Professional Documents
Culture Documents
08
Spring
17
COMPANY AUDIT 4
COMPANY STRATEGY 4
COMPANY STRENGTHS 5
COMPANY WEAKNESSES 5
WORKFORCE & GROWTH OF SME 6
HR PRACTICES 7
SOCIAL CLIMATE 7
EMPLOYEE MOTIVATION 24
CURRENT SITUATION 24
PERSONNEL POLICY 25
COMPENSATION 25
BENEFITS 26
CONCLUSION 33
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Introduction
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Company Audit
Company Strategy
The current organizational strategy of SKITech is shaped by the owners
objectives. The owner, Brice La Clusaz, aims to make his company
become the world leader in alpine skis and snowboards and to increase
the presence in the markets for different types of skis. He intends to
achieve this by increasing the market position by providing its customers
with high quality and high performance products, associating themselves
as a high quality brand. There are three major parts to SKITechs strategy
of how to achieve this goal: innovation, expansion, and sustainability.
One big part of SKITechs strategy is innovation. They see research and
development as a major part of their business, which strives to renew
existing products, perfect industrial processes and develop totally
innovative ranges of products. While doing this, their overall target is to
support a further growth of turnover.
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Concerning the environment, SKITech pursues to reduce their
environmental impact of packaging through recycling, reducing of
packaging material and especially the research on those topics in order to
continuously become more green. Concerning the society within the
company, the advancements of social and personnel policies are
important, as well as the progress in development of people. The overall
objective of the owner is to make his company become a Great Place to
Grow.
Company Strengths
There are numerous strengths in the way that the SKITech runs its
business. They appear to have a good idea of how to diversify in the
market. Since they are a high quality brand with technical expertise they
are not only gaining market shares, but they are also becoming an
attractive employer. They have a good reputation externally as well as
internally among their growing number of employees. According to
employee interviews, new recruits are welcomed in a professional way.
Hiring the right people is very important, along with the fact that every
employee is placed in the section that suits them the best. We think that
Mountain SKITechs current product differentiation enables the company
to make optimal use of its employees as they can be placed within
different sections over time. The impression is that Mountain SKITech is
investing in their staff, and that they do see the connection between
maintaining their employees and sustainable economic growth.
Additionally, the company seems to be well prepared for the future from a
business perspective. Through investments in research and development
they are making their way to future breakthroughs and increased
revenues. We also consider the CSR-related investments to be smart and
right in time. To make the right investments at the right time is a very
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important key in human resource management, even though it is often
forgotten. Making sure that the business has a future is equivalent to
securing the jobs of the current employees, thus it has to be the highest
priority.
Company Weaknesses
In spite of the steady growth of the company, Montagne SKITech still has
a lot of areas of improvement it should take care of as soon as possible in
order to avoid further complications. First and foremost, the problem of
not having a well-established HR department becomes evident. This
results particularly problematic considering the current size of the
company. Since the management neglected to invest on an HR team
during the companys early stages, it will now be more problematic since
the company has grown in terms of employees, processes and complexity.
Furthermore, another problem that most probably derived from the lack of
an HR department is the financial crisis the business went through during
2012. Due to the poor crisis management, employee mistrust began to
rise and it is still present nowadays.
Further problems that derive from the precaire HR situation are issues like
having the owners wife being a permanent worker of the company,
although she is not being paid and didnt necessarily follow the proper
recruiting stages, which again might affect the companys credibility.
Additionally, over the past 3 years 100 employees have left the company.
It is unclear why they have left, further research into that would help the
company identify why they lost these employees, without knowing why
the company cannot improve their business to avoid this in the future.
Another issue SKITech is facing is the current payment classification
method, since they do not take into consideration the individual skills and
might be overall unfair for most of the employees, lowering staff morale.
Furthermore, the company is facing a lack of diversity due to their lack of
a proper HR department. This is bad for the company culture along with
company image. They should strive to include more women and
foreigners into their staff.
Although the financial crisis of the company did create many internal and
external problems, Brice managed to retain all of his employees instead of
laying them off. The company has grown and gone back to good health in
4 years. By 2013, the company was making a turnover of 109,070,000
and a net profit of 1,424,000. Their present financial capacity of more than
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5 million euro will allow the company to invest in R&D and in new
machinery for the growth of the company.
As for the development of the products SKITECH offers, they are now
present in cross-country skiing and ski trekking markets. This is thanks to
the constant development of its field of activities, which also allows it to
sell more ski bindings around the world.
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HR Practices
Prioritizing finance and product development has led Brice La Clusaz, CEO
of the company, to neglect HR-focused activities. Since it has been the
finance department that has been in charge of HR tasks, HR problems
have not been given the attention they require. Prior to our arrival the
department consisted of the MDs assistant and by Astrid, the CEOs wife,
whose expertise is unknown.
HR policies in the firm are many, but they are old policies that have not
adapted to the growth of the company and the innumerable changes in
the business environment that come with the years. This combined with a
lack of a strong HR department has caused SKITech to fall into trouble
Social Climate
Based on the testimonial of a recently recruited accountant, an idea of
the social climate inside the company can be inferred. First of all, he
stated that his reception into the firm was very warm and welcoming,
which immediately made him feel as part of the family. He mentions that
employees are very helpful and are not selfish, so they would not hesitate
in helping anyone out, especially newcomers. As well as helping with
knowledge related to work, they also helped him observe how every
profession works and how the business functions on a day-to-day basis.
The boss in charge of him also behaved very helpful and welcoming,
introducing him to all the other employees. Throughout the company
there is a feeling of openness and very little hierarchy between workers
and top executives. This leads to a relaxed and comfortable workplace,
which fits in very well with the company values and culture. All in all, the
satisfaction of the employees can be seen reflected in the quality of the
companys products and service.
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Recruitment and Selection Process
Current situation
The company Mountain SKITech has a huge number of employees for a
startup. In total they have 451 employees, divided into Engineers &
Executives, Technical Middle Managers, qualified workers and unqualified
workers. Because the company is growing rapidly, there is a huge need for
new employees in several departments.
Mountain SKITech has an issue about the age of their workers. In the
previous years, mainly workers from 40 to over 60 years had been
employed. The company is lacking younger workers. Mountain SKITechs
strategy is being recognized as an innovative start-up, which further
fosters innovation. However, if the workers are older, this might not
represent this strategy. Normally young people from the university are full
of ideas and want to work in a creative and innovative way. This is why
Mountain SKITech should recruit more people from the universities.
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and him: Each manager welcomes his new employees. He visits
them to visit the company. This is very bad for company morale and
public image, it can lead the women in the company to feel ostracized and
if these memos got out, it could reflect negatively on the company.
Another serious problem is the employment of the wife of the owner. She
is not even included in the employee roster, because she is not paid. Until
now the wife has assisted in structuring the HR department. Here, a very
bad picture of women is painted. It seems as it is okay to employ a women
without paying her, whereas this would not be allowed with a man. This
might cause legal consequences, since someone is working without
getting paid. If she decides in the future she wants a salary, she could sue
the company. Or if she decides she no longer wants to work, the company
would have to rush to fill her position, instead of taking the time to find
the right candidate. Since she is not salaried, she is not under contract of
what she needs to accomplish within her role, this means that the
restructuring of the department could take longer then it might with a
hired employee. It is clear that having the wife as an unpaid employee is a
liability for the company.
Another severe issue is, that there is very little diversity within the
company. Only 2.5% of all the employees are foreigners. It might would be
a benefit for the company, if people with different cultural values and
backgrounds work for the company. It can enrich the daily working life as
well as foster a stronger team bond between employees.
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position will require fast learning of multiple administrative systems and
we would therefore value a technical background of some kind. We need
a someone, who can organize very well, especially in several languages.
Especially English, French and German are of high importance for the
department. As the company is lacking diversity, a foreign, but trilingual
secretary would be desirable.
Job description
You will be working within a long-term contract alongside with the
CEO and Financial director, performing data-capture related tasks and
will also be working half time with the financial team. This is a unique
job opportunity that offers personal and professional development,
community building, and an in-depth view into the ski and snowboard
industry.
Responsibilities
Register different types of documents (namely invoices and
company reports) into the companys IT system
Prepare meeting minutes
Perform constant quality checks of the information
Attend planning meetings with the CEO
Organize orders and manage supplies of different non-french
customers
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Requirements
3+ years of experience in this or similar domains
Working on export
Trilingual in French, English and German
Drivers license with clean record
Available as soon as possible
Contact
Please send your full application, including your CV and motivation
letter to the following address: hr-department@mountageskitech.fr.
We could also work together with diversity agencies, who could offer us
potential employees from a variety of backgrounds - different
nationalities, different expertise, and different characters.
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Step 4: Select an Interviewing Committee
We will accurately think about which people to send as an interview
committee, as we also give the candidate an insight into our company.
So it is not only the candidate, who needs to sell himself/herself, but
also we as a company, who needs to sell ourselves as a good
company. Therefore, we are going to send 3 people:
We would ask the wife of the owner to join the selection interview,
because she already worked as an assistant. She might have some
knowledge about how a good secretary, who is also doing some
assistant jobs, should be working. Furthermore we could show the
candidate, that he/ she will have close contact to the founders of the
firm, which shows, that Montage SKITECH is like a family.
As we need someone, who interacts a lot with the job position in its daily
working life, we would send one important manager of the management
to the job interview. For them it is important to have someone
trustworthy and disciplined working, so they will get the information they
need to make far-reaching managerial decisions.
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The first hour should be questions. First, we are going to ask about the
professional skills of the applicant (approximately 30 minutes):
Where and what have you studied?
Which majors have you taken?
Why do you think that you are the right person for us according to
your skills?
What previous experiences do you have in the field of a
management secretary?
What overvalue are you going to bring to our firm?
After that, we are going to ask about the social part of the interview
(approximately 30 minutes) in order to get a deeper insight about the
applicant's motivations concerning the companys vision:
Have you participated in voluntary community service?
What suggestions would you give our company in order to become
more
environmentally friendly?
How would you make our customers become more interested and
involved in initiatives to protect the environment?
What do you think ski resorts specifically can do to improve their
environmental practices?
What environmental topic interests you the most and why?
The second part of the interview will be a case study or a scenario, which
should be given to the applicants. The objective is to see how they would
approach a problem in their potential working area.
Imagine you are sitting at your desk and 20 people are going to call
you. 10 of them are very angry and want to talk to the CEO because of
dissatisfaction with the products. Some of them start insulting you.
Besides this problem, you have tons of work to do: Lots of data needs
to be filled in into the IT system, but, unfortunately, the system broke
down. You expect to do it later, but you have your working group for
the communication with Doctors without borders in the afternoon.
How are you going to react?
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After we have seen several applicants, we are going to assess them in
the following ways:
30% of CV and Motivation Letter
70% of Interview Impressions
This will decide what person will be offered the job position as the new
Management Secretary.
CV Selection
The first applicant, Alexia BRICHEMONT, is characterized through her good
Master Degree from the Aix-Marseille University. Furthermore, through
internships, she has gained a huge knowledge in the field of recruiting,
as well as organizing. Moreover, she has also some social skills, shown
through her membership in student associations, as well as the organizing
of activities in a leisure center. However, unfortunately she only speaks
two of the desired languages. Summing up, Alexia BRICHEMONT would be
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a good candidate for a future HR department, but as the management
secretary, who would mainly be doing administrative tasks, she will be
overqualified. This could mean, that she would quickly not feel well in the
department and the threat of quitting the job would be high. Therefore, we
would ask her about her interest in a job of a future HR department and in
case, invite her to a job interview.
The last applicant, Nana PRUCHE, would be the preferable applicant. She
has mentioned lots of skills, which are of high importance for a good
management secretary. Especially being experienced in reception and
human resource software, using open office tools, electronic messaging
and agendas, formatting documents, preparing documentation, organizing
document filing, welcoming people physically and on telephone, as well as
organizing orders and managing materials and supplies for the
department, are necessary for the department. Furthermore, she has a
diploma as trilingual commercial assistant, which is unfortunately not in
the three preferable languages, but only in English and French. However,
she has social skills, shown through her participation in the Club
Mditerrane. Summing up, she would be the candidate we would most
prefer to invite for a job interview.
Marketing Strategy
We decided to focus on developing a marketing strategy in order to be
more attractive to the future talents. While there had been some
attempts to define and market the company, we feel there is much room
to expand. In 2006 SKITech formalized 4 values to represent the company
culture, humanism, openness, enthusiasm, and proximity and in a 2013
internal survey 87% of the companys employees believe and defend
those values. In addition to these values the company has a very low
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hierarchy and a strong commitment to their employees. These two factors
lead to quick employee integration, and overall comfort in the company.
We believe that we should be highlighting these company values and
culture as a way to appeal to potential employees.
The above items are the qualities of SKITech that make it a unique and
desirable place to work, and by promoting them we believe we will attract
talented potential employees. In order to promote them we would like to
advertise and partner with local universities, update our website to
provide a more user-friendly interface, and participate in or sponsor a
community service project.
Website design
The current website needs some improvements.
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in a winning pose with the sentence The planets resources are limited:
mans resources are unlimited if he is motivated!. And there could be a
picture of employees together in the nice atmosphere of aprs-ski,
laughing together, with their skiing cloths on, and two of the employees
hold up a third employee on their shoulders in the middle of the whole
group. And then, there is the sentence A Great Place to Work - A Great
Place to Grow!.
Current Situation
Mountain SKITechs objective is, that each person within the company can
blossom and exceed oneself. Therefore, there should be a growth
contract or a contract for development. This growth contract would
include a plan of where the employee hopes to go within the company. In
order to create a plan for each employee, there firstly need to be
performance reviews and interviews, to understand the employee's
current situation and skills.
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360 performance appraisal method
In order to best accomplish this we picked the 360 degree performance
appraisal method. With this method, different opinions are taken into
account. Firstly, the employee itself evaluates his/her performance. After
that, the subordinates, peers and clients evaluate his/her performance
and in the end, the superior evaluates the performance and goes with the
employee through all the different appraisals.
The most significant benefit of this appraisal method is the fact that
employees get feedback based on different perspectives and criteria.
While the supervisors might evaluate the employees based on their
output, co-workers might evaluate them based on their pleasantness to
work with, whereas subordinates might evaluate based on their leadership
skills and fairness. This will therefore allow a more complete analysis and
will yield more reliable results.
Furthermore, each party that contributes with their feedback base their
expectations on different time frames; whereas the superiors might base
their opinion on recent performance, subordinates might have a broader
perspective and rate their peers based on their overall performance. This
fosters an atmosphere of trust and team-building, since each employee
commits themselves to total honesty and help each other gain
understanding of their current performance and the improvement areas.
Finally, the last yet most obvious advantage of this method is a high job
satisfaction of employees. Since their opinion is rated as equally important
as anybody elses opinion, this makes the employees feel valuable and
with the power to positively contribute to their workplace.
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Objectives
The main objectives of Performance Management Review is to evaluate
and ameliorate the performance of employees and increase the future
value and performance inside the company. PMR also aims at improving
communication, providing feedback, understanding the needs behind
training, setting roles and responsibilities for each job position and
choosing how rewards will be allocated.
All in all, 360 Degree objective is to make appraisal more transparent and
objective.
Process Overview
We would like the employees to go through this performance review
process once a year.
Step 1: Self-evaluation
The self-evaluation gives the employee the chance to evaluate his own
performance. The employee can review his/her achievements and
his/her weaknesses from the last period and think about what went
wrong. This should be discussed later with the superior. The objective of
this is, that the employee reflects on his/her own achievements and
concretely deal about in which direction his/her career development
should go.
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The self-assessment could look like the following:
Firstly, mention the positive aspects of the last working period. Mention
your accomplishments and point out specific tasks, that went well and
why.
Now, please mention what kind of skills you would like to improve or
attain and how you think about doing that. In case, please mention,
what your supervisor could do in order to support the development of
your skills.
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Communication
He/ She is able to communicate information clearly
He/ She is able to communicate the essential information
He/ She is able to listen and take care of other people opinions
Leadership skills
He/ She is able to clearly give instructions
He/ She is an inspiring leader
He/ She distinguishes himself/ herself of fairness
He/ She can motivate me
He/ She clearly states the vision and objectives of the
department
Personal skills
He/ She fosters the team spirit within the team
He/ She has lots of social skills
He/ She can cooperate easily with his/ her employees
Quality of work
The results, he/she is performing have a positive impact on my
own work
His/Her analytical and conceptual skills contribute to execute
my daily work
During the job performance, he/her comes up with creative and
innovative ideas
Approach to work
He/ She has a strength in organizing his work and work, which
affects others
He/ She is working very structures
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He/ She is able to deliver his work in time
He/ She is flexible, when something doesnt work out
Quality of work
The purchasing experience(s) with him/her was satisfying
He/ She provides a service of quality
He/ She delivers proper work in time
He/ She is meticulous in his work
Relationship
He/she creates a relationship of confidence between the two
parties
He/she communicates clearly in a respectful and proper way
He/she shows enthusiasm during the conversation
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Guide
There are several important aspects to consider while implementing a
performance appraisal plan. This guide is meant to support the managers
through this process and future development of the plan.
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Then give time for employee to respond to the results and talk over
the points.
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Other things to keep in mind:
Use the performance appraisal as a continuous practice
Be a role model through your contribution to the appraisal
Make sure there is room for continuous improvement of the
method
Based on employee evaluation results, further steps will be taken
o Raises, ways to improve performance, training, mentorship, etc
Current situation
Currently, SKITech is following the owner's values, which intend to make
SKITech a Great Place to Work, but also a Great Place to Grow for
everybody. Furthermore, he intends to nurture people and the business
together, without any predefined limits. Therefore, skills development
had been implemented. This was implemented by the establishment of a
training plan for benefits aimed at adapting to the evolution of each job
and developing skills, the employees initiative within the framework of
personal training , as well as the employees initiative within the
framework of personal entitlement to training.
Here, the biggest problem is, that the employees arent using their
entitlement to training.
Improvements
In order to change the development of skills initiative, it should be
important, that training opportunities should not come from employees
initiatives, but from the management, who should implement
professional and personal development as part of the companys
personnel policy. With the intention of further developing people, there
should be new initiatives taken within the firm, which might attract
employees more to use their entitlement to personal development:
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as well as trainings of personal skills, like rhetoric, presentation skills or
communication. Generally, there is one trainer, who gives a seminar. On
the other side, coaching is important to be implemented. At coaching,
there is a coach and a coachee alias employee, who are going to
intensively talk about topics, the coachee wants to improve. This might
be the preparation for a new leading position or a situation within the
team, whereat the coachee doesnt know how to behave. Moreover,
there should also be opportunities to send employees to external
organizations, who specialized on further education of employees.
Employee Motivation
Current Situation
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While in the past SKITech has been recognized for their personal and
social policy, which states that sustainable economic development is not
possible without the implication and the development of people, due to
changed circumstances, with new stakes and challenges, they need to
reinvent their personnel policy to help motivate employees. While they
have a strong foundation of social responsibility that motivates employees
and carries well with the companys expansion, they lack an updated pay
scale and benefits program, which is a strong motivator for many
employees.
Personnel policy
Generally, a personnel policy has the objective of regulating the
relationship between the employee and his/ her organization. It should
ensure, that everyone is treated fairly and equal, and that each employee
is treated according to their performance. Everything has to be performed
in a transparent way.
Besides mentioning of the daily work schedule, including hard facts, like
working hours per day, vacation leave, sick leave or lunch break, HR
practices should also be included in the personnel policy. Those are the
hiring procedures and the integrating of new employees, as well as the
performance assessment procedure, which had already been transformed
in former cases. However, the compensation and benefit system is yet
missing and needs to be clearly defined in the personnel policy, so that
every employee has access to it.
Compensation
The current pay scale
This is the monthly pay scale for each level of employee
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I/C 2950 3300 4650
30
General
General
Manager
Manager
GM
GM assisstant
assisstant
Purchasing
Purchasing Logistics
Logistics R
R&&D
D Production
Production Finance
Finance
Manager
Manager Manager
Manager Manager
Manager Manager
Manager Manager
Manager
Downhill
Downhill Skis
Skis Cross
Cross Country
Country Trekking
Trekking Skis
Skis
Engineers
Engineers &
& Engineers &
Engineers & Engineers &
Engineers & Engineers &
Engineers &
Project
Project Skis
Skis Project
Project Project
Project
Executives
Executives Executives
Executives Executives
Executives Executives
Executives
Manager
Manager Manager
Manager Manager
Manager
Engineers
Engineers &
& Engineers &
Engineers & Engineers
Engineers &
&
TMM
TMM TMM
TMM TMM
TMM TMM
TMM
Executives
Executives Executives
Executives Executives
Executives
TMM
TMM TMM
TMM TMM
TMM
Qualified
Qualified Qualified
Qualified Qualified
Qualified
workers
workers workers
workers workers
workers
Unqualified
Unqualified Unqualified
Unqualified Unqualified
Unqualified
workers
workers workers
workers workers
workers
Job Title No 1 to 3 to 5 to 10 to 15 +
experience 3 5 10 15
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Managers 0
We believe that this pay scale reform will help not only to motivate
employees, but also improve employee relations and increase
transparency. Since there is a clear definition of what is expected of
them and what they will get in return they will be more motivated since
there is a set goal in mind.
Benefits
Rewarding exceptional employees
To reward good employees is crucial, but we also find it important to find
rewards that are clearly connected to what we do, in order to stay
professional. An example of this can be to hand out discounts for ski
passes and ski clothing. We consider it meaningful that our employees
are healthy and involved in the skiing activities. Another way to
encourage skiing is through providing employees with extra vacation
days as a reward. Except from these examples we will use traditional
methods including raises, promotions and gift cards. Additionally, well
performing employees will get discount books for nearby restaurants, for
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them to use during their lunch hours, which we hope will lead to closer
relationships among co-workers.
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Workplace wellbeing as motivator for employees
The employees are the most important resource of a company. Only if
their workplace wellbeing is high, they can perform their tasks in a
profit-bringing manner. Additionally, also their eagerness to engage into
the company is mainly driven by their wellbeing.
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company brand awareness. We suggest providing general items such as
branded shirts, mugs, and hats for both employees and their families.
Since SKITech is a winter sport company offering discounted rates on
branded winter gear would be ideal, that way when an employee wears
it while skiing it would be advertising for the company. This would also
make a great option for a companys holiday gift, as employees may not
want to purchase the branded clothing, but if they have it, they will
probably wear it. To increase employee engagement we could have a
company wide design competition for the various items, such as how to
incorporate the logo onto a ski jacket.
In order for SKITech to be able to identify key talent within their staff, it
results important first of all to establish a clearly defined competency
model in order to objectively measure the performance of their
employees. According to the Aberdeen group, an American service
company that conducts primary research studies, 53% of the top-
performing companies nowadays have implemented this model.
Furthermore, it is highly recommended to implement competency models
across all the hierarchy levels of the organization in order to ensure more
effective results.
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Nevertheless, it is also recommended that companies base these
competency models on their corporate culture and business objectives.
The reason for this is that it establishes an important criterion to evaluate
whether an employee is up to the companys expectations and
furthermore it will allow the company to adapt their competency models
as new key plans, priorities and strategies arise.
Personal attributes
Personal motivations and dispositions that impact job satisfaction and
ultimately define success or failure in a company. Since our corporate
culture is to give employees the freedom to constantly develop their
skills of interest, as well as the tools to do so, we will be able to identify
high-talented workers by the number of workshops and seminars they
attend in- or outside the company. Self-training, acquire new skills
Knowledge
Technical or theoretical skills that allow an employee to carry out their
tasks. Although this criterion will vary from position to position, this
could also be linked to the previous section of how much employees are
motivated to continuously actualize themselves in their business area.
Therefore, we will be able to recognize superior performance in the
willingness of workers to learn more about their business area, either
theoretically by attending academic lectures or seminars or practically
by involving themselves more in their department. Often proved with
certificates
Experience
Educational and professional practical achievements associated with
successful performance. Employees will therefore be expected to
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actualize themselves about ski sports and specific gears required to
perform this sport.
Key Strategies
Once SKITech is able to identify their strongest workers based on these
criteria, the question that comes right afterwards is how SKITech will be
able to retain these employees, since they are the ones who ultimately
drive business performance. According to a research paper carried out by
Oracle, there are certain key practices that companies can put into place
to motivate and retain their best performers. Below is a brief description
of each strategy and how SKITech can apply them to their own business.
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Since development has as many different meanings as there is people in
a company, employees should be given the tools to develop and grow
according to their motivations. They should be accountable for knowing
the companys expectations of their development and performance and
act accordingly.
Taking an example from SKITechs current business situation, it is stated
that one of their short- to medium-term objectives is to expand
internationally, in which case the company will need several new skills
from their employees, such as negotiation strategies, foreign languages,
etc. Employees can therefore choose among a wide range of training
opportunities and specialize in an area of their interest. This will allow
not only a diverse-skilled workforce, but also high performing and
engaged workers that will help to ensure the companys growth and
continuity.
Conclusion
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in the paper above the methods we have used to address these issues to
avoid further damage. Since there was a complete lack of a previous HR
department we were only able to tackle the most basic functions this
period, so in the next sector there are many issues we would like to
address including the structure of the HR department, workforce planning,
the company training plan, and the implementation and success of HR
decisions. Currently the HR department has 4 employees, which has not
really been sufficient for the needs. In the coming year we will need to
decide on a method to figure out as the company expands, when our
department needs to expand, in addition to how our department expands
(interns, departmental teams, etc). In order to properly staff our
department and other departments we need to implement better
workforce planning, in future years we hope to be proactive instead of
reactive with workload fluctuations. Furthermore, we need to have to
clearly do an onboarding plan on how the organization must train people
in order to become productive, when they are integrating into the
company. As we watch the company grow, it will be important to keep our
training plan updated, if employees are negatively reacting to certain
methods those should be changed to fit more with the company dynamic.
While we believe we have outlined method for success in this report, we
also realize that company cultures are complex things, so in the coming
year we will be evaluating the success of our methods and plans and
altering them based on our findings. In conclusion, we are hopeful for the
future and believe we have taken numerous steps to create an HR
department for SKITech that will yield positive result for the company for
future years.
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