newly appointed HR Representative with Global Plastics, Inc. This organization operates
in the United States, Europe, and Asia and has f ared worse than its competitors during a recent
economic downturn. Janet’s predecessor retired af ter leading a major reduction in f orce, causing a
signif icant exodus of key talent. With revenue, quality, and productivity down, management set
several goals to address the human resources component of the company’s strategic plan:
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quickly re-invent the Human Resources f unction
reposition it as a strategic partner to the business
improve employee perceptions of her department
retain top talent and develop a steady but highly-qualif ied stream of candidates to f ill regular as
well as critical positions
In her f irst month on the job Janet discovered the f ollowing issues:
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The recent departure of several mission-critical employees disclosed no systematic means of
capturing expertise f rom employees; when they lef t, their knowledge lef t with them.
HR’s participation in the onboarding process of new employees was limited to having them attend
a half -day orientation session where, between a video and a slide presentation about the
company, they f illed out benef its-related, payroll, ID and other paper f orms. The new employees
departed the session with little understanding of the mission and the respective role they each
play in supporting and moving the mission f orward.
Aside f rom providing a coordinating f unction, human resources had outsourced recruiting t o third
parties who presented candidates based on their internet postings and other sources. No matter
the level of the open position, human resources rarely conducted interviews or assessments
bef ore or af ter handing over the resumes f rom the outsourced recruiter to the appropriate hiring
department. Human Resources would get involved again only when a candidate was selected.
Training and Development (T&D) had largely been outsourced to several companies that
provided generic on-line courses. The assessment of these courses added little value to the
employee’s respective position.
Job titles didn’t ref lect the work people did, and were used instead as a f ramework f or budgeting
and compensation. Many employees were doing unique work requiring dif f erent knowledge and
skills.
Job descriptions were inconsistent, long but vague lists consisting of high level duties,
responsibilities, and qualif ications.
The Perf ormance Employee Evaluation Program didn’t align with anything, was viewed by
managers and individual contributors alike as a burdensome annual chore that interf ered with
people’s “real jobs.”
Attracting the top talent remains a continual challenge especially in its overseas operations. The
turnover rate remains 20% higher than at Global Plastics US divisions.
OSHA violations continued to increase over the past 24 months even af ter the organization
committed to reduce the number of workplace saf ety incidents.

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