Discuss No Replies After Reading The Cases And Problems For

Discus No Repliesafter Reading The Cases And Problems For Devel

Discus No replies. After reading the Cases and Problems for Developing and Implementing Strategic HRM Plans, please choose ONE of the following questions to discuss. Earlier this month, your company, a running equipment designer and manufacturer called Runners Paradise, merged with a smaller clothing design company called ActiveLeak. Your company initiated the buyout because of the excellent design team at ActiveLeak and their brand recognition, specifically for their MP3-integrated running shorts. Runners Paradise has thirty-five employees and ActiveLeak has ten employees.

At ActiveLeak, the owner, who often was too busy doing other tasks, handled the HRM roles. As a result, ActiveLeak has no strategic plan, and you are wondering if you should develop a strategic plan, given this change. Here are the things you have accomplished so far: Reviewed compensation and adjusted salaries for the sake of fairness. Communicated this to all affected employees. Developed job requirements for current and new jobs.

Had each old and new employee fill out a skills inventory Excel document, which has been merged into a database. From this point, you are not sure what to do to fully integrate the new organization. Why should you develop an HRM strategic plan? Which components of your HR plan will you have to change? What additional information would you need to create an action plan for these changes?

Paper For Above instruction

The integration of a newly acquired company within an existing organization is a complex process that necessitates meticulous strategic planning, particularly in human resource management (HRM). The merger between Runners Paradise and ActiveLeak presents a prime opportunity to develop a comprehensive HRM strategic plan that aligns with the combined organizational goals, enhances operational efficiency, and fosters a unified company culture. This paper explores the reasons for developing a strategic HR plan post-merger, examines which components need revision, and identifies the additional information required to formulate a coherent action plan.

Firstly, developing an HRM strategic plan is essential to ensure the effective integration of the two organizations. Without a structured plan, there is a risk of misalignment between organizational objectives, redundancy of roles, employee dissatisfaction, and a lack of clear direction. An HR strategy provides a roadmap for managing personnel, updating HR policies, and aligning human resources with the overall business strategy (Snape & Redman, 2013). It helps to establish clear communication channels, define new HR policies, and cultivate a cohesive organizational culture. Since ActiveLeak lacked a strategic HR plan previously, the merger underscores the importance of creating one to navigate the integration process successfully (Brewster et al., 2016).

In terms of components requiring change, the recruitment and staffing strategies must be revisited to determine future talent needs, optimize staffing levels, and clarify roles within the merged entity. The existing job requirements and skills inventories are a good starting point, but they need to be aligned with the new company's strategic objectives. Compensation and benefits packages should be reviewed to maintain fairness and competitiveness in the marketplace, especially considering the added value of ActiveLeak’s design team and brand recognition. Moreover, performance management systems should be updated to measure the contributions of a diverse workforce effectively and motivate employees towards shared objectives (Cascio & Boudreau, 2016).

Additionally, communication strategies are vital to ensure all employees are informed about the changes, understand their roles in the new organization, and feel valued. Developing training and development programs tailored to close skill gaps identified in the skills inventories will facilitate smoother integration and foster a unified corporate culture. Employee engagement initiatives may also be necessary to align the workforce’s values with corporate goals and prevent resistance to change (Kulik & O’Neill, 2014).

To create an effective action plan, additional information is needed. First, detailed organizational charts and role descriptions will clarify reporting structures and identify overlaps or gaps in responsibilities. Employee performance data, employee engagement surveys, and feedback sessions will reveal potential resistance points and areas needing improvement. Understanding the strategic goals of both companies will help prioritize HR initiatives. Finally, insights into the cultural differences between Runners Paradise and ActiveLeak will guide change management efforts, ensuring a smooth transition and fostering a cohesive corporate culture (Martin, 2017).

In conclusion, developing an HRM strategic plan after the merger is crucial to align organizational goals, optimize human resources, and foster a unified corporate culture. The key components such as recruitment, compensation, performance management, communication, and training must be revisited to address the new organizational structure. Gathering comprehensive data and insights will underpin the formulation of an effective action plan, ensuring a successful transition and sustained organizational success.

References

• Brewster, C., Chung, C., & Sparrow, P. (2016). Global HR: Insights from the Global HR Study. Routledge.
• Cascio, W. F., & Boudreau, J. W. (2016). The Search for Global Competence: How Organizational Staffing Drives Market Performance. Journal of World Business, 51(1), 103-114.
• Kulik, C. T., & O’Neill, B. S. (2014). Strategic Human Resource Management: Developing Small- and Medium-Sized Enterprises. Routledge.
• Martin, J. (2017). Organizational Culture: Mapping the Terrain. Sage Publications.
• Snape, E., & Redman, T. (2013). HRM: A New Direction. Routledge.