Gap Analysis: Riordan Manufacturing

Gap Analysis: Riordan Manufacturing

Linda D. Stuckey

Human Resource Management

University of Phoenix

Dr. Victoria Jones, Facilitator

January 31, 2007

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Gap Analysis: Riordan Manufacturing

As employees are gifted at solving difficult problems that arise from time to time, they can be careless about the quotidian responsibilities of their job. How can a general manager embrace the courage of employees to continue to bring strengthen to the workplace quotidian responsibilities? Within Human Capital Management, directors can align employees with their skill sets.

Riordan Manufacturing is faced with employee challenges that appear to employees to be without motivation, compensation, reward or recognition. How important is it that employees have the necessary tool to effective engage in assign responsibilities. Motivation is extremely important, for one it initiates an atmosphere of creativity. When workers are not taunted with compensation issues and benefits, implementing their skills into projects become rewarding.

Situation Analysis

Issue and Opportunity Identification

“Kossek quotes, “Too often, human resources (HR) innovations serve executive needs rather than employee needs. By implicitly focusing on quantity rather than quality of innovation, executives may be searching for HR "fixes" when they should be trying to understand what influences employee acceptance of innovations and what makes for a successful HR program” (1990) p. 50.

Within Riordan HR department, Yvonne did not fully comprehend the expectations of the employees and the importance of recognition, reward both intricately and externally within the organization. However, negating cognitively the implications of low morale, employee turnover and controversy created situations that were unrecognized. These unrecognized employee contributions to the organization also lead to missed opportunities to internally aligning employees to Riordan future plans.

Stakeholder Perspectives/Ethical Dilemmas

Although Riordan has made changes strategically toward markets and manufacturing, the stakeholders’ turnover is increasing; job satisfaction has to be executed. The neglecting of job satisfaction executions has incurred declines in sales and profits are unstable. A need to understand the culture of the stakeholders and their competencies need to be aligned with the organization.

Capaldo, Iandoli, Zollo quotes”Overgeneralization makes the description of competencies ambiguous and does not provide HR managers with adequate practical information. An alternative, "situationalist" approach defines competencies as situated, idiosyncratic constructs whose meaning is deeply influenced by organizational culture and by the unique way people make sense of their jobs” Capaldo, Iandoli, Zollo,( 2006) p.426

End-State Vision

• Riordan Manufacturing has remained a Fortune 1000 for the last 10 years.

• Riordan Manufacturing is best known in Global HR Magazines for it efficiency in utilizing Human Capital practices.

• During the last Presidential Administration, while experiencing the nation’s economic downturn Riordan Manufacturing has been regarded as a company with excellent practices for developing their employees.

• After appointing a Senior Director of HR brought in from Disney Company, implemented an internal alignment of HR Department, and implementing semi-annual surveys, the motivation of employees has been altered.

• Utilizing the total compensation strategy was an important step for the future survivorship of Riordan Manufacturing.

• An Executive team member is present monthly for the employee reward/recognition meeting.

Gap Analysis

Gap Analysis Chart

Current Practices

Where is Riordan now?

Action Steps

How does Riordan plan to move forward? Desired Practices

Where would Riordan like to be?

Riordan currently has an ineffective HR Department Hire a Senior Hr Director that will implement surveys semi-annually To