Proposed Human Resources Initiativesrussell Vilardietta Steedch ✓ Solved

Proposed Human Resources Initiativesrussell Vilardietta Steedch

Proposed Human Resources Initiatives:

HR sections are responsible for talent acquisition and development. Talent acquisition strategy will include the development of a solid pipeline. Strengthening of the company’s brand will also be key. Talent development will involve coaching and training. Provision of continuous learning will be vital.

Metrics for Measurement include:

  • Return on investment (ROI).

  • Employee productivity rate (EPR).

  • Training effectiveness.

  • Recruitment channel analysis.

Data Collection Plan includes:

  • Identification of what to measure.

  • Identification of the sources and type of data.

  • Carry out surveys, assessments and questionnaires.

  • Measurement of the outcomes.

  • The key sources will be company information on employee performance and the profitability of the company.

Potential Ethical Issues and Risks include:

  • Possible breach of confidentiality when using the assessments and questionnaires.

  • Potential biasness from feedback.

  • Unauthorized access to the data.

  • There is a risk of inaccuracies.

Risk Mitigation Plan includes:

  • Securing the data effectively.

  • Use of feedback from different sources.

  • Double checking the details on organization performance.

  • Sensitization of the employee group on the need for accurate feedback.

Impact of Initiatives includes:

  • The pipeline will allow the organization to engage candidates they see fit for the new roles.

  • Company brand will help attract top talent.

  • Coaching and training will ensure employees gain proficiency and competency.

  • Continuous learning will allow employees to play their roles while they continue developing.

Paper For Above Instructions

Executive Summary: Leveraging Technology to Achieve Competitive Advantages

The purpose of this executive summary is to outline how Reynolds Tool & Die, under my direction as senior IT manager, can leverage technology for competitive advantages during our current expansion phase. This summary encompasses key competitive advantages we aim to achieve, assesses our internal IT resources, and articulates a plan to utilize technology effectively.

I. Competitive Advantages

The three primary competitive advantages Reynolds Tool & Die aspires to achieve include:

  1. Lower Cost of Products or Services: By optimizing our manufacturing process through advanced technology implementation, we aim to reduce production costs while maintaining product quality.

  2. Greater Internal Workflow Efficiency: Streamlining internal processes with upgraded software solutions can increase efficiency, reduce waste, and improve overall operational performance.

  3. Expansion into New Markets: Utilizing advanced data analytics and CRM solutions enables us to identify and penetrate new markets swiftly.

II. A Current Assessment of the Internal IT Resources

Reynolds Tool & Die's current IT landscape includes:

  • Hardware: We possess aging IT infrastructure across all sites, primarily relying on HP servers and workstations that are 3 to 5 years old. Only 20% of our servers are currently virtualized.

  • Software: Our software tools, including a two-version-old SAP system and outdated productivity software (Office 2010), limit our capacity for innovation and efficiency.

  • Services: We utilize MPLS for network connectivity across the sites. However, there is a need for a robust cloud solution to optimize resource allocation and disaster recovery capabilities.

III. The Plan to Leverage Technology to Achieve Competitive Advantage

To meet our competitive goals, we propose the following technology leveraging strategies:

  1. Cost Reduction: Upgrading our data center's hardware and virtualizing our infrastructure will significantly reduce maintenance costs in the long run. Buying new servers under a cloud framework can also help diminish our spree of physical requirements.

  2. Improved Workflow Efficiency: Implementing enterprise workflow management software and automating manual processes will streamline operations across departments. This software can effectively reduce lead times and costs.

  3. Market Expansion: Introducing advanced CRM solutions will provide insights into customer preferences and behaviors, enabling tailored approaches in entering new markets.

  4. ERP Software Update: Upgrading our ERP system will enhance our ability to use data insights to optimize production, leading to quality improvements and quicker time-to-market.

  5. Adopting Cloud Services: Transitioning to cloud-based services will offer greater flexibility, scalability, and the potential for faster mergers and acquisitions, positioning us competitively.

IV. Conclusion

This executive summary frames a strategic approach to leveraging technology at Reynolds Tool & Die. By investing in advanced IT resources and software, we aim to attain lower costs, improved operational efficiency, and new market penetrations, ultimately propelling our business forward amid expansion.

References

  • Anderson, V. (2015). Research Methods in Human Resource Management-Investigating a Business Issue.

  • Johhson, E., & Sylvia, M. L. (2018). Secondary Data Collection. Critical Analytics and Data Management for the DNP.

  • Muller, J. Z. (2018). The Tyranny of Metrics. Princeton University Press.

  • Zeuch, M. (Ed.). (2016). Handbook of Human Resources Management. Springer Berlin Heidelberg.

  • Smit, R. (2019). The Importance of Internal and External Market Studies. Journal of Business Strategy, 40(2), 25-33.

  • Cole, R. E. (2017). Strategy and Technology in Manufacturing. Manufacturing & Service Operations Management, 19(4), 643-654.

  • Brown, T. J., & Smith, D. L. (2020). Managing Project Risk in IT Deployment. Project Management Journal, 51(1), 123-132.

  • Parker, L. D. (2021). Innovation in Managerial Accounting: Impacts on Professional Services. Accountancy Review, 29(1), 45-67.

  • Gonzalez, R., & Roberts, C. (2020). The Role of Technology in Improving Organizational Performance. Business Research Journal, 23(3), 204-218.

  • Santos, J. (2018). Data Management and Organizational Competitiveness. International Journal of Information Management, 38(2), 170-180.