Serving Clients as Advisory Counselor for Their Success - Assignment Example

The Consultant Content Information About Mission ment Serve Your as Advisory Counselor for Their Success Deliver the Best of the Firm to Every Client Create the Matchless Environment for Superior Talent Govern Yourself Through a Partnership Based on Some Values: 2. Operating Strategies in Immediate Staffing Group 3. How Economic Conditions Labor Market and Labor Union Impact the Staffing Problem 4. Why Wentworth Should Use Plan Base Human Resources Plan 5. Technique Used in Forecasting The Staffing Needs Subjective Techniques Zero Based Forecasting Quantitative Techniques Correlation and Regression analysis 6. Technique Use in Forecasting the Availability of Talent Need for the New Facility 7. Sequential Steps in Action Planning Start Up Assessment and Feed Back Action Plan Evolution Adoption 8. References The Consultant Information About Mission Statement: As a consultant I need the information about mission statement because in all the aspects of the work that you perform for your clients your firm must lives by the faith to get each engagement with the greatest attenuation for quality and respect to people products and those ingredient we serve on a day to day basis. Some of the guiding principle that we use here are: 1. Serve Your Clients as Advisory Counselor for Their Success: First shows the customer that your firm always stick to the highest professional standards and always follow the a top-down management approach which is the autocratic and systematic style for decision making, organization change, and leader ship qualities in which plans are first conceived by few seniors manager and then cascaded further down the organization chart of the firm. It is also playing an integral roll in problem in problem solving, implementation and knowledge building to build durable trust based relation ship. And also do your best for superior quality and unique impact. 2. Deliver the Best of the Firm to Every Client:: Serve all clients as firm clients by influencing our scale and global network of knowledge resources. Also try to develop and broadcast world class research practice. Try to manage client and firm resources in cost effective manner too. If you want to make any kind of reputation and want your company brand as a standard than you have to deliver best of the firm to each and every client. These strategies also give publicity to your product as a standard one. 3. Create the Matchless Environment for Superior Talent: Al ways try to develop and excite your people through a great active learner ship and make bigger, industrial opportunities. Always promote the wide ranging working atmosphere. And also support the compulsion to be descent to work. Respect the responsibility of individuals for balancing professional and private life and also showing care and consulate for every individual. 4. Govern Yourself Through a Partnership Based on Some Values: Always live by the principles of a concerned partner ship and benefit from individual freedom and take for granted the responsibility of mutual accountability and self governance. And always operate as single form. Operating Strategies in Immediate Staffing Group: Operating strategies should be very unique regarding immediate staffing issues for production of new product. The new generation of product will involve the new technologies that are not known by many current engineers. We mean to say that for the production of new generation we need a persons having command in all aspects that are required in the production of new generation. Fro example, greater stress will need it on software development program than hardware and a telecommunication network. Our employees will also need abilities to give quality process, work in a team and apply global information to the business. As a result, the company seeks to accelerate recruiting of new skills, invest heavily in retraining and redeployment, and increase attrition among staff that is least adaptable. This kind of operating strategies really helpful in immediate staffing issues. When company try to initiate work on new project than they really need some more staff and they can also provide training to the running staff. We are taking example here that a pharmaceutical company identified need to reduce overall staffing levels to improve profitability. However senior mangers wanted more than limitation on staffing it wanted improved deployment of staffing to the areas of the business having the greatest strategic impact (e.g., research and product development). As a result, a staffing process was established that called for justification of staff relative to business unit plans and objectives, and deployment of staff according to overall company priorities. There is another way to sustain the performance of organization and accountability through the development of a capable workforce call the workforce planning. But only if your project is long lasting, means your are having a big budget regarding new launch than this planning is indented to unable you to make the serious decision and identify the key strategies that will assist your company to deliver better business out comes now and also in the future. How Economic Conditions Labor Market and Labor Union Impact the Staffing Problem: The external influences like economic conditions labor market and labor union really impact to large extent to staffing problem. First of all always focusing attention on talent and always finding, attracting and keeping talent has become increasingly critical to every venture. By talent we don't mean those recruit who effectively fill a seat for a short period and than move on, but need those recruits whose performance and permanent status will exceed expectations. We always measure what counts and what is important to us and if we have business objective we measure to determine progress towards it. To be competitive and want to show our presence in to days globalizing economy, it is very essential to hire capable staffing function. Efficiency or quality is very important in business and must be of standard, with out it our staffing professionals and top management cannot have an appropriate dialogue about Staffing's contribution to meeting key corporate objectives Good metrics begin with good measurements. This year's benchmarks are the most extensive and sophisticated we have gathered. -Again we stress the limitations of traditional cost-per-hire and urge wider adoption of Recruiting Cost Ratio (RCR) and Recruiting Efficiency Ratio (RER) as an alternative or supplement. The data shows very little relationship between Cost-Per-Hire and Recruiting-Cost-Ratio. -We find that by dividing survey respondents by employee size, and by measuring employers and suppliers separately, the overall Recruiting Cost Ratio for employers has fallen to 9.5%, with a range of 7.8% to 11.2% and relatively little variation. The average for suppliers remains at 14.2%, close to last year's overall measurement. -There is wide variation in Cost-Per-Hire from industry to industry, with Retailing and Hospitality at the low end (approximately $2,000) and Pharma Biotech on the high end at more than $16,000. -Time-To-Start averages 7-8 weeks across all industries, with a one-week discrepancy between promise and performance. Larger companies report longer average hiring times, but with a smaller discrepancy. Again, there are substantial differences between industry groups (from Retailing at about four weeks to Government at about 12). -The lack of widespread qualification measurements undoubtedly affects new hire job performance measurements, but the correlation needs further study. The data in this report shows a bell curve, with 11% of all employers reporting poor performance and 20% reporting superior performance. Small companies report better performance results than large companies. -Cross-tabulations reveal that 30% of all employers and 29% of all suppliers measure neither qualification nor new hire performance. This is a disturbing statistic. On the basis of above report we analysis that employees conduct the first job performance evolution after about three months, with about 1/5 measuring at four or more months. Now, if the economic condition of the company is very good than company can able to maintain the large staff but some time and also from business point of view we have to believe in quality and not in the quantity. Labor union has the great impact on staffing problem. Any policy action of the company don't delay adjustment but provide incentives for worker and for to adjust and therefore gain from changes in the economic environment. It may be possible to minimize the adjustment cost by increasing flexible labor markets and reducing structure stiffness facing firms such as staffing requirements and hiring firing cost. Why Wentworth Should Use Plan Base Human Resources Plan: Wentworth should use plan based human resource planning which is also called man power. Actually human resource planning is the process of anticipating and caring out the movement of people into, with in around of the organization. Human resource planning is done to put the right person in right place at right time. Need it to meet the organization goals of your company. Also Wentworth should use HR planning because by the use of it, company achieves their goals very early when the company having a small staff too. HR planning can be defined as the task of anticipating the skills knowledge and labor time requirement of the organization and initiative action to fulfill or "source" those required. Human Resource Planning means assessment of Human Resource requirement and time and stages of requirement. That is right person at right place at right time. HRP is defining as process by which management determines the present status of company man power and how organization should move from its current man power to its desire man power. Man objective of HRP is to ensure optimum use of exiting human resource, to forecast future recruitment and to provide control measures to ensure that necessary HR are available as and when required. That why Wentworth should use plan based HR planning. Technique Used in Forecasting The Staffing Needs: Requirement forecast is an estimation of the number and kind of employees and the organization will need at future to achieve its goal. It's important to remember two points about forecast regarding staffing. Firstly, estimate total number of employees that will be needed, like your company hires about 300. The mix of job is critical; the combination of needed skills lays the foundation upon which effective staffing activity can be built. Forecasting techniques use by the Wentworth should be subjective and quantitative. Subjective Techniques: Subjective techniques based heavily on quantitative information provided by managers, supervisors, human resource planner and other to develop the estimation of needs. Managerial estimates and zero based forecasting are two subjective approach used by organization to forecast HR requirement and managerial estimates is most widely used. Managerial estimate is the bottom of approach to determining personal requirements it. it s based on the principle that each individual manager is the organization is the person most knowledgeable about the number and the kind of the people needed to run his unit effectively at various level of action. As it is the bottom of the approach it must be begin with the lowest level work unit. Each unit manager mix an estimates of the human resources required for the time period included by the planning cycle. Now the process moves towards upper level step by step. Each successively high level of management in turn makes its own estimation, integrating the input from each of the immediately preceding level and in this way forecasting run. This process often highly interacted and most commonly used. Zero Based Forecasting: This technique uses the organization's present staffing level as the starting point of estimating future needs. The key to zero based forecasting is the requirement of justifying quantitatively or otherwise the filling of any vacant position or the creation of any new position or job. If any employee leave the organization than supervisor must conduct an analysis and recruit the person with the ability required at that time. The primary advantage to this approach is the through analysis of human resource needs required for addition to staff or replacement to current staffing. This technique has not become a popular process for forecasting HR requirement. Generally it is used in combination is other approaches. Quantitative Techniques: Quantitative approaches can provide a better solid basic for making better judgment. Primarily quantitative technique used in organization a co-relation and regression analysis. Some large institution because of the number of jobs and complexity, use computer simulation model to predict personal needs. Correlation and Regression Analysis: Correlation measures the relationship between two or more variables. Regression analysis measures the value of one variable in term of another because there is often a direct relation ship between employment level and a firm sales, output or assets. Correlation & Regression analysis can be used to determine the number of employees that will be required at different level of sales. As an example will show how this statistical procedure works. The first step is to test that assumption to determine weather they is a direct relationship between the dependent variable (number of employees) and the independent variable (sales) done through correlation. Coefficient of +1 or -1 would indicate perfect relation ship- the first completely positive and second completely negative. Formula for calculating coefficient of correlation is: n () - () () r = n () - () () [n () - () ()] Technique Use in Forecasting the Availability of Talent Need for the New Facility: When through should use chain management in forecasting the availability of talent needed For the new facility according to Cappelli, the author of a book coming out in April titled, Talent on Demand: Managing Talent in an Age of Uncertainty. His theory, he suggests, addresses a major complaint about the field of human resources -- that it is "touchy-feely, squishy stuff with little applicability to business problems. HR practices have typically been about meeting individual needs, finding out what psychological profile they fit and what should be done to really help them to grow in advance. But if you are an employee who is worried about the finance issue of the company than you would like HR to think about personal from the outlook from money and cost. What happens if you don't have right people at right place at right time. To do the necessary jobs. Managing supply chain is about managing uncertainty and variability and Cappelli always said that Instead, we have to deal with uncertainty by being more responsive and adaptable." Sequential Steps in Action Planning: This model also includes the sequential step of action planning. Start Up: Once agreement has been signed to work together, a basic infrastructure is put in place. Assessment and Feed Back: This face is some time called analysis or diagnosis in which consultant and client together determine the organization culture including strength and weakness and pass this information to the organization member Action Plan: Action plan is always based on what was determined in the previous step and than move forward in terms of goal and objective and how these will be accomplished. Implementation: In this face the plan that were previously made are implemented here. Evolution: This face answers the question that our plan is working properly or not. Adoption: In this face if the objective were accomplished, than the changes that were implemented become established that is, it becomes a part of the way in which business is done in organization. And if desired objective were not met than this face is skipped. Reference: 1. Omni Consulting Group. Mission Statement. March 27, 2009, 2. Top-Down Approach. 12Manage the Executive Fast Track. (2009).March 27, 2009, 3. McLean, G. (2005). Organization Development Principles, Processes, Performance. March 28, 2009, from Berrett-Koehler Publishers, 4. 'Talent on Demand': Applying Supply Chain Management to People. (2008), Human Resources, March 28, 2009, from 5. Prakunna. (2008. Oct). What is Manpower / Human Resources Planning (HRP). 6. Workforce planning-planning for performance. (June 2006), Building business capability through workforce planning, March 28, 2009, 7. Developing a Strategic Plan, from Plan Ware, March 28, 2009, 8. Aitken, Riitta-Liisa Kolehmainen. (2004), Decentralization's impact on the health workforce: Perspectives of managers, workers and national leaders, March 28, 2009, 9. Slaughter, Matthew J. & Swagel, Phillip. (1997), Does Globalization Lower Wages and Export Jobs, International Monetary Fund, March 28, 2009, 10. Human Resource Planning - Concept And Need. Factors Affecting Hrp, Hrp Process L 3, March 28, 2009, 11. Bechet, Thomas P. & Walker, James W. (1993). Aligning Staffing with Business Strategy. Human Resource Planning, Vol. 16, March 28, 2009 12. Focusing Attention on Talent. (2008), Benchmark Report: Executive Summary, Library Article, March 28, 2009, 13. Caruth, Donald L. & Handlogten, Gail D. (1997), Staffing the contemporary organization: a guide to planning, recruiting, and selecting for human resource professionals. Greenwood Publishing Group.125-129. Read More