Human Resource 6
HumanResource Development: Simple Tech Case Study
Acompany’s primary values present the most vital initial stepstowards value-based approach. Their absence would demand the need toidentify the unique set that often ranges between three and five forproper representation of the company. However, there are instanceswhere the top management faces probable change of leadership. Suchchanges would demand drastic measures to be executed before the oldmanagement exit the office. For instance, Simple Tech Company standsa possibility of changes to its core values, better known as “SimpleWay”. With that, the CEO, Janna Holden, has to make a decision toensure the company’s successful operations run smoothly even aftershe is gone. Such measures include making recommendations to the HRDfunctions and alternative alterations to HRD functions. This meansthat the HR department is tasked with coming up with an approach toensure that The Simple Way remains embedded into the company’scurrent structure and operations. To begin with, the HR departmentwould have to identify an approach then develop a series ofapplication guidelines that could reveal the value subjected intoaction having been illustrated by the situation that could beidentified by the situation encountered by the company. Secondly, theHR department should then carry the statement values to the executivemanagement for examination, review, and approval. What follows is therecommendation action plan which is divided into four-quarterly partsnamely: Preliminary research, decision-making, implementation, andreview process. All these aim at identifying the accountabilities,costs, and timescales that are likely to be experienced.
Identificationof a company’s primary values is the most vital first step towardsa value-based approach, (Knight,J. A., 1998, p. 14).If it is not yet manifested, the need emerges to identify a specificset, which generally ranges from three to five that best representthe company’s interests. However, they should be led by a leader,most preferable a Human Resource Director. The company’s corevalues, for its stability, must be embedded firmly to its corporatevision and mission statements, or preferably in the company’s codeof conduct. According to Beardwell, J., & Claydon, T. (2007, p.49). The initial stages should involve first examining whether thesecore values represent the company’s determining factors to itssuccess (Wilton, 2011) For example, with the probable arrival ofanother CEO, Jenna Holden, the current CEO of Simple Tech realizedthat there was a need to embed the company’s core values termed as“Simple Way” to ensure that the company remains firm even aftershe has left. This paper, therefore, will examine and analyze theHuman Resource Director tasked with coming up with the completion ofall the Company policies and practices so that he can make necessaryalterations that will include the current bedrock, the “Simple Way”of the company to remain the basis of the company’s culture. Inaddition, the paper will also examine the contents of the paperoutline on what should be changed to meet the CEO’s wishes (Price,1997). Finally, recommendations will be made on the changes to thedirector’s function, and the alternative alterations on the HRdirector’s side that might result in improved contribution to embedthe “Simple Way”.
Mostcompanies over the years have experienced the loss of theiremployees, preferably at the top management. These could be as aresult of firing, poaching, lying off or the most inevitable one,through retirement. The incoming employees, for example the CEOs havethe power to either keep up the company’s status of make it crumbledown. The CEOs of most companies have mainly left the company as aresult of retirement. Often, this leaves the company vulnerable. Theincoming CEO could determine the company’s position through theprocedures, policies, and values that drives the company. Sittingthrough a seemingly unending orientation on policies, the new CEO maycome up with a “reasonable” approach to certain company’svalue, and as a result, a change on work issue could violated theHuman Resource dictum. For instance, Janna Holden is at cross-roadssince she is not certain the company will stand after she has left.As a result, she comes up with ways of embedding the company’sdriving values.
Accordingto Carey& Ogden (2000, p. 71),new CEOs often suffer under the weight and demands of hefty procedureand policy manuals after they assume office to a point that theydecide to risk with a new approach. This happens when the policiesand values put in place appear difficult to stick with and implement(Murray et al., 2008) As a result, the HR director is often taskedwith the responsibility of coming up with ways of ensuring that thecompany remains steady. Janna Holden tasked the HR Director with suchtask. This is because of what MegginsonD. (1993, p. 78) termsas “catalyst of the review” since in every instance the HRdepartment is a catalyst in itself. Janna Holden knew very well thatfine-tuning large sets of procedures and policies could be theanswer, but she also knew that the company could be faced with HumanResource-related decisions that could need her guidance,(Joy-Matthews& Surtees 2004 p. 156).With this behavioral chaos, bedrock, parochialism, and confusionwould eventually loom across the theater of operations in the company(Haldar,2009 p. 96). .
JannaHolden as the CEO overlooks the implementation of the policies, andagain determines that the company’s corporate culture needed tocreate embedded behavior fabric. Edwards (2013, p. 113),noted that such steps could ensure that the company, Simple Tech,uses these core values to set up a better environment to thehallmarks of corporate culture. They also noted that the core set ofvalues when embedded in the company’s valued-based foundation wouldbe conducive to the company success and will have to constitutedesired elements of culture (Janosik, 1994)
SimpleTech faced a situation where its core values that drive the companyremained with a possibility of experiencing changes after the currentCEO, Janna Holden retires. As a result, there is a need to embed thevalues to prevent any changes being executed in future. Before that,the current approach by the HR department is to identify andarticulate these core values Kakabadse& Vinnicombe (2004, p. 263).Once the department has codified and clarified, the formulatorsshould also produce guidelines, which show how the values could beapplied with the HR current situation. Having been amplified by theaccompanying definition, Simple Tech gave it the name “Simple Way”.Since it stands a risk, Noe& Noe (2012, p. 83)noted that this “value-based approach” to the department’spolicy articulates with the standard of desirable corporate conduct.Janna Holden had noticed this vulnerability early and is backed up byCoates& Kraakman (2007, p. 63)when they said that a firm’s historical behavior reflects a realculture if at all it is not an articulated one. Willard(2009, p. 56)argues that most companies have in place already the required toolsto clarify its values: vision, mission, and core values.
Oncethe HR department identifies approach, the next step is to develop aseries of guidelines applications that reveals the values put inaction and is illustrated by the kind of situation that may beencountered in the company (Trusset al., 2012, p. 18).The Simple Tech HR department should then take the statements valuesto the top management of the company for examination, review, andapproval. Once it is approved, as a member of the department, thedirector would then hand it to me for examination of its relevance ofembedding the company’s values into the Simple Tech company system(Alvesson & Willmott, 2006)
TheHRD Approach and its Relevance in Embedding the Simple Way
Tobegin with, the relevance of all this is as a result of finallyarticulating the company’s values. First, I aimed at identifyingthe company’s mentioned values and how it influences the companysuccess.Martin & Hetrick (2006, 103), notedthat it is the first step to a more value-based cultural approach.McGuire& Jorgensen (2011, p. 69),also caution that if such core values have not been identified priorto changing the top management, there will be a need that exists toassist in identity of a small set of corporate codes (Jakupec &Garrick, 2006) Jenna Holden realized that changes in the company’scompetitive environment, and thus turns traditional prominence of thecompany to corporate vitality (Dickmann et al., 2008)
Schein(1985, p. 7) defines corporateor an organization culture as the organization’s personality whichdrives the behavior. Its relevance becomes evident when it influencesthe way employees feel and think about their work, the way thecompany regard its community, and how its employees interact with oneanother(Flamholtz & Randle 2011, p. 26).Simple Tech in this case is evidenced by its core beliefs, values,and the overall physical working environment. For instance, JannaHolden is of the belief that is the incoming CEO would not identifyhim or herself with the company’s relevance there is a highpossibility that the company’s bedrock (core values) will beinterfered. Dowling(2001, p. 136)agrees that though it may appear intangible, the culture of theorganization plays an important role in employee loyalty andengagement, and goal profitability and attainment.
Forinstance, Simple Tech relevance to embedding the “Simple Way”into its culture is that the culture would aim at increasing thebenefits that speak specifically to the proactive approach of thecompany. Again, there is high chance of the company’s embeddedculture to impact on the manner in which it would communicate withits departmental communities (Gaines-ross,2008, p. 91),and in this case, Simple Tech would be in a better communicationposition once the new CEO arrives. In addition, its relevancestretches to changes or actions demanded by the employees inconsistency with the other forms of messaging language style (Podnar& Balmer, 2010, p. 47).
Therelevance to embedding core values into the company also demands forthe guidelines. For instance, the guidelines that accompany SimpleTech values are very essential in inculcation effectiveness. Withthis, Whitmanet al., (2010, p. 125), notedthat integrity, commitment, and innovation allows room forinterpretation. Making a decision to embed values into the company’sculture is as a result of guideline applying the values to the workdomains and as a result, it instills thoughtful patterns that aim atinfluencing value-based making of decision, (Zinkin,2010, p. 71).In addition, according to Cardone(2009, 231),it is important and possible to have more than one guidelinestatements for every single value embedded in the company’s culturesince when the workers read the guidelines, it influence theirperception of the company and with their tonal consistency andresponses (Pinninton et al. 2007)
Ferrellet al., (2008, 188),caution that if such embedded values are persuasive, there is needfor the current CEO, in this case, Janna Holden, to be predicated incorporate purposes, and thus would be permanently embodied in thevalue act before the new Simple Tech CEO assumes office. However, ifthere is values (Simple Way) do not mesh with values incorporatedinto the company’s (Simple Tech) culture, then it is likely to beignored (Elliott& Turnbull, 2005, p. 60).Worse still, Swart(2005, p. 77),cautions that it may result into confusion and conflict, whichprovokes ultimate provoking of the company’s cynic putative values.
Changes to the HRD function
StrategicVision: The Company, Simple Tech in this case must align itself withthe HR strategies and vision. The vision in this case will offer theHR department the insight on where it should head to, and theresources that are needed to help get there (Horan,2004, p. 38).The HR heads should therefore review the current vision of thecompany to ascertain which activities support the vision (Zinkin,2010, p.133).
Demographics:Simple Tech is aware that soon, their top CEO, Janna Holden, willexit the company’s top management. Again, Simple Tech mayexperience their employee aging, and as a result, it could representhigh costs for the company as well as the demand for retraining(Collins & Wood, 2009) From this, The HR department shouldexamine workforce demographics so that it can determine existence ofgaps in the employee structure and in alignment with the demands ofskilled workforce in the future (Lyons& Schweitzer 2012, p. 76).
Transferof Knowledge: This involves the transfer of experience and knowledgedown the departmental structure (Wankel & Thomson, 2008). Forinstance, it is recommended that Janna Holden, the CEO of SimpleTech to pass management insights down the corporate structure toensure that when she leaves, there will be sanity in executing herleadership skills, especially on Simple Way.Herring & Henderson (2015, p. 207)noted that it is necessary for ensuring continuity and less impact oneffectiveness and productivity.
Alternative HRD Interventions
ManagementApproach Changes for Implementation of Programs: The HR departmentwould have to embrace a different management approach to execute itsrecommendations tasked by the CEO. Such management approachesinclude: The need to embrace proactive management, and changes toorganizational management approach (Holden & Beardwell, 2001).The Simple Tech to find an alternative way of ensuring its values arekept embedded, there will be need for HRD to invest heavily on thecapital-intensive expenditure for example, investing in technologyand new equipment (Vance & Paik, 2014) But is that is not thecase, depending on the company’s strength, there will be needed tointegrate the company’s assets into its changes in the managementprocess. This could elevate the value of human system (Perotin &Robbin, 2004). Such integration could make a difference.
SimpleTech Proposed Changes over the Next 12 Months
` SimpleTech recommended an action plan that could see the implementation ofproposed changes over a period of 12 months. This plan will includeaccountabilities, costs, and timescales. To begin with, the SimpleTech should first carry out preliminary research to ascertain whatlies ahead towards they action plan. The first quarter will be tostudy the company’s processes and compare it with the industry’snorm. Such studies could include departmental expectations, customerrelationships, damages to management moral and the company’sembedded core values (Hendry, 2005) Reviews on all the suppliers,costumer contracts, liabilities and expenses, and revenueperformances should be carried out to record expected costs,timescale, and accountabilities that could be demanded. For the sakeof accountability, employees should be moved to specific departmentsand others that are surplus to requirements should be terminated.Secondly, implementation process could trigger a change in thetimescale since the process could take at least 3 to 6 months toimplement. Since costs will be incurred, be it payment of employeesor offsetting the company’s bills, they are a possibility that thecompany may fall into debts. In order to deal with this, the companywill be forced to negotiate on contracts with less pay and alsorenegotiate on old but high-expense contracts (Rothwell &Benscoter, 2012)
Secondly,the second quarter involves decision-making process. Strengths,opportunities, threats, and weaknesses are identified in the priorphases but decisions are made in this phase (D`Annunzio-Green, 2002),for example, could demand accountability on the managerial departmentin Simple Tech. This is because such issues as company threats andweaknesses could prompt Janna Holden to make a decision to embed thecompany’s driving values. The third-quarter of the action involvesthe timescale it could take the company to stabilize, accountabilityfrom the employees, and the costs that could be incurred. The finalquarter will involve the review of implementation results. This isimportant since it is the time to restructure, plug gaps, andreorganize faulty starts as soon as they are evident.
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