Module 1 Linking Human Resources Management To The Strategicplanyour ✓ Solved

Module 1: Linking Human Resources Management to the Strategic Plan Your instructor may ask you to respond to one or more the case scenarios below. If your instructor does not ask you to respond to these case scenarios, you can still respond on your own to help you study for the course. Human Solutions Software, Inc. You have just received exciting news. You have been appointed to be the new human resources manager for Human Solutions Software, Inc. (HSS).

Located in Maryland, HSS is a fairly new firm that started two years ago when several software developers and business people got together to develop simplified software for organizations to keep track of their human resource functions. Initially there were five part-time employee/owners, but HSS soon secured several government contracts that had a cumulative worth of over million, and a number of corporate contracts also are pending. By the end of the first year HSS had 35 employees and in the next year added another 30, plus several individuals they contract with to do specific tasks during high-demand periods. During these first two years, the human resource functions have been handled primarily by one of the original founders, who has a degree in accounting and management.

He has consulted at times about human resource functions with a general-practice attorney whom the company keeps on retainer to answer legal questions. Almost all of the company's founders agree that the company needs a human resource professional to manage their human resource functions. About half of the company's employees are computer professionals and about half are clerical, management, and marketing people. The organization is run by the five founders and is incorporated with those five comprising the board of directors. Although there is an officially designated president, management decisions are usually made by consensus of the five founders.

HSS has been projected to grow quickly in the next few years, with a total of 100 employees in the next year and more than 200 employees in five years. These figures are not backed up by anything concrete, however; they are merely guesses. Most of the founders are beginning to realize that they need a strategic plan and a more formal decision-making structure. Hiring you as the human resources manager is one of the first steps to a more formally organized company. In-Depth Scenario 1 There is debate among the founders at HSS as to the role the new HR department should play in decision-making and in strategic-plan development.

The founder who has been taking care of human resources functions says that HR needs only to keep track of pay and benefits, so there is no need for HR to be involved in decisions about the future of HSS. Another of the founders says she thinks that HR should play a big role in future planning for HSS and that HR should also be providing support for training and motivation of employees as well as a way to evaluate employees' performance. At the end of your first week at HSS, the founder who wants an expanded role for HR comes into your office and closes the door behind her. She asks you to draft a memo justifying why HR should be involved in the strategic-planning efforts and outlining the different roles HR can play in the management of HSS.

She also tells you about how the founder who managed HR in the past fought against hiring you because he thought you were overqualified to manage the "limited" HR needs of HSS. Part 1 Write a report in which you justify HR's role in drafting a strategic plan. The report should be clear enough so people will read it, but complete enough to convince the founders of the importance of a professional HR function being part of the strategic plan at HSS. The founder who wants an expanded role for HR is concerned that the other founders might see your report as self-serving, so she sees it as important for you to find and use other sources that support what you say in the memo. You must show the founders that what you say is accepted practice at other companies.

Part 2 The founder also wants you to make a presentation to the board based on the above report, so you must prepare PowerPoint slides and any appropriate charts and graphs to support HR's role in strategic planning. Tori Aklin Dr. Torrance BUSA March 2021 Project Module #1 PM1: List three opportunities and three threats and provide details on why. Opportunities 1. Jet Blue can expand into new and existing markets.

With the adoption of new technology and the governments free trade agreement there is plenty room for growth in the market. Under the free trade policy different good and services can be sold internationally with little to no government tariffs. Therefore, Jet Blue services will be used to transport these items. 2.Increasing the number of flights. By expanding Jet Blue can increase the amount of travel nationally and internationally, because more planes will be available.

This will minimize the competition from competitors like Delta and Southwest because Jet Blue will be more available. 3. Free cash flow will provide the company opportunities to invest in nearby products. With all this income coming in Jet Blue will be able to invest in newer and more competitive technology and products. Along with purchasing things the company will need to improve flights and speed, they will also a lot more disposable income to invest in simple things such as entertainment for customers to enjoy while flying.

Also, improving the comfort their travelers. Threats 1. Due to Covid-19 people now are less likely to travel and if another shutdown were to take place the company would take huge loss. This pandemic is still very unpredictable so depending on the numbers of people getting sick from it the government may decide to do another shutdown until numbers are lowered. Which means all travels locally and internationally will be suspended until further notice, this will result in unemployment and bankruptcy.

2. Strong competition amongst competitors like Southwest and Delta. In the case Jet Blue decides to expand, their competitors may decide to do the same. They can also lower their prices to create a competitive advantage over Jet Blue. For instance, giving their customers cheaper flights to maximize their clientele because people are likely go where the best price is at.

3. There may not be a regular supply of innovative products. Over some time, Jet Blue has developed numerous products in which they are responses to the development of other competitors. Being that the supply of new products being developed is not regular this can lead to high and low shifts in sales number over a period. Tori Aklin Dr.

Torrance BUSA March 2021 Project Module # 1 PM1 : List three opportunities and three threats and provide details on why . Op portunities 1. Jet Blue can expand into new and existing markets . W ith the adoption of new technology and the governments fr ee trade agree ment there is plen ty room for growth in the market . Under the free trade policy different good and services can be sold internationally with little to no government tariffs.

T herefore, Je t Blue serv ices will be used to transport these items. 2. Increasing the number of flights . B y expanding Jet Blue can increase the a mount of travel nationally an d internationally , because more p lane s will be available . T his will minimize the competiti on fro m competit ors like Delta and Southwest because Jet Blue will be more available .

3. Free cash flow will provide the company opportunities to invest in nearby product s. W ith all this income coming in Jet Blue wi ll be able to invest in newer and more competi tive technology and products. Along with purchasing things the company will Tori Aklin Dr. Torrance BUSA March 2021 Project Module #1 PM1: List three opportunities and three threats and provide details on why.

Opportunities 1. Jet Blue can expand into new and existing markets. With the adoption of new technology and the governments free trade agreement there is plenty room for growth in the market. Under the free trade policy different good and services can be sold internationally with little to no government tariffs. Therefore, Jet Blue services will be used to transport these items.

2.Increasing the number of flights. By expanding Jet Blue can increase the amount of travel nationally and internationally, because more planes will be available. This will minimize the competition from competitors like Delta and Southwest because Jet Blue will be more available. 3. Free cash flow will provide the company opportunities to invest in nearby products.

With all this income coming in Jet Blue will be able to invest in newer and more competitive technology and products. Along with purchasing things the company will Team Strategic Audit - Instructions Brief Overview #1 – More detailed instructions will be given in week two. Quality project papers are usually no shorter than 35 pages and averages approximately 38 charts/tables. Additionally, your group will do a 15 minute oral presentation with a 5-8 minute Q&A session. Students will participate in a learning team comprehensive project.

The learning teams will be assigned companies early in the semester to analyze. Each learning team will turn in a written analysis on the company assigned. The learning teams will be provided a major company to research and audit by Dr. Torrance. On average, the audit is usually around 38 Strategic Planning Audit The strategic planning audit is a learning team assignment, NOT a collection of individual papers combined to form one big paper.

Learning team members are responsible for contributing to reading, editing, checking citations, and proofreading the entire paper, not just a portion of it. If portions of the learning team paper contain plagiarized sources or material, the entire learning team will receive a grade of “F†for the course. You will turn in throughout the semester elements of YOUR portion of the project. If you fail to turn in these periodic individual progress assignments or do a poor job on them your individual portion of the team project grade will be negatively affected. Additionally, an individual student’s grade could be negatively impacted by the monthly peer evaluations or lack of correspondence per Dr.

Torrance's discretion. Dr. Torrance WILL NOT ACCEPT HANDWRITTEN OR POORLY PREPARED assignments. Since no team projects will be accepted late, the learning team leader (or a member on the team) must submit one copy of the assignment on the due date. The assignment must have a cover page with the following information: the assignment and company’s name, all students’ name in the learning team, date, and course number.

If the assignment does not have a cover page as requested by Dr. Torrance, 10% of the grade will be deducted. Also, the student should include reference pages and all assignments must follow APA guidelines. Search Purdue APA OWL for APA style guideline on Google.com. See next page for details.

Written Audit Analysis and Oral Presentation (Team of Six) Each team member will choose a color based on a collective agreement of the team and those bullet points will each member’s responsibility. In preparing a written case analysis and oral presentation, provide answers to the following answers: • Give a brief overview of the company and discuss the company’s industry • Identify the firm’s existing vision, mission, overall objective, and strategies. • Evaluate the mission statements for the organization and its competitors according to the nine mission statement components, and develop an “improved†mission statement for the organization. • Discuss any ethical issues that the company had dealt with in the past or is dealing with currently.

Did anything adverse come from it and what can they do to make amends? • Identify the organization’s external opportunities and threats. Construct and explain the External Factor Evaluation (EFE) Matrix. • Construct a Competitive Profile Matrix (CPM). Include at least eight factors and two competitors. • Identify the organization’s internal strengths and weaknesses. Construct and explain the Internal Factor Evaluation (IFE) Matrix. • Describe the financial condition. Develop and explain the financial analysis providing ratios, balance sheet, and income statement. (Must be detailed with clear interpretation of the included financial charts/tables – Very Important Analysis).

Prepare charts/table and explain each factor of the following: • Strengths-Weaknesses- Opportunities-Threats (SWOT) Matrix, • SPACE Matrix, • IE Matrix • Grand Strategy Matrix • Utilizing the strategies developed from your matrices, construct a Quantitative Strategic Planning Matrix (QSPM) (Most important analysis). Be specific in terms strategies. You should have at least three strategies including one that state "keep current strategy". • Present/detail your recommendations for the company and include justification for these recommendations. Compare and contrast your recommendations to actual strategies planned by the company. • Detailed conclusion Written Audit Analysis and Oral Presentation (Team of Five) Each team member will choose a color based on a collective agreement of the team and those bullet points will each member’s responsibility.

In preparing a written case analysis and oral presentation, provide answers to the following answers: • Give a brief overview of the company and discuss the company’s industry • Identify the firm’s existing vision, mission, overall objective, and strategies. • Evaluate the mission statements for the organization and its competitors according to the nine mission statement components, and develop an “improved†mission statement for the organization. • Discuss any ethical issues that the company had dealt with in the past or is dealing with currently. Did anything adverse come from it and what can they do to make amends? • Identify the organization’s external opportunities and threats. Construct and explain the External Factor Evaluation (EFE) Matrix. • Construct a Competitive Profile Matrix (CPM).

Include at least eight factors and two competitors. • Identify the organization’s internal strengths and weaknesses. Construct and explain the Internal Factor Evaluation (IFE) Matrix. • Describe the financial condition. Develop and explain the financial analysis providing ratios, balance sheet, and income statement. (Must be detailed with clear interpretation of the included financial charts/tables – Very Important Analysis). Prepare charts/table and explain each factor thoroughly for the following: • Strengths-Weaknesses- Opportunities-Threats (SWOT) Matrix, • SPACE Matrix, • IE Matrix • Grand Strategy Matrix • Utilizing the strategies developed from your matrices, construct a Quantitative Strategic Planning Matrix (QSPM) (Most important analysis).

Be specific in terms strategies. You should have at least three strategies including one that state " keep current strategy". • Present/detail your recommendations for the company and include justification for these recommendations. Compare and contrast your recommendations to actual strategies planned by the company. • Detailed conclusion (All members are responsible)

Paper for above instructions

Introduction

Human Solutions Software, Inc. (HSS) stands at a pivotal point in its organizational evolution. With its rapid growth in personnel and service contracts, it is essential that the company adopts a strategic plan that integrates all essential functions, including Human Resources (HR). This report outlines the justifications for HR’s integral role in strategic planning and decision-making and highlights the advantages of a comprehensive HR function at HSS.

The Significance of HR in Strategic Planning

Enhancing Organizational Effectiveness

The role of HR in strategic planning cannot be overstated. As researchers have pointed out, human capital is often regarded as the most valuable asset within organizations (Becker & Huselid, 2006). HR's involvement in strategic planning enables organizations to align human resource management practices with the company’s goals, facilitating a more effective and agile organization.

Talent Management and Development

A strong HR function plays a crucial role in talent acquisition, development, engagement, and retention, crucial elements for HSS as it aims to scale operations. When HR is involved in strategic planning, it ensures that the organization recruits and trains employees in alignment with the company’s long-term goals (Wright & Nishii, 2006). This alignment is especially vital for HSS in the software industry where competition for technical talent is fierce. By adopting a strategic approach, HSS can ensure that it builds a workforce that can adapt and thrive.

Performance Management

HR's role extends to performance management systems, which are essential for driving organizational performance. Implementing effective performance evaluation metrics aligned with strategic goals allows HSS to identify key performers and those in need of additional training. A study by Smither et al. (2005) illustrated that organizations with strong employee performance management systems have better business outcomes.

Organizational Culture and Change Management

As HSS evolves, it will face uncertainties and changes. HR is vital for managing these changes and fostering a positive organizational culture. Organizational culture typically reflects employee engagement and influences every aspect from customer experience to employee turnover (Schein, 2010). HR can shape that culture by embedding core values into the strategic plan and developing programs that support those values.

Legal Compliance and Risk Management

The early years of HSS are characterized by rapid expansion, which often leads to an increased risk of legal issues arising from non-compliance with employment laws. The involvement of professional HR can mitigate these risks by ensuring that HR policies and practices adhere to federal and state regulations. Non-compliance can lead to costly litigation and damage to the company's reputation (Berger, 2015).

The Strategic Implications of HR

Integration in Decision-Making

For HR to fulfill its potential within strategic planning, it must transition from an administrative focus to a strategic partner perspective. The Society for Human Resource Management (SHRM, 2020) makes it clear that strategic HR is about aligning HR strategies with business strategies, which helps organizations achieve their goals more effectively. This integrated approach allows for real-time adjustments to HR functions that complement business needs.

Supporting Business Objectives

HR can provide valuable insights into workforce trends and dynamics, enabling better forecasting and planning that directly supports business objectives. For instance, through workforce analytics, HR can provide data-driven insights into future workforce needs, skill gaps, and employee turnover, all of which are crucial for HSS's growth strategy (Cascio & Boudreau, 2016).

Building Employee Engagement

Engaged employees are a significant driver of company success. Research indicates that organizations with higher employee engagement have a 21% greater profitability (Harter et al., 2009). By being involved in strategic planning, HR can advocate for programs and initiatives designed to engage employees, thereby improving productivity and reducing turnover rates.

Conclusion

In conclusion, the need for a robust HR function at HSS is clear. HR must evolve from a mere administrative body to a crucial strategic partner that aligns human resource objectives with organizational goals. By participating in the strategic planning process, HR can ultimately strengthen the company’s growth trajectory, foster a positive organizational culture, and ensure legal compliance, while providing key insights into talent management and performance evaluation.
The founder advocating for an expanded role for HR is correct in emphasizing the need for strategic involvement. The synergy between HR and organizational strategy will empower HSS to navigate its growth challenges effectively and build a strong foundation that can adapt in a competitive environment.
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References

1. Becker, B. E., & Huselid, M. A. (2006). Strategic Human Resources Management: Where Do We Go From Here? Journal of Management, 32(6), 898-925.
2. Berger, L. A. (2015). The New HR Leader's First 100 Days: How To Start Strong, Hit The Ground Running & ACHIEVE SUCCESS FASTER As A New Human Resource Manager, Director Or VP. AMACOM.
3. Cascio, W. F., & Boudreau, J. W. (2016). Investing in People: Financial Impact of Human Resource Initiatives. Pearson FT Press.
4. Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2009). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 94(2), 265-277.
5. Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
6. SHRM. (2020). The Society for Human Resource Management (SHRM) Competency Model. Retrieved from SHRM website: [https://www.shrm.org](https://www.shrm.org)
7. Smither, J. W., London, M., & Reilly, R. R. (2005). Performance Appraisal: State of the Art in Practice. Personnel Psychology, 58(3), 329-355.
8. Wright, P. M., & Nishii, L. H. (2006). Strategic HRM and Organizational Behavior: Integrating Multiple Perspectives. In Research in Personnel and Human Resources Management (pp. 1-6). Emerald Group Publishing Limited.
9. Boxall, P., & Purcell, J. (2011). Strategy and Human Resource Management. Palgrave Macmillan.
10. Ulrich, D., & Dulebohn, J. H. (2015). Are We There Yet? What’s Next for HR? Human Resource Management, 54(2), 91-98.