Reference no: EM13893628

You have accepted the position of Vice President of Human Resources for the company "A Wonderful Place to Work, Inc." You start your new career by meeting employees throughout all levels in the organization and by studying policies, procedures, and files held by the organization on employees, events and activities surrounding people issues with the firm.

One common theme you hear at all levels of employees is the "Company does not care about me."

When those same employees were questioned about this concern, they cannot give you specific information as to why they feel this way. One area that you find interesting when you begin to study policy and procedure is that you find no indication of how people are held accountable for their work. You find no performance measures; no records that would indicate that labor costs are being tracked to determine efficiency or effectiveness of people's work; no method to determine how and when raises to both hourly and salaried employees should occur. You cannot find where the company tracks either hourly or salaried absenteeism or tardiness. You ask to see a breakdown of employees by gender, race, age, and disability accommodation by job classification only to find this has never been tracked.

One of the things you do notice is that there seems to be no females in the firm. You also notice that there seems to be only white males working there. You see no people who seem to be over 30 years of age. When you talk to people about their background, you find very few with any education higher than a high school level. Most employees seem to have worked for the firm less than 2 years. You ask for a record of voluntary and involuntary turnover and you are told that this is not available. You ask for the most recent wage and salaried survey along with benefits surveys and you are told that this has never been done. You ask for the previous year's goals and objectives for the Human Resources Department and you are informed the former VP just told the employees to "do what they were told since things change a lot around here."

You meet with your boss, the President, of the firm. She informs you that she expects you to turn the "people" factor into a strategic weapon that will help the firm beat the competition by having better, more engaged employees who are more in tune with the company's vision, mission, and goals of the firm. This is why you were hired and earn big money!

As Vice President of your firm it will be necessary that you understand the strategic implications of your employees. In your paper, address the following questions:

• How will you measure your employee's value? Given this value, how will you leverage it so the company gains a competitive advantage over its competitors?
• What will be the issues and challenges you face in order to insure you are working strategically in HR?
• Will the composition of the workforce change in the future? If you believe it will change, how and why? If not, why not?
• How will you develop the strategic management process for HR in your organization?
• What steps and processes you must create to strategically manage your workforce?

5 pages 3 scholarly resources