Create an approximately 5-minute Speech to staff and leadership on your planned response to emerging human resources issues.
In the previous assessment, you planned, organized, and led. But what does it take to control your operation? What skills are necessary? What needs to be measured? Are there tools or processes designed to help? What types of things do you need to control, and what do you need to let go of?
In this assessment, you will create a speech to staff and leadership on your planned response to emerging human resources issues.
Imagine that you have received the following e-mail from your boss about a month after they adopted your departmental plan outlined in the previous assessment.
HR E-mail [PDF](attached): Use this e-mail from your boss as the basis for this assessment.
Create an approximately 5-minute (2 full pages) speech targeted to your staff and leadership that effectively responds to your boss’s request found in the e-mail (attached). Your speech should demonstrate leadership qualities such as composure, preparation, solid communication, thoughtfulness, et cetera. The speech should also:
Articulate the problems and their sources. (Make sure to include plausible assumptions based upon the facts presented to support your assertions.)
Detail your plan, which must address:
Retention: Describe two of the most significant steps you will take to keep employees and why you believe they will be effective.
Compensation.Benefits.Culture, leadership, engagement.
Hiring: Select one of the positions you identified in your organizational chart as new hire. Suggest two actions that you will take to secure new hires. Substantiate your ideas with real market data for at least one of your actions. (Cite your sources.) State any assumptions that you need to make to conduct your research. For example, candidate experience, job level, industry norms, et cetera.
Training. Onboarding or orientation. Communicating organizational values and culture.
Performance measure and standards: Describe how performance will be measured for one of the position types in your group. Your expectations should be consistent with your stated departmental goals.
Communication: Ensure that your speech is free of errors that detract from the overall message.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment scoring guide criteria:
Competency 1: Analyze characteristics and behaviors of effective managers.
Articulate problems and their likely sources.
Competency 2: Apply managerial principles to planning, organizing, controlling, leadership, and communication.
Create a presentation that demonstrates leadership attributes while effectively informing the target audience.
Develop an appropriate plan for addressing retention issues.
Develop an appropriate plan for addressing hiring issues.
Outline an effective plan for performance measurement.
Competency 3: Communicate effectively and professionally.
Address the appropriate audience, using familiar, discipline-specific language and terminology.
Helpful Assessment Resources
The following resources are required to complete the assessment.
HR E-mail [PDF]. -attached
The following text reading focuses on controlling operations.
Robbins, S. P., Coulter, M., & DeCenzo, D. A. (2020). Fundamentals of management: Management myth debunked! (11th ed.). Boston, MA: Pearson. Available in the courseroom via the VitalSource Bookshelf link.
Chapter 15, “Controlling Work and Organizational Processes.
Leadership and Control
Good morning ladies and gentlemen. The purpose of this speech is to establish the role of control, another important management role, in ensuring that the strategic plan created earlier remains in action to achieve corporate objectives. We all agree that Atha needs to double its sales in the next year, which is why we created the strategic plan. First, control is necessary to achieve it as the role enables the strategic plan to move in the right direction by working with the right team (Robbins et al., 2020). Therefore, as a manager, I will guide the team to address emerging issues, such as losing personnel, to prevent challenges in implementing the plan and achieving the goal. The loss of key personnel to competitors is one of the human resource issues that my team will address to remain on course and attain the planned milestones. More importantly, we must understand why they leave an organization, such as the cited lack of acknowledgment for their contributions and increased workload. Therefore, the manager should address the identified problems to prevent further loss of employees and increase the chances of doubling sales. The proposed plan to solve the issue focuses on three key areas: retention, hiring, performance measures and standards.
Ladies and gentlemen, based on the aforementioned human resource problems, the two most significant steps should focus on improving compensation and benefits and changing the corporate culture through effective leadership and employee engagement. Hence, to become competitive and achieve the goal of doubling sales, I will lead my team to research the industry’s compensation standard and what competitors pay their employees and their benefits. Increasing compensation and offering benefits packages, such as medical insurance and paid leave, motivate employees to improve their performance (Gerhart & Newman, 2020). Thus, with the management’s support, we will review the salaries and benefits for all employees to achieve retention. Besides, the leadership will change the culture by engaging employees in decision-making and promoting participatory leadership, which supports organizational ownership and increases performance and productivity, as cited by Banjarnahor et al. (2018)). As you already know, each staff member in the company is essential and will contribute to the ultimate goal achievement.
We all agree that the company requires a new IT personnel in the sales and marketing department to handle the information systems. The system supports data collection and management to improve decision-making. After engaging the new personnel, other department employees will have less workload since the information system will improve decision-making. Kindly note that information systems are among the most effective tools to enhance performance in the current knowledge economy. Besides, the industry standards also indicate the increasing need for IT in the sales and marketing department to improve performance, as confirmed by Ohiomah et al. (2019). While the IT personnel should have more than five years of experience, the manager will engage in onboarding or orientations to familiarize the new employee with the corporate culture. With other managers’ help, I will communicate organizational values, assuming that Atha’s is considerably different from their former workplaces.
Performance Measure and Standards
Finally, we understand that the IT personnel’s performance measures and standards will depend on the departmental goals and our personal commitment. I believe that the new personnel will support the department to ensure effective and convenient order delivery, increase international sales, and support the planning, organization, and control of the sales and marketing team. A performance measurement survey will determine whether the new position will achieve the anticipated departmental goals. Besides the new IT personnel, the management will collect data from other employees to determine whether the information system has eased their work and improved performance. Please note that the performance measurement process will also include analyzing the change in sales figures every three months after implementing the plan. The results will indicate whether the investment in the new system and the additional employee is worth it after adopting the sales and marketing department plan to achieve the corporate goal. This is the end of my speech, and I hope for the necessary support from the entire team of managers and staff.
Banjarnahor, H., Hutabarat, W., Sibuea, A. M., & Situmorang, M. (2018). Job satisfaction as a mediator between directive and participatory leadership styles toward organizational commitment. International Journal of Instruction, 11(4), 869-888.
Gerhart, B. A., & Newman, J. M. (2020). Compensation. McGraw-Hill Education.
Ohiomah, A., Andreev, P., Benyoucef, M., & Hood, D. (2019). The role of lead management systems in inside sales performance. Journal of Business Research, 102, 163-177.
Robbins, S. P., Coulter, M., & DeCenzo, D. A. (2020). Fundamentals of management: Management myth debunked! (11th ed.). Boston, MA: Pearson.