Human Resources Staffing Plan with Three Year Forecast by Quarter - Essay Example

Human Resources Staffing Plan: Burger Works Introduction This paper lays down the Human Resource Staff Plan for Burger Works that intends to start a call centre by introducing new products. It is a new strategy by the restaurant board implemented by the human resources manager. The call centre is at the core of the new strategy because the restaurant aims at using it to move to the next level by having a competitive advantage over the rivals in the industry. The industry has become increasingly competitive and therefore, Burger Works must look for ways to remain relevant in the market by first retaining its share on the market that has stagnated despite the fact that fifteen more companies have joined the market. Burger Works has to develop new strategies to help in encroaching into new markets by getting clients. The management has discovered that restaurant profits are growing at a very low rate of about three percent annually and the trend is worrying. The first section of the plan shall deal with the essential matter of task identification. Staff Planning Description An effective human resources management team will be judged based on its competencies. The appropriate behaviours that employees ought to have to work are competencies. A competent framework entails a structure that defines and lays down the employee competency. The human resources must operate within a specified framework in order to view employees and restaurant s as being synonymous. The human resource team must develop better working environment and terms for the employees to be effective at work. The aim of the company as Miss Cutter put it is business. However, people conduct the business. In other words, human resources must have what will make the employees to do their work effectively. This begins with appreciating that employees are human and not just tools. The team should then proceed to put the right structures. Following these basics will determine the competence of the human resource framework. Most companies reduce the human resources department to handling payments and being involved in the recruitment exercise while at the same time handling salary omission complains that arise from the staff. The reason is that the human resource has limited its scope of operations by neglecting other roles. The most significant remains ensuring employees is in a perfect psychological state to be increase efficiency at work. The human resources ought to carry out an evaluation of the staff based on their efficiency. By doing this, the human resources department will assume a new but rightful passion within restaurant s. Other departments for instance the finance department has defined its boundaries and taken control of what it is supposed to do. Similarly, the human resources will ascend to such levels. Duties outlined will make the human resources become more relevant within restaurants. The Staffing Plan The role of various experts at the restaurant will be outlined and as such eliminate role duplication and ambiguity. The second part will cover assigning the identified roles to the specific experts at the restaurant. The manager will assign specific duties to each team for undertaking. Procedures of coordination between the various departments will follow because the group will be working as a team. Modes of relation and association appear specified in the third step. The particular departments that entirely depend on others also appear in this section. Growth from one level to another will be sequential namely completion of one tier before stepping into the next. One team will complete work in some parts before another team jets in to commence its part. Therefore, provision of work timelines for specific teams remains crucial. Section 4 will cover very significant aspects as illustrated in the guideline. Time allocation in this part will depend on the volume of work assigned to each team. Definitely, different teams will have different amounts of work. Summing the departmental timeline gives the approximate duration over which the human resources staff planning will take. Hiring Procedure The staff in Human Resources Department must follow specific steps to increase efficiency, maintaining, and enhancing consistency in the process of recruitment and selection of company employees. The steps also facilitate compliance in the entire process. The human resources personnel should not consider equal employment opportunity, affirmative action, as well as diversity as separate entity factors because they are important variables woven within the process to support the success of recruiting and hiring in the company. Recruitment provides the human resources with an opportunity to evaluate and review the job description of the position that requires a new employee. The process remains the same irrespective of whether it is a new position; the former employee was a performer, or a mediocre. The human resource gets the opportunity to revise the qualifications of the new employee including behavioural factors and technical skills sought in the new employee. The department considers various questions among them; whether it is time to reclassify, reorganize, and at the same time implement significant changes (Noe, 2013, 16). The effectiveness of a hiring decision depends on the time allocated by the human resources to planning the selection and recruitment process. I. Submit Recruiting Documents The human resources manager in charge of employment has the biggest task of coordinating the process of recruiting and selecting classified employees. He or she should submit a Request to hire form that includes the updated description of the position that requires an employee (Jucius 2005). Depending on whether the process will be internal or external, the manager will prepare a job posting and put the advert either in the newspaper or within the notice board as well as the company web site. The employment manager will follow the academic appointment process if he or she is interested in filling an unclassified position. Any advertisement for the vacancy follows the job description outlined by the human resources department. It also includes other elements important for the interested person. II. The Selection of Process Considerations on efficient ways of identifying and assessing the candidates applying for the position follows immediately the manager isolates the necessary technical abilities as well as job attributes sought in the right candidate. It is necessary to go through the description of the job while identifying the areas that can reveal the ability of the candidate to perform the function efficiently. Although the interview remains the primary source of information about the applicant, the employer should not consider it the best. The best way to comprehend dependability, teamwork elements of the applicant, as well as his or her capacity to remain thorough is in the job reference. The Curriculum Vitae offers insightful information about the academic background as well as other educational qualifications in addition to the overall communication skills of the candidate. III. The Interview Panel Other scholars refer to the interview panel as the search committee. However, it is essential to remember that an academic appointment process takes place when using a search committee. This discourse recommends the use of the same committee for classified interviews. However, their use is optional. Under the request of the supervisor, the search committee can take part in the entire recruiting and selection process including evaluating Curriculum Vitae along other written documents (Noe 2013). Members of the search committee can also sit on the interview panel. Nonetheless, members have the freedom of evaluating the written documents and making a decision on whether to sit on the interview panel or simply carry out their role from the back office. The input of panel members lies in their ability to provide varying perspectives on the qualities of the candidate. The interview or search committee can consist of managers drawn from different departments, staff members, as well as clients from various sections. IV. Interviewing The recruiting and selection personnel aim at getting information from the applicant that helps in evaluating his or her ability to carry out functions outlined in the described position. It is only possible to carry out this function successfully by asking relevant questions, keeping the candidate talking about the right kind of information, as well as listening to him or her keenly. The interviewing learns much from the candidate through his experience. His or her performance in the past is one of the most appropriate indicators of the ability to perform well in future. However, it is relevant for the committee to avoid making presumptions that those who failed in the past cannot deliver in future. The committee can go through various assignments and jobs to mark out a pattern of performance before making the final decision. Staffing Guidelines i. Task identification ii. Task assignment and ownership iii. Logistical relations and interdepartmental associations iv. Work timeline v. Project schedule vi. Gantt chart Work timeline The project will commence on November 1, 2015 with the inspection of the office with the launch of the new products. The human resources manager at Burger Works sits in San Francisco, California overseeing the start of the project by November 1, 2015. More time goes to the Beverage Sector and research since they handle the engine of the project. However, these other parts will have less time. As listed below part a through to part d will be allocate six months. The development part will have three months, the training team will receive two months since workers will train in shifts and the verification process will take one month. The follow-up will take place in the course of the first three months thereafter the project will close. a) Role Specifications and number of employees 1. Functional Specifications for employees a. Develop Product mix Mock-ups b. Review the design c. Create Final Functional Specifications d. Develop and install Ingredient Mixer 2. Quality Specs a. Develop Quality Specifications b. Review the specifications c. Develop and install what the team will use as signoffs b) Database for Research Team Roles 1. Quality Specifications a. Create the Quality aspects b. Draw a review of the aspects c. Obtain the Mixing Team c) Team Handling Interfaces 1. Quality Specifications a. Determine data import/export elements e.g. i. Defining the user needs ii. Outlining the IT needs b. Give the structure of the interfaces c. Sign off passwords d) Report Presentation 1. Functional Specifications a. Obtain the user Requirements b. Review e) Development Teams Web Front End 1. Code Products Ingredients 2. Conduct Quality Assessment f) Quality Assurance Team 1. Verify design elements 2. Evaluate the process of integration 3. Confirm acceptability g) Technology Team 1. Identify the ingredients needed 2. Make choices of the right ingredients 3. Procure the purchase 4. Guide in deployment h) Wrap-up the project Shift Management Schedule Task Possible start Duration Type Determinant High level inspection week 1 2 Weeks Sequential Office and current products Designing the products week 2 4 Weeks Sequential Suitability Dev ‘ of customer service mock-ups week 3 2 weeks Parallel Type of design Programming of core modules week 4 8 weeks Sequential Necessity Programming of supporting modules week 13 4weeks Parallel Functionality Quality assurance of core specs week 22 8 Weeks Sequential Applicability Quality assurance of supporting modules week 30 4 weeks Parallel Functionality Core functions training week 34 8 Weeks Sequential Adaptability Development of reporting specs week 42 1 Week Parallel Suitability Development of management reporting week 43 2 Weeks Parallel Suitability Development of management analysis week 45 2 Weeks Parallel Suitability Development of ingredients week 47 2 Weeks Sequential Specifications Exhaustive training week 49 2 weeks Sequential Adaptability Documentation week 51 1 week parallel System Shift Management Explained A direct relationship exists between employee engagement and the success of a business company. The relationship is quantifiable especially regarding international or global business. Scholars of human resources management and other related disciplines define employee engagement as a situation where the management of the business organization enhances commitment of employees on their responsibilities resulting in total commitment. In this case, employees develop a spirit where they put company goals and objectives before personal goals. Engaged employees commit themselves to work and in the process do not have time to gossip even during grapevine. A business company with engaged employees reduces conflicts among employees making it one of the most appropriate mechanism tom avoid conflict. Most business managers and chief executives define success perfectly but fail in comprehending the drivers of success. Managers consider various aspects of success among them profit levels, market share, as well as brand equity. The real impetus of the business lies with employees. Employees become even more critical when discussing global enterprise. They design, develop, and produce products in addition to attending to company clients. Employees represent the face of the business brand. Scholars concur on the fact that employees constitute determinants of either successful international and local business or those that rarely or fail to attain the full capacity. A successful local or global business enterprise has engaged employees. Research shows that business companies with high rates of employee engagement recorded a nineteen percent increase in their operating income over one year trading period. Similarly, the same companies witnessed a rise in earnings per share averaging twenty-eight percent. On the other hand, scholars note that business with low abilities of engaging employees recorded a drop in income averaging more than thirty-two percent over the same financial period. This correspondent with an eleven percent decline in earnings per share. Flippo (19) identifies that most managers took lessons from Michael Lewis’ Moneyball applying the same to their respective business environment with measurable success. Issues under consideration included among others measurement of the degree of engagement among employees, evaluation of their performance, as well as levels of elevation. Global companies operate in various parts of the world and among people with diverse ethnic backgrounds. This means that adopting the skills and qualities of evaluating intangible factors adds to the quality of performance. The introduction of measurable tools of intangible factors gives managers new, insightful, and actionable solutions to any situation regarding their employees (Ivancevich & Konopaske 2013). Relevant and concrete information replaces perceptions, gut feel, and intuition. Wells Fargo stands out as the example of an international company that recognized and embraced the value of successful employee engagement. The company operating in Europe, Africa, as well as the United States of America applied the happy-to-grumpy ratio to assess the levels of its employee engagement. Understanding the culture of the company traditional established by the founders is also essential. Flippo (2004, 97) proposes that one of the best ways to carry out such an exercise is using strategic recognition. This scenario will provide an opportunity for employees and those in the management to recognize and appreciate one another irrespective of the prevailing situation. Situations include behaviours, excellent delivery of work, and demonstration of corporate values together with the ability to work in a team. Strategic implementation of recognition creates a different and viable alternative for managers to develop new health within their organizations. Recognition becomes the barometers with which business organizations measure the relationship between the performance of employees and their engagement (Flippo 19). Business companies can use the same to assess the rate of occurrences of recognition across various departments, locations, as well as members of different teams. Irregular occurrence of recognition can serve as an alert for the management to understand that all is not well in their business organization. Managers need to comprehend such incidences are common where the management focuses on having their employees meet their targets without other considerations into perspective (Flippo 112). Other considerations include managers and supervisors ignoring emotional and psychological need of employees. This group of managers holds that the only way to increase productivity is compensating employees well. It is difficult for managers who are not keen to understand the relationship between low levels of recognition and diminishing health of the overall company. The management needs to concentrate on factors leading to productivity as opposed to productivity. Intangible factors of productivity carry more weight than terms of service to most employees. Works Cited Flippo, Evans. Personnel management. New York: McGraw-Hill, 1984. Print. Ivancevich, John M, and Robert Konopaske. Human Resource Management. New York, NY: McGraw-Hill Irwin, 2013. Print. Jucius, Michael J. Personnel Management. Homewood, Ill: R.D. Irwin, 2005. Print. Noe, Raymond A. Human Resource Management: Gaining a Competitive Advantage. New York: McGraw-Hill/Irwin, 2013. Print. Read More