Gap Analysis: Riordan Manufacturing
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Gap Analysis: Riordan Manufacturing
Linda D. Stuckey
Human Resource Management
University of Phoenix
Dr. Victoria Jones, Facilitator
January 31, 2007
Gap Analysis: Riordan Manufacturing
As employees are gifted at solving difficult problems that arise from time to time, they can be careless about the quotidian responsibilities of their job. How can a general manager embrace the courage of employees to continue to bring strengthen to the workplace quotidian responsibilities? Within Human Capital Management, directors can align employees with their skill sets.
Riordan Manufacturing is faced with employee challenges that appear to employees to be without motivation, compensation, reward or recognition. How important is it that employees have the necessary tool to effective engage in assign responsibilities. Motivation is extremely important, for one it initiates an atmosphere of creativity. When workers are not taunted with compensation issues and benefits, implementing their skills into projects become rewarding.
Situation Analysis
Issue and Opportunity Identification
“Kossek quotes, “Too often, human resources (HR) innovations serve executive needs rather than employee needs. By implicitly focusing on quantity rather than quality of innovation, executives may be searching for HR “fixes” when they should be trying to understand what influences employee acceptance of innovations and what makes for a successful HR program” (1990) p. 50.
Within Riordan HR department, Yvonne did not fully comprehend the expectations of the employees and the importance of recognition, reward both intricately and externally within the organization. However, negating cognitively the implications of low morale, employee turnover and controversy created situations that were unrecognized. These unrecognized employee contributions to the organization also lead to missed opportunities to internally aligning employees to Riordan future plans.
Stakeholder Perspectives/Ethical Dilemmas
Although Riordan has made changes strategically toward markets and manufacturing, the stakeholders turnover is increasing; job satisfaction has to be executed. The neglecting of job satisfaction executions has incurred declines in sales and profits are unstable. A need to understand the culture of the stakeholders and their competencies need to be aligned with the organization.
Capaldo, Iandoli, Zollo quotes”Overgeneralization makes the description of competencies ambiguous and does not provide HR managers with adequate practical information. An alternative, “situationalist” approach defines competencies as situated, idiosyncratic constructs whose meaning is deeply influenced by organizational culture and by the unique way people make sense of their jobs” Capaldo, Iandoli, Zollo,( 2006) p.426
End-State Vision
Riordan Manufacturing has remained a Fortune 1000 for the last 10 years.
Riordan Manufacturing is best known in Global HR Magazines for it efficiency in utilizing Human Capital practices.
During the last Presidential Administration, while experiencing the nations economic downturn Riordan Manufacturing has been regarded as a company with excellent practices for developing their employees.
After appointing a Senior Director of HR brought in from Disney Company, implemented an internal alignment of HR Department, and implementing semi-annual surveys, the motivation of employees has been altered.
Utilizing the total compensation strategy was an important step for the future survivorship of Riordan Manufacturing.
An Executive team member is present monthly for the employee reward/recognition meeting.
Gap Analysis
Gap Analysis Chart
Current Practices
Where is Riordan now?
Action Steps
How does Riordan plan to move forward?
Desired Practices
Where would Riordan like to be?
Riordan currently has an ineffective HR Department
Hire a Senior Hr Director that will implement surveys semi-annually
To have an valuable innovative HR Department
Currently Riordan does not develop or recognize the value of teamwork and employees.
Develop performance appraisal process to align business strategy and employee awards
To maintain, retain, and develop employees as value is added to the organization reward them with acknowledgements and recognition
Currently Riordan through
HR department does not utilize the total compensation strategy.
Align the implications of employee needs
Fit policy decisions to management strategy
Implement techniques of employees and organization to fit strategy
4. Realign demographic groups of employees.
To move the organization forward as a result of the total compensation strategy.
Currently HR is not effectively conduction surveys in order to market positioning and salary grades.
Conduct surveys for all company positions and that will determine current market positioning.
Execute continually the results collected from various reports such as; annual employee survey, turnover report, employee complaint analysis, customer focused teams, employee development and design analysis, and salary survey.
The current employee satisfaction audit has some implications and skills of employees are not challenged.
The performance survey will assist in a needs collected through the audit.
Develop incentives for groups as they accomplish issues within employee satisfaction audit.
The importance of gap analysis will assist Riordan in measuring teams, manage
performance, develop human capital and manage employee performance. The employee performance will have a tremendous impact the workforce approach, for Riordan this practice is important. However, the employees need security