Gap Analysis: Riordan
Gap Analysis: Riordan
Riordan Manufacturing has been successful in China and has decided to open doors at a new plant in the Chinese Providence of Hangzhou. A facility has been retooled and is ready to go, but the national labor force is short. China is running short on both executive and skilled laborers. With the short employee pool in China Riordan will be looking at the surrounding nationalities of Korea, India and Pakistan to bring in workers. The search for laborer and new leaders will bring Riordan to the forefront of recognizing HR as a hard and continuous function in multinational organizations. Development of a continuous HR plan and the creation of an evaluation tool will give them the feedback to mark success or failure. A successful training program will mean employees are adapted and comfortable in a new organizational culture that has recognized the behaviors and needs of all the employee nationalities. Further research will describe in detail the issues and opportunities Riordan is facing, the Gap in where they are and where their end-stated vision is and the stakeholders that affect the organizational goals to get them to their end vision.
Situation Analysis
Issue and Opportunity Identification
Riordan Manufacturing is opening a new factory and due to labor shortages they are going to have to consider other nationalities for labor applicants. Dealing with multiple cultures means knowing and recognizing the diversity and values of many cultures and understanding the political and legal environments of those cultures. Riordan has the opportunity to be at the forefront of exploring the changing dynamics of HR in global companies by creating a dynamic and changing pool of applicants in a market that has a scarce source of trained talent. Riordan has the opportunity to become true international management leaders by adapting their management practices to recognize the different economic, political, and cultural environments of the Koreans, Indians and Pakistanis. If they do this successfully and create a pool of trained talented employees who are satisfied they will prove themselves successful and capable.
Stakeholder Perspectives/Ethical Dilemmas
The stakeholders of Riordan Manufacturing, as detailed in Table 2, are the company owners and stockholders, the employees and the customers. Riordan owners and stakeholders have their own interest to protect and must see that the company operates within legal and ethical standards providing a quality product and treating their employees with respect, which will create a level of respect from those who work for them. Having employees from many nationalities less than one roof means dealing with international operational norms and creating motivational tools and rewards that will appeal to all cultures to create a sense