Chern's Case Study

Chern should take an approach train and develop needed skills. In today’s selection of employment seekers it is difficult to find people who have the right level of qualifications. Training will allow Chern to ensure that the employees are at the best skill level for their business. They will be able to mold employees into what they want them

Investing in the continued professional development of people is beneficial, for employee morale and for the company’s bottom line

Core Results Consulting | Strategic Analysis: Chern Report | Date: 2014 Strategic Staffing for all of your organizations short and long term needs Table of Contents Executive Summary …………………………………………… ……………………………………………………………………………………. Recommendations Strategic Staffing Planning Process …………………………………… …………………………………………………………………… 4 Figure 1 – Economic Conditions 5 Disparate Impact Analysis ……………………………………………………………………………………………………………………….6

Knowing that the company has a 20% turn over in Full Time Employees and an average 15% turn over in Part Time Employees, I believe they should assess their mix of full and part time staff. It would be beneficial and potentially cost saving if the company can increase its part time staff, reduce full time staff, thus, if all things remain constant, realize a lower turnover ratio while paying less in overall benefits and compensation by changing the mix of employees. Determining the proper mix of staffing efficiently will be a key driver in the overall HR process and hiring outcome and should be a long term goal of the company

Within the next 12 months, Kudler Fine Foods plans to increase customer loyalty by offering added high-margin services, leveraging a better understanding of customer purchase patterns, and providing more efficient operations. Kudler Fine Foods also plans to increase the customer base through social network marketing, word of mouth, and increasing profitability by cost reductions initiatives. In view of this

Bringing opportunities into the organization can introduce a business with new ideas and creative ways of solving problems. Occasionally getting employees out of their normal routine can jump-start energy and encourage employees to recommit to their jobs and the company. Learning new skills and interacting with new and different people has a direct impact on the productivity and development of the work environment. Trainings should not be expensive or last for several days in order to be beneficial. Workshops, classes, and cross-training in other departments

Due to the ever changing landscape of the business world many employers often send their employees to attend trainings and seminars. Though this specialized training sessions are costly the return a company gets from it is worth the investment. A company that constantly sends its employees to school to acquire a fresh and new ideas has a greater advantage than a company that do not offer such benefit.

7. Establish mentoring programs to assist fellow employees in their continuing corporate development [ (Gomez-Mejla, Balkin, & Cardy, 2010) ]. Finding, retaining, and maximizing the potential of our employees is just good business. Mentoring will help ensure each employee is able to maximize his/her personal and corporate potential. We should consider adding mentoring to our annual performance objectives.

Charlene met with Cherron to address concerns of his services due as the patient current has 23 treatment plan remaining. Please note, Cherron was advised that this writer assisted him with obtaining 5-6 patient signatures missing from his treatment and three scheduled to sign on Friday with this writer as the patient expressed as a barrier. This writer addressed the importance of completing at least 2-3 treatment plans per day for review and approval. According to Cherron, he has completed 7 treatment thus far.

Training is an important facet of developing and managing human resources at any organization. Training should improve not only organizational efficiency and employee productivity but it must also improve employee skills and make employees feel valued. At Clapton Commercial Construction (“CCC”) Company’s Arizona location, it is important for the company to hire and retain good employees. To that end training and development should be essential and consistently provided to employees at all levels of the organization. Training program should be designed so that it is tailored to the particular function the employees perform in the company, and also so that the company as a whole works as a

Furthermore, volunteers who participated in this initiative were given incentives also pushed a desire to do the best. “Employee volunteers were told that their commitment to the program would ultimately help all workers enhance their long-term career opportunities at Walgreens; generating great interest among employees, and the company quickly identified the appropriate number if volunteers to kick off the initiative” (Jackson, Mathis, & Valentine, 2014, p. 328). In addition to the kickbacks given to volunteers, these employees also benefitted by being able to control their own career prospects at Walgreens. It was necessary to rely on employee blueprints to enhance career management in the company because it “identified possible employment paths that operated through a variety of career tracks; provided the proper training activities and enhancement opportunities that facilitate the accomplishment of career goals; and positioned the company as a desirable employer” (Jackson, et al., 2014, p.

“An effective training program needs a high-quality program design to maximize trainee learning and transfer of training. Program design refers to the organization and coordination of the training program.” (Noe, p. 193) Doug Conant became CEO of Campbell’s Soup in 2001 in the midst of a tumultuous time for the company. Campbell’s Soup stock was hitting rock bottom and “in Conant’s words, the company had "a very toxic culture." Employees were disheartened, management systems were dysfunctional, trust was low, and a lot of people felt and behaved like victims” (Duncan, 2014). To change the culture, Conant implemented the CEO Institute to “create a meaningful

Given that, top performers need to know how to get to where they want to be in the organization, and direction needs to be supplied. The simple truth is, when a company lacks the ability to show the individual a path of progression in order to move forward, it can be detrimental to the organization bottom-line, as turn-over affects the profits of an organzation. The result is employees will disengage and will seek other opportunities of employment elsewhere. As a final point, providing staff with a career path is similar to creating a psychological contract for an employee to stay employed with the company. By companies investing in the employee’s growth and development, they will grow in to a loyal employee and stay with the corporation. Creating a path for an employee increases employee retention. This creates a strong sense of purpose for the individual; they become connected to the organization, as they desire to be a part of the bigger picture (Gupta).

demonstrate openness and loyalty; and how to mentor workers to be self-starters. Off-site employees need similar training in how to communicate and

3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 Financial incentives Rewards and recognition Training Career advancement Flexible working