Alternative Solutions to Strategic Human Resources Problems

Topics: Human resources, Human resource management, Borders Group Pages: 11 (3913 words) Published: November 28, 2006
Strategic Human Resource Research for Alternative Solutions
In attempting to generically research for alternative strategic solutions to InterClean's human resource problems, Team-C found some plausible best practices which should help align their organizational structure with its goals. The industrial cleaning and sanitation industry is evolving around changing trends and driving forces that are causing InterClean to reassess their competitive advantage of human resource development. InterClean's recent acquisition of EnviroTech needs an accelerated solution of strategic planning and organizational design involving its management of HR processes. Team-C's efforts in reviewing and analyzing human capital development alternatives entail the topics of recruitment, diversity, selection, skills sets, training, and HR management techniques within the context of domestic and international settings. These generic benchmarking solutions may help to satisfy InterClean's marketing agenda for increased market share, 40% profit, and global expansion. Patric L. Pettegrew: Aligning Organizational Structure with Strategy The recent merger of InterClean, Inc. with EnviroTech, Inc has created a change in the organizational structure and design of the business. The vision and strategy for InterClean is to provide a full spectrum of cleaning services and solutions and to become an industry leader in the institutional and industrial cleaning and sanitation industry. With the recent merger, the HR department has been tasked to review and assess the current staff so decisions can be made as to what strategies should be implemented. Theses strategies should assist in creating and sustaining a competitive advantage, reducing costs, and increasing financial returns. The HR departments will determine the current strengths of InterCleans sales team, areas of needed development, future staffing requirements, and fit the right people with the correct jobs. Several of the issues the HR department has to consider, are the changes in cultural values between the two companies, creating new sales teams, developing a compensation package to be more attractive than the competitors, and training the staff on the full-service solutions package. The leaders and HR managers must provide the right incentives to empower employees such as rewarding new ideas, providing resources for training, and allowing time for the organization to learn together and make mistakes. This necessitates the whole organization coming together at the right time and place. A benchmark study found that the merger of Private and Trust Banking experienced similar organizational structure and design changes. The alignment strategy was to achieve strategic goals with economies of scale and the leveraging of existing customer relationships. When the private and trust banking groups merged, several factors were considered. Steps taken include the alignment of organizational design and structure, merging key systems and technologies, adapting sales and marketing approaches, and considering cultural implications (Errett, 1992). Benefits of the banking merger are the marketing and operational efficiencies (making the customer aware of the products and services) and successful implementation of the marketing strategy (to efficiently and effectively sell and deliver multiple products to the same customer groups). Other benefits are cross-training personnel in a continuous improvement program, motivating the sales staff through a combination of training and rewards, a simple but aggressive compensation system, and centralizing back office operations and combining technology and databases (Errett, 1992). The Private and Trust Banking merger found that through strategic shifts in the organizational structure and alignment of the various products, a positive cultural change occurred. The overall implementation strategy should serve as a management model that can be referenced in future...

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