Assignment Three-final

.docx

School

University of Maryland, University College *

*We aren’t endorsed by this school

Course

300 6381

Subject

Management

Date

Apr 3, 2024

Type

docx

Pages

Uploaded by PresidentWorld11269

1 Assignment Three: Final Case Study Bianca McDonald University of Maryland Global Campus HRMN 300(6380): Management and Organization Theory Professor Robbie Kudva July 8 th , 2023

2 Scenario 1: Increasing Staff to Complete the First Phase 1) BTA, a United Stated government organization, contracted assistance from DRA PS’ Training Solutions Division (TSD) with the implementation of a training academy. With this new contract there must be employees assigned for positions to successfully carry out phase one of the project. In order to be prepared for training academy there are departments that need to hire talent to aid in the project running smoothly. Recruitment would occur internally consisting of hires that would be best suited for their assigned position. TSD should assign staff in these departments: project management, instructional design, graphic design, programming, document production, logistics, and multimedia. These positions need to be filled to satisfy the contract given to TSD with establishing a talented and diverse pool of employees for every department. Project management should be the first department assigned personnel; it is one of the most important positions because project managers ensure that company projects are moving on course. With the assignment of positions and tasks it should support the 3-month timeline of phase one. A good recruitment process will likely be very beneficial because it is timely and cost-efficient ( Recruitment ). Lumen Learning. (n.d.). Reading: Recruitment . Introduction to Business. https://courses.lumenlearning.com/wmintrobusiness/chapter/reading-recruitment/ 2) DRA PS prides themselves on maintaining a highly qualified talented pool of candidates so there are existing recruitment policies and guidelines. However, there are a few challenges that could arise during this recruitment process for TSD. One challenge is that all employees are vetted for additional work assignments before any termination would occur. This is a challenge

3 because if an employee is in the position to be terminated, a company should not want to keep the individual on the team. Keeping an employee who is terminable could lead to potential issues in the future, and hinder the success of the project completion. Recruiting from within does have a disadvantage because there might be better qualified candidates externally who could provide more creative ideas and innovation ( Sims. 2019 ). Another challenge is that all hired new employees must support existing workloads. This may turn into an issue if employees feel overwhelmed with the workload, or possibly inconsistencies with assignments. Full-time positions are only allowed if the project management verifies the requests. This process seems time-consuming which could become an obstacle in completing phase one of the project on time. Another challenge from the existing policy is that additional new positions require the written approval of the: project manager, branch chief, the vice president of TSD, the COO, the CFO, and the vice president of Human Resources. This policy expects written approval for one position to go through 6 chains of command. This process also applies to staff reassignment, and subcontractor hiring. Essentially, the existing recruitment policy would be a time-consuming process for TSD, and hiring would not be quick. Ronald R. Sims. (2019). Human Resources Management Issues, Challenges and Trends: “Now and Around the Corner.” Information Age Publishing 3) DRA PS’ current recruitment policy and guidelines presents challenges. One strategy that confronts the issue would be allowing recruitment to be conducted internally as well as externally. With this strategy, a broader, talented and qualified pool of candidates can be hired for their specific position that is most suitable. Incorporating testing in selection of new hires could be a strategy because it determines if a candidate has the required knowledge, and skills for the

4 position ( Selection ). Another strategy would be implementing new guidelines on hiring approvals. Human Resources, and the project manager should have the final decision on selecting candidates. However, if this process cannot change, hiring approvals should change from written to electronically. This implementation of technological resources would provide a quicker streamlined process. UMGC. (n.d.). Selection . HRMN 300 Text Chapter 5. https://leocontent.umgc.edu/content/dam/course-content/tus/hrmn/hrmn-300/document/HRMN %20300%20Text%20Chapter%205%20Updated.pdf 4) My recruitment strategy would first entail on ensuring that candidates are diverse because this allows for a richer culture of innovation. Recruitment would be held both internally and externally. Lastly, Human Resource management will have a collaborative relationship with department supervisors guaranteeing that positions are filled accurately by candidates who have skills that fit the job description ( Lesson 4: Recruiting ). UMGC. (n.d.). Lesson 4: Recruiting . Lesson 4 Script. https://leocontent.umgc.edu/content/dam/course-content/tus/hrmn/hrmn-300/document/ Lesson%204%20script.pdf Scenario 2: The Effect of Firing the Program Manager on Staffing for the Second Phase of the Project 1) The client had requirements for the role of project manager. The performance of the project manager was less than favorable which ultimately led to their replacement. I believe that this was the right decision because the project manager did not follow requirements of her

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version