Managing Human Resource Services and Managing Risk - JKL Industries - Case Study Example

Name: Course: Tutor: Date: Manage Human Resource Services and Manage Risk Task 1 Part A: HR Strategy Approach Describe the Vision statement for JKL Industries JKL will be the leading provider of forklifts, and all sizes of trucks in Australia. Describe the Mission statement for JKL Industries Above all, the overlying mission statement for JKL Industries is to provide outstanding and innovative products that meet customer demands and needs. This will enrich the lives of many people around the world. JKL has adopted a number of strategies that will ensure the above mission statement is achieved. SWOT Analysis A SWOT analysis of JKL Industries involves the elucidation of its natural weaknesses and strengths along with its threats and external opportunities. This allows the company to develop and utilize its strength taking advantage of the available market opportunities, covering threats while lessening its weaknesses. The SWOT analysis for JKL Industries has been described below: Strengths: JKL has well established distribution channels that enable it to distribute its products all over the market. JKL enjoys as the leading company in supplying forklifts, small, medium, and large trucks in Australia. The company has mastered the art of High technological expertise to manufacture innovative and high quality products. JKL enjoys Extensive domain knowledge of electronics industry ensuring that its customers enjoy innovative products. The company has set an example when it comes to employing traditional distribution networks. With its advanced R&D units, JKL continues to offer safe and innovative products to its customers. It has successfully maintained its market position and competition courtesy of its High technological expertise. Weaknesses: Despite being the market leader in the industry, JKL appears to be weak concerning geographic concentration. It enjoys a high margin in the business of electronics but suffers from low market share. This is because the company has not established its presence in the overseas hospitality electronics markets. Opportunities: there is an increasing market in the hotel industry that seeks for the introduction of innovative products across the board. JKL Industries has diverse preferences at hand, which it can utilize to manufacture innovative products. It can achieve this through expanding into developing markets such as the hotel industry. This market is embracing change and offering an opportunity for JKL to expand. Threats: JKL is currently facing serious threats from aggressive potential competitors in the industry. The company’s first mover position is in danger of being taken over by new entrants in the market. JKL has failed to succeed in utilizing the resources at its disposal as well as implementing the proper positioning structure in the market. This is not the only issue; the company is battling a cutthroat competition from existing and new entrants in the market. Measuring the success of operational goals and the success of the HR strategy At JKL industries, success depends upon: i. Reduction of operational costs ii. Achieving a visually positive working environment for the process of production iii. Developing of employee productivity iv. Achievement of greater sustainability and efficiency in energy JKL Industries is seeking additional creative ways to ramp up its reliability performance. This aims at meeting financial goals, customer expectations, and quality. Along with improving its productivity levels and operational efficiencies at the industry, the company also seeks to employ new equipments, systems, and methodologies (Netting, Bailey, and Perlmutter 26). The productivity of JKL is stimulated by facilities that are of high performance. This helps JKL to stay at the top of the curve in the current economy. Well-illuminated warehouses, production areas, shop floors, production, and processing can positively have an impact on the performance of employees thus improving the operational goals and the bottom line. To boost the productivity of employees and improve energy efficiency, JKL will replace and upgrade its current systems of operation. The organization’s long-term goals JKL’s long-term goals translate into continuing to expand, maintaining superior quality, and increasing profits and sales. 1) The top management priority is increasing the corporate values 2) Production and introduction of products that fully meets the demands of the customers 3) To maintain its leading position in the industry How the HR will support the achievement of the strategic goals To be consistent with the overall goals of JKL Industries, the company’s HR has adopted a number of strategies to help in the implementation of the above goals. They include: i. A system that will be focusing on solving problems and preventive measures flagging problems and shares them with the appropriate departments and individuals ii. The HR has introduced a wide range of in-house committees iii. The HR has introduced a unique system of management that focuses on making prompt decisions and speeding up operations at the Industry. Changes in HR requirements in future The HR of JKL industries will examine the processes that influence making of ethical decisions and productivity at the company. In future, JKL will embrace the following processes at its facilities: Recognition and rewards: the HR will incorporate this process as a means of encouraging and incenting the required employee behaviours while discouraging negative behaviors. This process will require that employees who succeed in achieving certain goals are rewarded (Goldsmith 17). Training: this process seeks to make sure that employees are given the right capabilities and skills to handle and identify situations that they may encounter at the workplace. JKL will emphasize more on training its employees on signs of group think and tactics to ignore negative external information (Hernandez 29). Hiring: the HR will ensure that only top performing candidates are hired. These individual will have to show high levels of capabilities and skills required in handling the most complex problems at wok place. Poorly designed assessment and recruiting process can lead to hiring of individuals who do not have the capability of standing p to the management. Performance management process: this aims at regularly monitoring the performance of employees. This process will help JKL in identifying problems in behaviors of employees before they get out of control. JKL will avoid being involved in problems if it includes performance factors in measuring how employees respond to negative information (Goldsmith 36). The corporate culture: this is the process of driving employee behaviors so that they adhere to the core values of the company. The culture within JKL Industries will be closely monitored to make sure that it is well aligned. The HR will monitor the corporate culture regularly and closely to ensure that it is not misaligned. Leadership development and succession: these processes aim at ensuring that successful leaders who have the ability to make decisions hold key leadership positions. These processes will create and promote leaders who have the capability of confronting problems and creating critical decisions. This process will eliminate any leader who has outdated competencies and who does not have the capability of operating the rapidly changing electronics industry (Hernandez 9). Retention: This program will help JKL in identifying and keeping top individuals and performers with critical skills. JKL will ensure that key whistle blowers at the company are retained and do not leave the company out of frustration. Risk assessment: JKL will incorporate a risk assessment team its processes to identify and calculate risks caused by weak employee processes. The HR will work closely with the corporate risk management team ensuring all employees are capable of calculating the actual long-term costs arising due to ignorance of information (Conrow 46). Human resource models and human resource needs that would be implemented at JKL Industries Performance Culture Model Priority and Focus: the HR will assume the responsibility of shifting the entire company culture so that every aspect of the culture can reinforce results and performance. This will result into an excellent culture with competitive practices. Using this model, JKL will measure, recognize, and reward rewards and productivity within the company. This will ensure that performance is achieved thus permeating the entire culture. This model is known for its strong impacts on employees because it gives employees the power of being in control of their job. To increase employee productivity at JKL, the performance model takes the strategic role of any leader. The model is an expert in solving business related problems rather than HR problems. The model will work by shifting the productivity of employees because leaders will be able to take employee problems seriously. Using this model, the HR will no longer focus on transactions but rather on identifying and solving problems by employing people management tools (Berman, West, Bowman, and Van Wart 57). Generalist This model will be implemented at JKL in order to promote a well rounded and professional in HR experience. This model will ensure that the HR has excellent and strong business knowledge. It further enables the HR to brainstorm and work closely with operational units thus solving conflicts within different processes and people. Such problems may be hindering the process of performing tasks in an effective and efficient manner (Korczynski 66). The Business Partner Model JKL is trying to find ways of delivering additional value to top either its line productivity or growth. The company is under a microscope because it desires to perform substantially in business. This model suggests that the partners will abandon JKL if it fails to deliver sustainable value. Finance, marketing, legal, HR, information systems, finance, and development are under pressure, and scrutiny to create greater value for the company. This is evident especially in company’s administrative and transaction work that can be easily automated and standardized. Thus, the model will help JKL to integrate their day-to-day tasks and to align JKL’s business processes with the outcomes (Hernandez 40). A strategy for delivering HR services Recruiting and Retaining Talent Strategy One of the responsibilities of the HR is to instill and develop values in the abilities of employees. This helps JKL in the growth and development of talents. JKL is among the companies with the best practices; it is necessary for the company to recruit and retain talent. JKL understands the importance of attracting and retaining the best performing talents because the company believes that it can only achieve its long-term business through getting the right employees (Hernandez 44). JKL has adopted an integral system of hiring whereby the leaders begin with identifying the skills required in the execution of the company’s goals. JKL engages in risk assessment practices to determine the people who have the potential of leaving the company because of greater external opportunities for advancement or limited internal opportunities. JKL practices the concept of recruiting highly mobile resources. Every new employee is provided with a mentor who helps the new hire in acclimating to the company (Conrow 39). JKL has not stopped giving special attention to high potential employees. The company identifies 20% of its managers as high potentials thus offering them with extra opportunities to grow and develop. However, the company feels that selecting a few employees and informing them that they are the best may de-motivate the remaining 80% who were not recognized. Part C Action Plan for implementing the strategy Recruiting and Retaining Talent Strategy The bets method of implementing this strategy is through total communication effort. This involves posters, slogans, memos, events, websites, and videos. If the top management agrees with the strategy, this will be a clear indication that this strategy will be successful. This strategy will further succeed and generate positive results if it is championed by the C.E.O of JKL. Strategic measure will be required to assist in the implementation f this strategy. Appropriate measure will show how this strategy is vital in the provision of motivation thus motivating leaders to follow through and sustain attention. In both everyday work and strategic implementation, greater accountability is necessary for reducing duplication of efforts. Clarification of responsibilities may result into quick changes because the responsibilities of each group will be clarified by the strategic measurement (Korczynski 60). Focal points will be identified through creating of a strategic map. This is for the purposes of showing the theory of the company in terms that are easily understood; this will show the cause and link it to the key components. This is the best point for communicating the mission and vision as well as the plans for achieving JKL’s desired goals. The company will test the strategic map through conducting a statistical linkage analysis thus leveraging resources on the key drivers of success (Korczynski 52). The leaders create a strategic map through identification and mapping of vital ingredients that will drive JKL’s overall performance. The company can see a variety of statistical techniques in testing the overall performance. JKL will use the regression analysis because it requires relatively small and robust data sets. The above road map will lead to a panel that covers areas that are of vital importance. This panel will not entail all the areas measured by the company: it would rather entail just a few that will be used by the top leaders in making decisions. The critical areas are categorized into six strategic areas as follows: suppliers, environment, operations, financial, people, and partners (Korczynski 12). After defining the strategic map, JKL will design measures for every focal point. This means that the company will start by creating measures at the organizational level. Each department will figure out how they contribute to the company’s overall measures after defining the measures. They will later define their own measures at the functional level. This process will move from top through down the company until each employee is linked with the strategy. This process requires that each employee understands the objectives and outcomes they responsible for and how the company will measure and issue rewards (Berman, West, Bowman, and Van Wart 41). JKL’s critical focus points will be identified by satisfactory performance measures. While guiding the company, performance measures are a competitive advantage because they drive a common purpose and alignment across JKL. This is achieved by focusing on every employee’s best efforts in achieving the company’s goals. However, defining measures tend to be tricky. This is because the measuring the performance of employees may elicit undesired behaviors (Netting, Bailey, and Perlmutter, 20). TASK 2: Risk Management STEP ONE: Service agreement Purpose and Scope: this service agreement establishes the code of conduct expected of the employee of JKL industries. The system procedures, standards, board polices and laws referenced in this service agreement are not subject to change. Additionally, all employees are expected to meet the professional standards of ethical requirements and conduct applicable to their operational areas. General: as JKL strives to fulfill its vision and carry out its mission, all its employees will have to meet the expectation of customers for excellence through the provision of high quality products and services, acting with integrity, demonstrating stewardship of resources as well as demonstrate respect and fair treatment for all. Employees representing JKL have a greater duty of ensuring that they conduct themselves with trustworthiness and honesty, effectiveness and efficiency, as well as demonstrate compliance with federal, state laws and system procedures (Berman, West, Bowman, and Van Wart 25). Confidentiality: it is the duty of every employee to ensure that all the property information entrusted to them remains confidential. This can only change when the authority approves for the disclosure of the information to the appropriate authorities. Confidential information entails all the information that upon its release will harm the company. This information includes nontechnical data such as marketing, financial, human resource, supplier, manufacturing, strategic, material nonpublic information, technological expertise, and customer information (Hernandez 32). PART A A code of conduct that details JKL standards and expectations Employees: JKL respects its employee because it believes that the success of the company rests upon exemplary teamwork and the creativity of every employee. The company stimulates personal employee development and growth. Further, JKL emphasizes on diversity, equal employment opportunities and does not allow discrimination of employees (Korczynski 18). Environment: JKL aims at growing and expanding in a harmonious manner with the environment. This is important for minimizing the environmental impact on the company’s business operations. This includes efforts towards reducing the effects of the company’s operations on biodiversity. The company aims at developing, establishing and promoting technologies that enable the environment and the economy to co-exist harmoniously (Netting, Bailey, and Perlmutter 77). Community: JKL has a philosophy that emphasizes on honoring the culture, history, laws, and customs of the community. The company is constantly seeking for cleaner, safer, and superior technology that will meet the community’s dynamic needs to sustain its mobility. JKL prohibits bribery from public authority, business partners, and even government agencies. The company emphasizes on fair relationships and honesty with public authorities and government agencies (Goldsmith 35). Social Contribution: as JKL conducts its business, it actively engages and promotes individuals and partners through social contributions activities that contribute to the enrichment of the society as well as strengthen communities. Business Partners: JKL industries respect their business partners such as dealers, suppliers thus working with them through long-term relationships that facilitate mutual growth based on mutual trust. Whenever JKL seeks for a new business partners, the company is always open to all companies regardless of their sizes. JKL conducts its evaluation based on their overall strength. JKL maintains a free and far competition taking into consideration of the country’s laws of competition (Korczynski 30). Questionnaire Code of conduct 1a. How I would communicate the code of conduct I would achieve this through publishing the code of conduct in the company’s journals and website where every employee can access. In addition, it is necessary to schedule regular meetings with employees to review the policies. Such forums will offer them an opportunity of asking questions as well as raise their concerns about the code of conduct. b. Who would you be consult and why I would consult the HR because he has different tools of dealing with issues related to employees. c. How would you monitor employee adherence to the code of conduct This will involve evaluating the performance of employees’ verses the organization’s goals and vision. d. How would you incorporate the cod of conduct into HR policies and practices? I would achieve this through the provision of a mechanism that allows employees to acknowledge receipt of the company policies. For example, providing employee with forms stating that they acknowledge receipt and understanding of the company polices. I would then ask the employee to sign both copies of the forms so that each employee remains with one copy and return the second copy for documentation. 2 a. The action that I would take as a HR manager As a Human resource manager, I would utilize extensive consultations to ensure that all employees in the company contribute to the final decision. This is likely to reduce to resistance to the final decision that will be made. Consultations will make it possible to make decisions that are agreeable by all. b. The consequences of failing to act promptly and accurately Failure to act promptly might have a negative effect on the performance of the organization. This will be because of bitterness and anger between the employees involved in the above situation. Vitim of the sexual harassment might feel that the HR is in favor of certain employees. This might affect teamwork in the organization leading to poor performance. c. How to ensure that all HR staff are clear about ethical expectations and behavior By keeping all employees informed on the ethical and legal obligations that fall under the Human Resource umbrella. I would prepare a communication vehicle to advice the employees on the expected code of conduct and procedures of reporting violations. 3 a. The legislation that has been breached Discrimination in employment Act b. The action that I will take The first step would be launching a complaint of discrimination against occupation and employment. c. The documentation that would carry the information Organization manuals: This document carries all the information regarding guidance to employees. This information includes procedures manuals, polices, and benefits guides, identity guides and style guides. d. What I would do to communicate the company’s policies, procedures, expectations, and the consequences of unethical behavior? Communication is crucial in ensuring the behaviors of employees are in line with the company’s code of conduct and policies. I would prepare seminars and workshops to train them on the importance of abiding by the company’s code of conduct. RISK MANAGEMENT Risk review, analysis and risk management plan for the following by completing a PESTEL and SWOT analysis: A branch of JKL industries. Investigation External Analysis: PESTLE analysis A PESTEL analysis involves analyzing the political, economic, social, technological, environmental, and legal atmosphere of a company. The PESTEL analysis will be as follows: Political The political atmosphere of Australia must be suitable for JKL to conduct business. The company is famous for its long history of involvement in community based and various political initiatives. JKL has been in support of political candidates who understand and appreciate the public policies that affect this company, its employees, as well as its brands. The firm has recently created a political committee that offers funds to state political parties and candidates. The company is taking several steps as it seeks to make corporate contributions to the political parties, candidates, and political committees. Economic Despite the poor global economic conditions, JKL is generating positive earnings courtesy of its participation in brands and products. Shareholders are enjoying high quality earnings from the company despite the unfavorable economic environment. Because of the company’s unique investment strategy, it is well positioned to introduce an existing brand in Australia. The company has received various awards in acknowledgment of its social, environmental, and financial performance. Social JKL has committed itself to support various activities associated with corporate social responsibility. The company’s operations are based on the motto, “creating a more delicious world.” The company focuses on its products, partnerships, and policies provide a stable and meaningful change in health, safety, and sustainability as well as other topics of interest in the society it will be operating (Australia). Technological Australia is considered as one of the countries that have fully embraced technology: this will be an appropriate avenue for the company to capitalize whilst trying to introduce and improve its products. JKL continues to create benchmarks ranging from services to products to being innovative. The needs of the customers are a priority at the organization as it seeks to develop its strategies. The company anticipates and adapts the needs of the customers thus meeting them efficiently. In order to ensure successful business transformation and information within its units, Kraft Foods has employed the latest technological platform. In addition, expansion of the company’s brand into new international markets will be made easy due to its spoke and hub design that uses a centralized team to focus on the overall systems, strategies, metrics, and networks. Environmental JKL is a leading international example in the electronics industry through determining a move to minimize the impact of its operations on the local and global environment. The company’s annual report indicates that it seeks to reduce the impacts of energy and the release of carbon dioxide to the conservation of water as well as reducing excessive packaging. The company has adopted a strategy of using limited manufacturing materials. The company is adopting a strategy of increasing their energy efficiency using new and hygienic sources of power. The firm is maximizing on ways of saving the environment through re-using water and reducing the impact of water discharge. In conclusion, JKL is also looking for new ways of reusing, treating, and even putting waste in to use. This is complements its efforts that focus on creating small amounts of waste in their processes of manufacturing. Legal JKL is well known for its culture of being compliant with both international and local legal implications. This creates a favorable environment for the company’s brand to penetrate in any new global market. Additionally, the company has a long history of abiding the laws, regulations, and rules at the local and international level thus enabling it to maintain its business operations and profits. The company’s activities in other countries are subject to international and local regulations. In some cases, the company is also subject to European Union worldwide regulatory provisions such as packaging, labeling, and food content, advertising, marketing, and pricing. Therefore, JKL is well placed to operate in the economic region because it has complied with the EU requirements. SWOT Analysis Strengths: JKL has well established distribution channels that enable it to distribute its products all over the market. JKL enjoys as the leading company in supplying forklifts, small, medium, and large trucks in Australia. The company has mastered the art of High technological expertise to manufacture innovative and high quality products. JKL enjoys Extensive domain knowledge of electronics industry ensuring that its customers enjoy innovative products. The company has set an example when it comes to employing traditional distribution networks. With its advanced R&D units, JKL continues to offer safe and innovative products to its customers. It has successfully maintained its market position and competition courtesy of its High technological expertise. Weaknesses: Despite being the market leader in the industry, JKL appears to be weak concerning geographic concentration. It enjoys a high margin in the business of electronics but suffers from low market share. This is because the company has not established its presence in the overseas hospitality electronics markets. Opportunities: there is an increasing market in the hotel industry that seeks for the introduction of the latest range of services across the board. JKL Industries has diverse preferences at hand, which it can utilize to manufacture innovative products. It can achieve this through expanding into developing markets such as the hotel industry. The market is embracing change and offering an opportunity for JKL to expand. Threats: JKL is currently facing serious threats from aggressive potential competitors in the industry. The company’s first mover position is in danger of being taken over by new entrants in the market. JKL has failed to succeed in utilizing the resources at its disposal as well as implementing the proper positioning structure in the market. This is not the only issue; the company is battling a cutthroat competition from existing and new entrants in the market (Das 25). Risk identification: Brand Risk Risk review and analysis JKL is a well-known company for its continuous innovation, business processes, strong supplier ties, and manufacturing prowess. The company is facing difficulties in the management of its global supply chains. The company lacks a system of managing risks despite its strong growth. JKL is facing the risk of losing its brand in the market due to unmanaged processes of supply (Khatta 13). Risk management plan for JKL This process of managing a risk starts with understanding the risk at hand. The company is experiencing a brand risk: thus refers to a set of images and perceptions that represent the company. Looking at JKL, its brand has been affected by enormous suppliers who have had adverse effects son the company’s brand. The suppliers who accelerated the brand risk at JKL have not been identified. Brand risk cannot be controlled thus Toyota must have a plan of responding when things go wrong. This involves obtaining all the information about the performance of suppliers because such details can help in responding more quickly and accurately to such a crisis (Schott 72). Works Cited Berman, Evan, West Jonathan, Bowman James and Van Wart, Montgomery, Human Resource Management in Public Service: Paradoxes, Processes, and Problems. Belmont, CA: SAGE, 2009. Print. Conrow, Edmund. Effective Risk Management: Some Keys to Success. Cambridge, MA: AIAA, 2003. Print. Das, Satyajit. Risk Management: The Swaps & Financial Derivatives Library. John Wiley and Sons, 2005. Print. Goldsmith, Alistair. Human Resource Management for Hospitality Services. New York: Cengage Learning EMEA, 1997. Print. Hernandez, Robert. Strategic Human Resources Management in Health Services Organizations. Mason, OH: Cengage Learning, 2009. Print. Khatta, S, R. Risk Management. Indiana: Global India Publications, 2008. Print. Korczynski, Marek. Human Resource Management in Service Work. Michigan: Palgrave Macmillan, 2002. Print. Monahan, Gregory. Enterprise Risk Management: A Methodology for Achieving Strategic Objectives. Los Angeles, CA: John Wiley and Sons, 2008. Print. Netting, Eleln, Bailey, Darlyn and Perlmutter, Felice. Managing Human Resources in the Human Services: Supervisory Challenges. New York: Oxford University Press, 2000. Print. Schott, Harold. Risk Management: Concepts and Guidance. Michigan: DIANE Publishing, 1997. Print. Read More