Banks industries overview

Reference no: EM13816811

BANKS Industries Overview

BANKS Industries is a manufacturing company located in Centervale. A US-based organization, BANKS's major product line is electronics components. BANKS has just over two hundred employees at its main plant in Centervale but recently acquired a new subsidiary in China. This acquisition added close to one hundred employees, and their expertise in a new line of personal computing devices. BANKS expected these devices to give it a competitive advantage in its market, and with the product line continuing to grow.

BANKS started out as a family-owned organization with a relatively flat organizational structure. After fifteen years of being in business, BANKS continues to be family owned and has acquired several small companies in the United States. The acquisition of the Chinese company, which has now been renamed BANKS Components, is the first acquisition outside US borders. The transition has resulted in some drastic changes in policy, staffing, and the organizational structure.

Assignment: Human Resources Strategic Planning and Measurement Task Force

In organizations today, the emphasis is on performance and the contribution of a function to the success of that organization. Senior managers demand evidence of effectiveness and efficiency. They need objective ways to measure achievement and strategically plan for the future. The heart of success at BANKS Industries is the HR department's responsibility to guide managers in their ability to screen, hire, and retain quality employees.

As part of the BANKS management team, you have been assigned to a task force that is considering how the HR department should be strategically involved as the BANKS workforce becomes more diverse and experiences expansion, possibly into more countries. As part of a preliminary discussion, you have been asked to generate a report on the following issues:

What should be the basis of the HR department's goals regarding their responsibilities to support management during the screening, hiring, and retention stages of employees?
How do these goals strategically align with success for BANKS?
How should the HR department interact with and implement these goals for management and employees?
How will you measure whether the HR department has been successful in achieving its goals? Based on your research, what assessments can be used to determine success?

Reference no: EM13816811

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