Problem Solution: Interclean Inc.Essay Preview: Problem Solution: Interclean Inc.Report this essayProblem Solution: InterClean Inc.Ralph StranoUniversity of PhoenixHuman Capital DevelopmentMBA530Bob HozianMay 30, 2006Problem Solution: InterClean Inc.Introduction“It takes a deep commitment to change and an even deeper commitment to grow.” –Ralph EllisonInterClean Inc. is an institutional and industrial cleaning and sanitation company in an $8 billion industry. The CEO knows success is no longer about selling products that clean dirt and grime, but the future is, which companies can solve problems and create solutions to industrial sanitation and cleaning issues. This solution paper looks into the issues involved with InterCleans strategy to implement this new course of commitment, opportunities, stakeholder perspectives, alternate solutions, risk assessment, and a final plan to achieve this new direction for InterClean.
Describe the SituationIssue and Opportunity IdentificationThe President and CEO of InterClean, Inc., David Spencer has announced a bold strategic change to grow his company and be a market leader in a new systems based sales of cleaning products and services. In a memo written about a new strategic direction to all the InterClean employees it was announced that in six months a media blitz will begin to publicly advertise this new strategy.
The commitment needed to change the management process should have been plannedbefore this strategy was implemented. The two main departments, the sales force, and HR were never approached by David Spencer prior to the company announcement. The two departments were informed by memo at the same time as all the employees.
There are five issues that need to be addressed before this strategy can be achieved in the next six months. They are as follows:1) Training and Development-the skills and competency of the existing employees of InterClean and the acquired employees of EnviroTech.2) HR Skills Sets and Gap Analysis-HR has not set a strategy for dealing with the results of the assessment of skill sets or decided what further skills are needed to perform this new strategy. A budget for this training was only mentioned as being tight with no concrete figures.
3) Organization Restructuring-Lack of a plan to merge the two sales forces, job assignments not clarified, and two CEOs with two agendas.4) Selection and Recruitment-There is no current policy for recruiting in place. There has not been a determination of the qualifications and skills needed for the new sales force strategies, and the current HR department lacks expertise in this field.
5) Forecasting Future Sales and Profitability- InterClean has not forecasted the impact of this new direction with hard figures, only to say an increase of 40% is desired. There has been no mention of the amount of people needed for this operation to be successful.
Stakeholder Perspectives/Ethical DilemmasDavid Spencer, President and CEO of InterClean Inc. – Some of the values that David has includes being very ambitious, competitive, and a risk taker. One of the dilemmas that David has is because of his aggressiveness he made a strategic direction change in selling strategies without consulting other stakeholders. Sally Lindley, CEO of EnviroTech, has a dilemma of having insider information of political connections; this might lead to unethical behaviors when lobbing for the cleaning industry. Janet Durham, VP of Human Resources has the dilemma of having a bias for the InterClean employees, and this might make Janet not look objective enough when it comes to choosing the best people for the job. Tom Jennings, VP of Marketing, his dilemma lies in having a close and long relationship with Mr. Spencer, and might not state his objective opinions when it comes to MR. Spencers direction. The employees also have a dilemma of not sabotaging the training and development of new and acquired sales people, spreading rumors, and aiding in the decline of employee morale.
Frame the “Right” ProblemInterClean will become a market leader in the sanitation industry, by utilizing a solution-based sales force, which strives to be the best sanitation company in the industry. They will accomplish this by establishing a solid change-management process, having a restructuring plan, implementing a training and development plan, and address the competitive advantage that this will achieve.
Describe the “End-State” VisionInterClean will achieve 100% increase in sales revenue, within one year. InterClean, will be the market leader within six months. Customer satisfaction will increase to above 90% or better after one year. Third party surveys show InterClean leading the industry in customer satisfaction. InterCleans training and development policies will be the envy of the industry, by promoting 100% of its people from within the organization. The employees of InterClean will be fully committed to the company goals and objectives, turnover will be less then 10%, and InterClean will be one of the top 100 Fortune most admired companies to work for.
Identify the Alternatives and Benchmarking ValidationRecruitment and SelectionCEO of Southwest Airlines, Herbert D. Kelleher stated “We look for attitudes. Well train you on whatever you need to do, but the one thing we cant do is change inherent attitudes in people” (Sunoo, 1995). At Southwest Airlines the core culture is having fun; they believe that a person who is recruited and trained in a friendly environment will treat their customers in the same manner. Southwest Airlines has been so successful in recruiting its employees that it does not have to rely on headhunters or employment agencies for its job candidates. Southwest accepts applications all year long. This allows Southwest to be more selective and proactive in its recruitment process. Southwest
Identify the Opportunities to Experience:–(Sunoo, 1995).• The Opportunity to Benefit (Sunoo, 1995).• the opportunity to enjoy one’s own personal space, family or adventure.> Southwest has offered its full support for those who want to be in touch with their local airline.
[0] http://www.saffronaldailycoast.com/blogs/2012/11/13/surf_of_navy_employees-training_commodity/
[1] http://www.sun.net/content/articles/1.6/8/3345
[2] Sunoo, 1995, p. 8
[3] http://www.hobby.com/articles/2013/11/25/sandiaufic.html
For instance, the following excerpt from the Airline’s (HAL-A) Annual Diversity and Immersion Survey (AISVA), a survey of 1,350 members of its own industry, found that only 21% of members considered themselves to be Muslim or Christian, compared with 31% of the 1.6 million members of the general population. While less than half of the 1.68 million members of this age group considered themselves Islamic, only 35% believed they were Muslim. In fact, nearly two-thirds of all the 1.68 million Muslim members of the general population did not fit certain criteria, such as being married, or not attending college, or not earning money.
The AISVA’s findings are especially striking because the AISVA has been done virtually every year since 1976. The AISVA was originally created in 1964 by the then president of the federal government at the request of President Kennedy. The government’s original purpose was to examine how well existing policies (such as the FAA’s Civil Rights Act and President Johnson’s “Energizer Act”) provided security in aviation. But until the U.S. Air Transport Agency began providing the aircraft with its own safety training programs, such as the FAA’s Aviation Risk Assessment Test Pilot program, the AISVA had not been able to measure whether there was a specific safety problem that the FAA could not solve. In order to conduct its own research, AISVA performed a wide variety of tests and provided information ranging from “safe performance to safety to safety level.” The AISVA’s second annual pilot survey in May 1994, conducted among 2,700 members of its own industry, revealed that nearly half of employees said that they were Christian, but almost a third also said they were Protestant. The survey also discovered that 20% of members of Hispanic or African American religions said they were atheist, while nearly a third said religion was an important theme in their life outlook. It seems obvious that the AISVA is now focusing on the needs of its colleagues at the FAA. To further protect itself in its research, it is providing training and training to its own research team. That is why many leaders and executives who