Revitalizing HR: Strategies for Overcoming Challenges at Alders and Richardson

Identify the factors that could be creating the deficiencies described in 1, 2, and 3 above.

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In the contemporary world, it is normal for organizations to compete for the best, insofar as workforce recruitment is concerned. While attracting the best employees could be demanding for the Human Resource Management, assessing them for their respective vacancies could be more demanding, especially in cases where the HR department lacks an elaborate method upon which clarity of such matters could be resolved. In the case of Alders and Richardson, the HR model in place consists of loopholes which present the company with such challenges. The company lacks a clear guideline in which they can follow to achieve the best results insofar as selecting and accurately placing employees in their best positions is concerned (Markovska, 2020). The company could lack a scientific or failing to follow a scientifically proven approach that would culminate in the best results possible. Myths could be imperative factors that would prevent the HR department from assessing employees effectively. It is worth noting that myths such as screening for consciousness is better than screening for intelligence could lead to such issues.

What specific recommendations would you make to the senior leadership team at Alders and Richardson to correct the deficiencies in each phase of the HRM process that is creating problems for the HR department at Alders and Richardson.Alders and Richardson may be lacking a Training Need Analysis (TNA), a process by which the company can identify and develop training needs for its employees (The Economic Times, 2020). There is a need to establish a TNA that will enable employees in the company to receive emerging skills as it will also help the company retain its workers. The company is also lacking in an elaborate performance appraisal system that would enable them to retain their most treasured employees. It is prudent for the company to establish a frequent performance appraisal system that rewards employees according to their efficacy. It is worth noting that existing employees could be more effective than newcomers. Thus, the company needs a performance appraisal system to reward them for their effectiveness. A new recruitment strategy is also required for purposes of ensuring new employees are placed in positions where they will be of much benefit to the company.

What will be the measures or metrics used that would indicate that your recommendations?

After improving some company elements, it is wise that the organization evaluates its significance in both the short and long-term. Without a significant change in the company, then, changes are frivolous. Some measures could help assess the effectiveness of the new recruitment strategy, TNA, and performance appraisal measure (Pulakos, n.d). Employee retention rates are supposed to improve after they have been trained and appraised regularly. Employee engagement and an increase in productivity rate could also be used in evaluating the effectiveness of the new recruitment strategy.

What do these HR failures and the VP of HR’s resistance to address these issues suggest about the collaboration and communication on the executive management team?

The failures in the company indicate that there is a clear-cut weak link regarding collaboration. Lack of collaboration and poor communication in the company's executive resulted in VP of HR declining that his department had an issue. The executive management could have communicated the issue from a standpoint that employees are underperforming, and most of them are behind insofar as emerging skills are concerned. Resistance by the VP of HR to resolve the issue implies that the management does not meet frequently (Markovska, 2020). It may also mean that the senior management had barely communicated with the VP of HR and only did it when they realized things were not working in the company's favor.

What recommendations would you have for the president of Alders and Richardson regarding the VP of HR and HR’s ongoing under performance?

Insofar as the VP of HR, is concerned, two things should happen. One, the company may encourage him to advance his studies so that he may gain more insight concerning the HR department. He doesn't have to go to school, but the company can organize seminars where he can get trained in key areas. The company can also organize numerous seminars inside the organization where he and the rest of the employees can profit. Secondly and lastly, the company can choose to replace him. Replacing him should be considered the last option because procedures should be followed before releasing him. Additionally, searching for a perfect match could never be achieved (Case Study, n.d). It is worth noting that the company can only run effectively if their culture is well understood by everyone, main persons in positions of influence, such as the HR department. Since the current VP is probably acquainted with all aspects of Alders and Richardson, it would be cheaper to train him than replacing him. In essence, he should only lose his job if his attitude towards change is deemed negative and that the company sees no sign of him accepting his weaknesses. Otherwise, he can be trained for better results in the future.

What might be the sources of resistance to your recommendations and intervention?

Recommendations and interventions may be faced with challenges leading to the possibility of a lack of implementation in the part of the management. Financial challenges could, for instance, lead the company into failing to put up a working HR model. It is important to note that all recommendations are new to the company and may require financial resources for their implementation. Companies may also fail to implement professional interventions because of fear of the unknown. Some recommendations are likely to interfere with how the company works. In that regard, the company's culture could be interrupted significantly, which may present unprecedented issues.

References

Case Study. (n.d). Alders and Richardson: Diagnosing a problem with the HR Department.

Markovska, M. (2020, January 17). The 3 job analysis methods every HR professional needs to know. Careerminds. https://blog.careerminds.com/job-analysis-methods

Pulakos, E.D. (n.d). Performance Management: A roadmap for developing, implementing, and evaluating performance management systems. Effective Practice Guideline. https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/Documents/Performance-Management.pdf

The Economic Times. (2020, September 29). Training Needs Analysis. https://economictimes.indiatimes.com/definition/training-needs-analysis#:~:text=Definition%20of%20'Training%20Needs%20Analysis,various%20levels%20of%20the%20organisation.