Reference no: EM133173126
Mary Jones has been the Human Resources Manager of SunRay Concepts, a very successful solar-panel manufacturing company with 65 employees, for the last 10 years. Recently, she was approached by her boss, the owner of SunRay, with an offer of a promotion to the position of V.P of Human Resources for his newly formed company, SunRay Industries.
He explained that the demand for alternative power is constantly growing. Therefore, he felt it necessary to take several strategic steps to not only maintain SunRay's existing market share, but substantially increase it in a very competitive market environment.
First, he decided to move out of the existing, out-dated, medium-sized plant into a large, state-of-the-art facility that is double in size and 15 miles from the present urban-center location. The new location would also include a separate administration building. This move would need to be completed within the next 12 months.
Second, he purchased one of the most innovative Canadian alternative power research and development firms (45 employees), who will also be relocated to the new plant/administrative building within the next 12 months.
And finally, he purchased an independent alternative power distributor (35 employees) already located in the vicinity of the new plant. It is expected that they would transition to the new location over the next 18 months.
He further explained that Mary would be part of newly formed senior management team that would make up the company's executive committee. The committee would also include a: V.P. of Research and Development; V.P. of Finance; V.P. of Power Distribution; V.P. of Production; V.P. of Sales and Marketing; and, the owner, himself, as President. Mary readily accepted the position.
The next day, Mary received an email, from the President, identifying that the senior management team was going to meet in 2 weeks for a 5-day strategic session. In preparation for the session, each team member has been asked to identify the concerns, considerations, recommendations, and anticipated impact on their respective areas during the company's transition.
If I was Mary, preparing for the strategic session:
- What HR concerns would you have with the company's transition?
- What HR items would be important to consider for the transition?
- What possible HR recommendations would you offer for the transition?
- What impact do you anticipate this transition to have on the Human Resources Department?
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