Changing Hr Practices in Cable Co

Changing HR practices in argument Co instance study Table of Content 1. Introduction.. 3 2. fuss diagnosis. 3 3. info collection and analysis. 5 4. 1 conundrum 1 benevolent Resources planning.. 5 4. 2 Problem 2 Per figance forethought scheme.. 6 4. 3 Problem 3 Recruitment and cream demonstratees 7 4. Proposed Solution7 5. 4 Human Resources planning8 5. 5 Performance assessment form. . 8 5. 6 Recruitment and Selection transit10 References List12 accompaniment 1 The 4 stage Leadership Model Appendix 2 Performance Appraisal form Appendix 3 big(a) Feedback Tool 1. Introduction This case study is establish on channelCo which is a articulatio venture betwixt an Australian corporation AuzCo, and two Chinese organizations Post Bureau and PTA. The purpose of this report is to help the keep bon ton to study the line of work, after investigate of the participations background education, identify its causes and sally a solution.This new Australia and China joint venture is located in an Economics and Development Zone about 47 km from the downtown part of Tianjing, a well-developed industrial city in China. The main products of the joint venture be telecommunications and various other kinds of communication cables. The Company has 184 employees in total most of them 60% (113) are employed in the drudgery Department, as it is the most burning(prenominal) functional part of CableCo. The Companys mission is expressed to produce musical note products, provide first-class process to customers and guarantee reliable delivery. The Companys business schema is to ceaselessly develop new products, change the woodland of goods, reduce termss, and manage its human race resources efficiently and strengthen focal point control. Implementation of the companys strategy depended strongly on effective employee mathematical operation and focussing control (Zhu, side Study A). The telecommunication sector in China where CableCo operates has un dergone rapid development. there has been a steady growth in the total number of phones in China.Because of this indicate, the cable industry in China has attracted many domestic and multinational investors. As supply exceeds take aim in this market segment, it is much than toilsome maintain underlying employees. The CableCo prudence team up has realized that improvements in efficiency and effectiveness had to be achieved through dampen utilization of its human resources (Zhu, chemise Study A). 2. Problem Diagnosis later the initial meeting with the lymph gland it is found that the companys authenticity is rather low in regards to managing their human resources.Although Cable Co realizes that its employees are the most valuable addition they cook, the company still has a lot defects and uneffective processes in the HR counsel area. The recognise problem that the company is concerned about is how to improve effectiveness and efficiency of the Human Resources manage ment that is the most important area in a passing competitive market. Cable Co is in danger to lose their image as a good quality product manufacturer because of uncertain business development strategy and employee inherent dissatisfaction within a growing competitive market.The Management consultants main objective would be to assist the company in ever-changing its HR practices and processes in order to improve Cable Cos Human Resources Management and to enable effective operation in the highschoolly competitive market within a multicultural operative environment. A Structured perplex (Issue tree) enables us to see Cable Cos situation more clearly. Using this model it would also facilitate in recognizing main causes and find the topper ways for possible solutions for companys problems (Fombrun and Nevins, 2004). Inefficient Human Resources Management Problem 2Defects in doing management strategy trouble analysis/Performance ideas Bonus system Problem 3 Recruitment & Sele ction Candidate informationbase Selection Methods Problem 1 arrangings Structure & HR plan Short-term orient HR planning To keep a still manpower 3. Data collection and analysis In order to analyze the situation within Cable Co, data collection had been processed. There were two basic data collection approaches apply deductive and naturalistic. To befool a more circumstantial overview of the companys situation the 4 stage leadership model is use.Structured interviews with each leadership team member were conducted. similarly questionnaires based on employees current job satisfaction, apprehensiveness of job requirements and a rewards system were used in the data collection process. The work environment observations and interactions between managers, supervisors and employees on with the organizations documents were an important information source during analyzing the situation in Cables Co. Based on earlierly constructed issue tree model, the main problem and its cause s can be stated 3. Problem 1 Human Resources Planning * Organizations Structure A lot of Chinese companies are operating under strict control of the government. There are ill-defined and opposite views between Chinese and Australian managers at Cable Co. commons ground rules and guidelines should be introduced. Currently some leading positions and responsibilies are imbrication or two positions are held by the same person. * Short-term oriented HR planning Both management parties (Chinese on one side, Australian on the other side) have different approaches to business development.To evaluate the demand for new employees the company uses its forecasted merchandise postulate, based on the market situation. Also data from AuzCo Australian are used as a well-worn to formulate the staffing needs in the production surgical incision. It seems that staffing needs analysis is more affected from how it is done in the West than in China, although it should be based more on Chinas marke t situation. Obviously judgmental forecasting is used to forecast the companys future utilisation needs this means that managers and other people within the company finalise on staffing requirements. Gully, M. , Phillips M. 2009) There is no research data of Cable Cos target market in China, and this causes management uncertainty and different opinions where the company is going and in which direction they are supposed be heading? Without knowing the companys goals, it is very difficult for the managers to adjudge on a common staffing strategy. * Unstable custody High swage in locally recruited employees make it difficult to keep workforce stable which affects the effectiveness of the company which reflects badly on HR recruitment.Intensifying competition in employment market, gives a lot of opportunities for employees to seek employment elsewhere. This would have an have-to doe with on Cable Cos productivity as production workers are one of the key employee groups in the com pany. 3. 2 Problem 2 Performance Management System * Performance Appraisal system After conducting research interviews with production workers, it is understandable that the companys mental process management system had many defects that reduce its effectiveness. Effectiveness of the existing carrying into action management system in Cable Co is very doubtful for the reason listed belowKey surgical process criteria for both managerial and non-managerial employees are the same. Appraisal proceeding results have been kept confidential from the evaluated employees. Evaluations made upon appraisers daily observations and individual judgments, make the current system very crucial and results do not have validity. The company currently doesnt have job analysis for most of its positions, which makes it really hard to evaluate the employees performance or to explain what are the main responsibilities and tasks for a position. Bonus System Currently there is no reward system in the c ompany. The former system was used more to avoid potential conflict between employees and lost its function as a motivational tool. The bonus system based on defected performance evaluation process fails and decreases employees satisfaction. Operating in such(prenominal) a highly competitive market, it is essential to have move employees, and tools that help to keep them engaged. 3. 3 Problem 3 Recruitment & Selection * Applicants databaseBecause the company does not have a common computerized database for all applicants, the recruitment process for every new position is more costly and more time consuming. Previous unsuccessful candidates and interview records might be helpful for the next recruitment project, but it is difficult to find this information without a database. * Candidate pickaxe There are no common guidelines for the department managers to use when conducting the recruitment process, no selection criteria that would be based on and aline with the companys busi ness strategy. 4.Proposed Solution To make changes in the organizations structures, systems or processes managers should have support from people working within the organization otherwise it will be impossible (Fombrun and Nevins, 2004, p. 209). It is suggested that inefficient Human Resources Management system in the company can be improved by more effective HR planning, a reviewed performance management system and recruitment and selection processes. 4. 1 Solution 1 Human Resources Planning 1. conjure meetings between Cable Co placard of directors, General Manager and Executive Manager.The objectives for this meeting should be * To review companys goals and business strategy * To identify and review all Cable Co target market segments * To organized repeated market research to evaluate domestic (China) market demand for their product * Based on research, reformulate the companys business development strategy * Management team should always be present, especially if the company put such a great emphasis on management control in its business strategy and product quality. Formulate Human resources strategy aligned with business development goals that will enable to plan the companys people resources more efficiently. A previously mentioned problem is that the company is otiose to beseech accommodation for its employees should be seriously re leaded. * Review employment offer package concentrating on accommodation facilities for employees other than those from the local area. * That way companys candidate pot would be extended, that can increase the best applicant attraction and give the company a competitive advantage. Organize a team to conduct accommodation market research * revise the companys opportunities to offer accommodation or a hold allowance for their employees. * This will expand the companys candidate pool and stabilize the workforce and turnover. 4. 2. Solution 2 Performance Appraisal System Employee Performance Management is a process f or establishing a shared workforce understanding about what is to be achieved at an organization level. It is about line up the organizational objectives with the employees agreed measures, skills, competency requirements, development plans and the delivery of results. (http//www. peoplestreme. com/what-is-performance-management. shtml, 20/05/2012) It is essential to make sure employees know what the positions key requirements are for high performance are. It is hard to maintain or try to achieve any performance level if the employee is not aware what the key asp viperects they have been evaluated for are. It is recommended to revise key performance criteria for managerial and non managerial positions in the company. These key areas for both types of employees should be formulated in the positions job description.When conducting job analysis, human resources personnel should consider the companys business strategy. In this case the company pursues cost leadership and differentiatio n strategies. This kind of business usually requires a workforce who are adaptable, efficiency oriented, trainable and willing to follow standardized procedures (Gully, M. , Phillips M. 2009). Firstly, it is suggested to determine key performance criteria for managers and all other employees, and show those in their job description. air analysis, which include important aspects of a job and characteristics a worker needs to do it well (Gully, M. Phillips M. 2009) should be conducted for each position in the company. Job descriptions should be received by each employee on the day they take the employment contract with the company. That way the employee clearly understands the companys requirements for high performance and key performance criteria for their positions. Secondly, a new performance judgment form should be developed (Appendix 1 Performance Appraisal form), which allows unified the key performance criteria from the job description for different positions.An evaluation process should still be conducted from the top to the bottom, but it is important to have pay communication and feedback on the results after employee evaluation. Employees wont improve if managers or supervisors wont give them honest and constructive feedback on their previous performance against the key criteria. As this is a new thing for supervisors and managers, it is recommended to get up up guidelines on how to give constructive feedback about an employees performance (Appendix 2 Giving feedback model). It is also advisable to process 360 degree feedback for companys managers and supervisors.This would give managerial team a better understanding of their strengths and weaknesses and an insight on how others perceive them. Also provide an opportunity to modify behaviors and develop skills that will enable them to excel at their jobs (http//www. custominsight. com/360-degree-feedback/what-is-360-degree-feedback. asp, 12/05/2012). A bonus system should be developed for key areas of the company such as Marketing and also Production Departments. It is also recommended to create an incentive plan for all employees if the company has reached its goal at the end of the year (for example, specific amount of sales or profit).That way all employees would notice rewarded, because everyone has contributed to improve productivity, profitability and to keep the organizations competitive advantage. Employee performance appraisal form results should also be taken into consideration when building the bonus system. It should be based on sales results for the Marketing department and productivity and quality for the Production department employees. The company should consider a yearly bonus implementation for all employees if an annual target has been reached.A bonus system is a great motivational tool that means more motivated employees, better work engagement, improved productivity and product quality, which help the company to gain better profitability. 4. 3 Sol ution 3 Recruitment and Selection process * Candidate Database It is recommended to invest in the companys development by creating a computerized HRM system, which includes all previous applicants and records on current employees. Included information on TeleCo employees would be a great source for Cable Co further recruitment processes.In this HRM system the company could also create talent inventories detailed records that summarize each employees skills, competencies, and qualifications (Gully, M. , Phillips M. 2009, p. 126. ). This can be used as a very helpful tool in plectron in future vacancies and also developing succession management in the company. * Recruitment and Selection If the company keeps involving line managers and supervisors in Human Resources processes, the selection and recruitment guidelines for management and supervisors team should be developed.It is important to have a formal instructions, and processes to follow when selecting, attracting, assessing an d deploying employees (Gully, M. , Phillips M. 2009). Supervisors have to be skilled to explain to the new employees what the key areas of the position are and what level of performance is expected from them. This information would be easily found in the job descriptions for each position, based on job analysis and performance appraisal reviews. These recommended changes will help Cable Cos leadership team to improve the Human Resources management in the company and increase management control over organizations processes.Reference List Gully. M, Phillips M. (2009). Strategic Staffing (2nd ed. ) upper Saddle River, New Jersey Pearson Education Fombrun. J, Nevids D. (2004). The Advice Business. Essential Tools and Models for Management Consulting, upper berth Saddle River, New Jersey Pearson Education Warner J. (2002) The Janus Performance Managament System A Complete Performance Management Support Process for Individuals, Teams and the Entire Organization (Volume I), HRD Press Zh u J. C. Organizations Development and Change. Changing HR practices in China Cable Co. Case Study A PeopleStream Pty. Ltd. Performance management. Retrieved from http//www. peoplestreme. com/what-is-performance-management. shtml Custom Insight. com. 360 Degree Solutions. Retrieved from http//www. custominsight. com/360-degree-feedback/what-is-360-degree-feedback. asp Business Balls, Performance Appraisal forms. Retrieved from http//www. businessballs. com/performanceappraisals. htm