Global Plastics: Responding to Economic Downturn's Effects - Essay Sample

Introduction

The economy of the nation that hosts Global Plastics is in an economic downturn. The adverse effects of the economic downturn were that Global Plastics faced a substantial decrease in revenues as well as the loss of manufacturing production and quality. The frequent decline of morale among the staff led to abnormal high turnover. The competitive position of Global Plastics in the industry was weak because of the decline in productivity and a significant loss of human capital. To respond to these issues effectively, the Chief Executive Officer appointed Janet to the human resource representative position with Global Plastics, Inc. Janet was obligated to rapidly re-invent the function of human resources, reposition the corporation as a strategic partner to the business, enhance the workers' perceptions about her department, and retain top talent and create steady yet highly qualified candidates to fill the regular and vital positions.

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The chief executive officer and the human resource representative conspired to discover, recruit, train, and retain highly qualified candidates to fill important job functions. The two parties agreed that re-inventing human resource management and distinguishing the role of business associates to support the strategic business plan was vital to the competitive success of the corporation in the new economy. The new human resource corporation will promote a good image for desirable prospects and workers, and enhance the view of professionalism and corporate wellness.

Janet improved a communication plan to explain the changes made on policies and procedures to facilitate the attainment of the new human resource operational goals and deliverables after the initial fortnight of her assignment. The new deliverables will facilitate the strategic human resource management and development process that will use human capital to revive profitability.

Job Titles and Descriptions

Janet found out that job titles at Global Plastics did not precisely reflect the responsibilities of the job. The descriptions seemed vague and did not sufficiently highlight the knowledge, skills, and abilities (KSAs) that necessitated carrying out the jobs. Rather, the jobs were randomly grouped for the exercises of payroll and budgeting. Arguably, the human resource representative followed the subsequent job classification structure:

A structure on the job level was orchestrated to group jobs in grades with rewarding pay scales suitable for the level of job, qualifications, and seniority.

There was a proper organization of job titles in which they were written well to describe the job precisely. The descriptions were written again to report the measurable responsibilities of the job. Also, the KSAs and education necessitated to carry out every function sufficiently. Furthermore, the reviews of the job performance were grounded on the responsibilities of the job.

The process of human resource development designed the training and development plans for the motive of improving the growth of workers in every job position (White et al., 2019). Arguably, the deliverables on job training were grounded on the reviews of the performance of both the workers and managers.

Recruitment

The recruitment process of the staff has been outsourced to other organizations. Janet planned on restoring the internal human resource organization and liaison with the hiring managers. Evidently, open job positions will be examined to evaluate the extent of urgency and priority.

The posts on job titles and recruitment resources will be written well in alignment with the organization culture, brand, and worker that is appropriate for Global Plastics.

The candidates will be screened well to ensure that they meet the minimum qualifications of the job and that the KSAs satisfy the new descriptions and titles of the job (White et al., 2019). The only candidates that meet these requirements will be guaranteed interviews.

Human resource professionals will examine the job description and title by ensuring that they satisfy the goals of Global Plastics.

Onboarding

The earlier onboarding process in human resources involved orientation sessions on a half-day interval. They had a slide and video presentation regarding the organization and necessitated new worker paperwork. The new onboarding process by Janet was designed to familiarize the new recruits to company branding, mission statement, strategic goals, culture, and values. The workers grasp the following orientation why their jobs are crucial and how their new roles fit into the organizational plans (Caldwell & Peters, 2018). Paperwork is finalized during the last phases of the onboarding sessions, and advantages are clarified, and concerns are effectively addressed.

Training and Development (T&D)

Online learning courses have been instrumental in ensuring that employees' training and development are outsourced to other organizations. The new approach to human research development aligns with the T & D for every worker to the requirements of the training highlighted in the job descriptions. The plan aims at nurturing talent and upholding continuous growth during their employment leading to job contentment and retention among the staff. Janet familiarized the chief executive officer on the significance of budget support for funding training and development. The CEO will perform an annual evaluation of the requirements of training and development of workers with the HRD firm to guarantee that is the attainment of the annual budgeting.

Safeguarding Intellectual Property (IP) Rights

It is a fact that Global Plastics lost talented employees who are regarded as assets to the organization. Trademarks, patents, copyrights, and trade secrets are considered as intellectual property rights. The plan designed by Janet stipulates that:

Management across the lower, middle and higher levels are accountable for the documentation of the project, a facet of completed deliverables.

The organizational, legal department safeguards the intelligence of the project and goods by obtaining trademarks, patents, and copyrights.

Employee Performance Evaluation Program

Janet enhanced the worker performance evaluation program to meet the performance level provided to the description of the job and goals formulated by the hiring manager and the worker at the start of the review period. The hiring managers are mandated to establish measurable goals for every employee and assessing success. Human resource management is instrumental in assessing job performance measurements and offering compensations or exercising punishments if necessary. The hiring managers are rated based on how they administer and determine their human capital.

Implementation Recommendation

In Global Plastics, there are human resource management and development designated representatives to ensure the attainment of the deliverables and initiatives. The suggestions for implementation for Janet entail:

The organizational-wide communication will begin promptly because the comprehensive human resource development plan will be open.

Teams that focus on human resource management and human resource development will be trained on the new HR structure and plan.

New recruitment resources will be distributed to hire candidates.

After training, there will be the commencement of onboarding and new human resource procedures.

Lastly, recruitment, acquisition, and the onboard process will be conducted.

Conclusion

The chief executive officer was impressed with the strategic HRM plan designed by Janet. He accepted it because of its capability to reconstruct the human resource development and management to assume the role of partners in using human capital to meet the operational and strategic business goals and to revive the company to profitability. It will be easy to hire, acquire, develop, motivate, and retain the desired talent based on the new plan. The descriptions of the job titles will meet the goals of the organization. The staff will be acquainted with how their job will impact their success. A proper evaluation of the job performance among the employees and managers will be carried out grounded on the deliverables.

References

Caldwell, C. and Peters, R., (2018). New employee onboarding–psychological contracts and ethical perspectives. Journal of Management Development.

White, J., Stafford, J., & Beaver, J. (2019). Toward More Effective Recruitment Of Millennials According To Job Interest: A Comparison Of Job Titles Versus Job Action Statements. International Journal of the Academic Business World, 13(1).