Bagheera -Human Resource Management - Case Study Example

Bagheera: Human Resource Management Name Institution Name Course Name and Code Date Table of Contents 1.New organizational structure 3 1.1.Bagheera New Organizational Chart, indicating hierarchy and chain of command 3 1.2.General Manager Job Description 4 2.Staffing 5 2.1.Job description and job specification for each position 5 2.2.Remuneration and benefits package for each position 8 3.Recruitment and Selection 9 3.1.Method of Recruitment and Cost 9 3.2.Selection Methods and Tools 10 4.Staff Management 11 4.1.Methods of Monitoring Staff 11 4.2.Actions to Build Staff Engagement 11 References 13 1. New organizational structure According to Gatewood, Feild and Barrick (2010), organizational structure defines how activities such as supervision, coordination and allocation are structured with the purpose of achieving organizational aims. It is also used as a perspective or viewing glass in which an individual see their position in the organization and can deduce their respective roles and responsibilities, and order of communication. Bagheera expanding its business after getting another accountant meaning the organization structure has to change to reflect the new employees to fulfill the aims of the organization. 1.1. Bagheera New Organizational Chart, indicating hierarchy and chain of command The following is the new organizational chart for Bagheera Company. The new organizational structure has changed numerous operations and has introduced new employees to reflect the changing requirements at Bagheera (Boon et al. 2011). Five new employees will be hired to fulfill the requirements of the new strategic operations. The new employees will have the position of Design Assistant, Procurement and Logistic Assistant, Accountant, Customer Care and Relationship Assistant and Marketing Assistant. All the employees will be answerable to the General Manager and in the absence of the General Manager; the Assistant General Manager will play the role. In addition, the employees are not required to report directly to the Assistant General Manager but can communicate directly with the General Manager. Moreover, the General Manager may pass instructions to the Assistant General Manager or communicate directly with other employees. 1.2. General Manager Job Description The role and responsibility of the General Manager are to oversee the entire operations of the company. The General Manager creates the framework and structures to advance the operations and address challenges that may arise during the operation (Boon et al. 2011). The General Manager will also engage different stakeholders in ensuring the company operates effectively and operates based on the standards and regulations in place. The individual will also motivate the employees through creating a cohesive team and a team that encourages collaboration with the aim of advancing organizational objectives (Farndale, Scullion and Sparrow 2010). The General Manager with the help of other individuals within the company would engage with the suppliers and customers to ensure effective operation at the workplace. Therefore, customer satisfaction determines the effectiveness of the company and the General Manager will endeavor to accomplish the requirement. 2. Staffing 2.1. Job description and job specification for each position Assistant General Manager (Jonny) The Assistant General Manager will oversee and provide assistances to numerous processes at the company. The Assistant General Manager will assist the accountant; provide assistance to the Procurement and Logistic Assistant, and also some assistance to the Customer Care and Relationship Assistant. The Assistant General Manager will also be required to oversee the company operations when the General Manager is absent. Since the Assistant General Manager has extensive experiences in accounting and communication processes, the Assistant General Manager will propose and sometimes implement framework to improve the interaction between the company and other contractors. Positioning the Assistant General Manager beside other employees indicates the higher position and authority of the individual compared to other positions of Assistant General Manager. The current structure will only reflect the current position occupied by Jonny but can be adjusted in future depending on the working conditions and the development of the company. Design Assistant The role and responsibility of a Design Assistant are to create new fashion products, update the current designs and work together with the Designer in fulfilling the requirements of designing. An assistant works under the Design Manager, and the designer will specialize in designing the bags (Van den Brink 2010). The Design Assistant researches and identifies current market trends, color, and fabric, and creates specifications for the fabrics and products including variables such as sketches and dimensions. The designer should also be able to use available software and other graphic software in design patterns, making sketches and proposing ideas on appropriates of the product. The design will collaborate with the manufacturer on the appropriateness of the material and determines whether the sample reflects the needs and requirements of the customers. Customer Care and Relationship Assistant The individual holding the position will be responsible for fulfilling the entire requirements of communication at the company (Farndale, Scullion and Sparrow 2010). The holder of the position will communicate with the customers and sometimes with the suppliers. The aim is to create an environment that encourages effective communication and defining modalities to mitigate challenges. The holder communicates with the customers in ensuring the customers are satisfied and commissioning measures to address complaints. Moreover, the individual will act as the company secretary in filling appropriate documentations and seeking assistance from team members in accomplishing company’s aims and objectives. Procurement and Logistic Assistant The role of a procurement assistant is obtaining and finding high-quality products for Bagheera. The individual engages with the General Manager and Assistant General Manager before arriving at any conclusion. In addition, the individual works directly with the companies in China and uses assistance from the Manager and Assistant Manager (Boon et al. 2011). Through electronic communication, the assistant obtains updates, obtains prices from the contractors in China, update relevant databases and create purchase orders (Farndale, Scullion and Sparrow 2010). In addition, the Procurement and Logistic Assistant research and follow on challenges and challenges arising from procurement obligations. The individual has to become a team member and work with the different person in inventory, accounting and managing with the purpose of meeting goals. The Assistant is supposed to answer and report questions on finances, inventory, and shipments to the Management and other positions within the company. Furthermore, the individual should communicate with the suppliers and ensure the company operates towards the achievement of organizational goals and aims. Accountant The number of customers in increasing meaning there will also be increasing in financial records and appropriate filing (König et al. 2010). The Accountant will develop the budgets, file different taxes, create financial statements and make payments based on the budgetary allocations (Boon et al. 2011). Moreover, the Accountant will create documentations that will be signed by the General Manager or Assistant General Manager regarding financial payments. The Accountant shall advise the company on the health of financial statements and any immediate need that requires review or adjustment. In addition, the Accountant will provide financial assistance to the different sectors of the company including the Marketing and Procurement departments. Hence, the job description of the Account is to ensure the financial statements reflect the regulations, legislations, and directives in place. Marketing Assistant Bagheera Company current has two accounts, and the reputation of the company is growing. For the company to continue growing and accessing additional accounts, effective marketing is appropriate (Davidson, Timo and Wang 2010). The marketing assistant will advance the General Manager and Assistant General Manager when it comes to marketing strategies and approaches. The Marketing Assistant should be able to create marketing campaigns, determine the appropriate media channel, develop messages with the assistant from experts, and develop marketing related documentations. The Marketing Assistant will also participate in sales and promotional requirements for the company (Farndale, Scullion and Sparrow 2010). The holder will engage the current customers and continue seeking for additional companies to acquire products from Bagheera. The Marketer will be required to do auditing and determine the effectiveness of the marketing strategies. The holder shall advise the designer regarding the designing requirements and guide in the determination of the appropriate product based on the requirements and expectations of the customers. 2.2. Remuneration and benefits package for each position The following table summarizes the remuneration and benefits for each of the positions Position Remuneration (Annual) Benefits General Manager $200,000 plus share of profits Paid time off, health insurance benefits for two family members, deferred compensation, share of profit and bonuses, 15 days paid annual leave Assistant General Manager $100,000 plus bonus Paid time off, health insurance benefits for two family members, deferred compensation, share of profit and bonuses, 15 days paid annual leave Design Assistant $43,000 plus bonus Paid time off, health insurance benefits, bonuses, ten days paid annual leave Customer Care and Relationship Assistant $43,000 plus bonus Paid time off, health insurance benefits, bonuses, ten days paid annual leave Procurement and Logistic Assistant $52,000 plus bonus Paid time off, health insurance benefits, bonuses, ten days paid annual leave Accountant $43,000 plus bonus Paid time off, health insurance benefits, bonuses, ten days paid annual leave Marketing Assistant $43,000 plus bonus Paid time off, health insurance benefits, bonuses, ten days paid annual leave Date source from (Payscale, 2016) 3. Recruitment and Selection 3.1. Method of Recruitment and Cost The recruitment method is the process of searching the appropriate applicants and motivating the individuals to apply for the anticipated or actual vacancy. It results in the creation of the shortlisted number of employs, which are transferred to the selection processes. Headhunting strategy – the headhunting is usually cheap because the cost can be in terms of lunch or coffee. This recruitment method, which doubles as the selection method targets specific individuals whom have the skills and capacities to accomplish assigned tasks (Farndale, Scullion and Sparrow 2010). For example, the recruiter may visit an organization that he had worked in and persuaded the individual to join the new establishment. The strategy is appropriate in those situations the recruiter understands the capacity of the targeted individual. Moreover, employing the strategy enables the recruiter to assign duties to a proven individual. Electronic Advertisement – the use of social media such as Twitter and Facebook has become an important component in engaging with prospective employees. Placing information on social media enables receiving feedback from prospective customers (Farndale, Scullion and Sparrow 2010). The communication can continue by email through exchanging information on qualifications and defined roles and responsibilities. The recruiter can use available resources such as the office Internet to engage and encourage the respondents to apply and present their documentations for the opportunity. Personal recommendations – through communication with friends and other players within the industry, it is possible to receive recommendations on the appropriate candidate. Personal recommendation is appropriate because the recommendation is based on proven understanding and knowledge of an individual capacity. For example, it is easier to understand the weaknesses and strengths of an individual before employing the individual or receiving appropriate documentation. The cost of using this recruitment method is cheaper because it is a direct referral or personal recommendations. 3.2. Selection Methods and Tools The selection method allows picking the suitable and component employees based on the defined roles and responsibilities. Resumes analysis – it enables the recruiter to compare the contents of the resume with the expected role and responsibilities (Davidson, Timo and Wang 2010). It incorporates variables such as educational qualifications and experiences (Erdogan et al. 2011). The purpose is to determine the underlying fundamentals, which are then used to advance the requirements of the recruitment. For example, the resume analysis can be used in customer relations position and accounting. However, the design position may not need the resume because designing cannot reflect the contents of the resume. Knowledge based test – it is a structure in which the candidate is a question to determine if the individual possesses relevant knowledge that reflects the requirements of particular job position (Erdogan et al. 2011). A knowledge assessment test aims to address the reasoning capability, general awareness, person’s memory and aptitude (Swart and Kinnie 2010). The design of the method should reflect the different positions and the respective roles and responsibilities. This strategy is appropriate in picking the right individual for designer work. 4. Staff Management 4.1. Methods of Monitoring Staff The staff has defined roles and responsibilities. Each of the staff members will be required to fulfill the requirements of their respective position (Erdogan et al. 2011). Different data will be collected to determine the effectiveness of the employees and documented the reasons why the employees did not achieve the proposed goals. For example, Wilden, Gudergan and Lings (2010) state that the marketing assistant number of leads will be used to determine the effectiveness of their respective position. The designer’s contribution will be based on the completed designs and the proposals in line. The procurement and logistics individual will be evaluated based on fulfilling the supply chain requirements. Therefore, different modalities and methods will be used to determine whether the staff member has played their respective roles effectively. 4.2. Actions to Build Staff Engagement The following are some of the activities used to improve staff engagement: Effective communication – effective communication enables the staff to exchange information freely, and clarification sought reducing conflicts and misunderstandings (Erdogan et al. 2011). The staff would also understand and appreciate the expectations of the management and create approaches to advance the requirements of the management and staff. Employee development – encouraging the staff to participate in refresher courses and workshops provides an opportunity to the employees to update and upgrade their skills (Davidson, Timo and Wang 2010). The employees will appreciate such offerings, which would translate in staff engagement. Motivation – employees require motivation to accomplish their respective duties. Motivation can be intrinsic or extrinsic or both, and the management should be able to balance these different motivational approaches. Provision of appropriate resources - the staff should be provided with resources and tools to accomplish their respective tasks (Erdogan et al. 2011). The major source of conflicts at the workplace is lack of enough resources but allocating the resources appropriately enables the staff to accomplish their respective tasks accordingly. References Boon, C., Den Hartog, D.N., Boselie, P. and Paauwe, J., 2011. The relationship between perceptions of HR practices and employee outcomes: examining the role of person–organisation and person–job fit. The International Journal of Human Resource Management, 22(01), pp.138-162. Davidson, M.C., Timo, N. and Wang, Y., 2010. How much does labour turnover cost? A case study of Australian four-and five-star hotels. International Journal of Contemporary Hospitality Management, 22(4), pp.451-466. Erdogan, B., Bauer, T.N., PEIRÓ, J. and Truxillo, D.M., 2011. Overqualified employees: Making the best of a potentially bad situation for individuals and organizations. Industrial and Organizational Psychology, 4(2), pp.215-232. Farndale, E., Scullion, H. and Sparrow, P., 2010. The role of the corporate HR function in global talent management. Journal of World Business, 45(2), pp.161-168. Gatewood, R., Feild, H. and Barrick, M., 2010. Human resource selection. Cengage Learning. König, C.J., Klehe, U.C., Berchtold, M. and Kleinmann, M., 2010. Reasons for being selective when choosing personnel selection procedures. International Journal of Selection and Assessment, 18(1), pp.17-27. Payscale. (2016). Homepage. Retrieved from http://www.payscale.com/research/AU/Job=Procurement_Assistant/Salary Swart, J. and Kinnie, N., 2010. Organisational learning, knowledge assets and HR practices in professional service firms. Human Resource Management Journal, 20(1), pp.64-79. Van den Brink, M., 2010. Behind the scenes of science: Gender practices in the recruitment and selection of professors in the Netherlands. Amsterdam University Press. Wilden, R., Gudergan, S. and Lings, I., 2010. Employer branding: strategic implications for staff recruitment. Journal of Marketing Management, 26(1-2), pp.56-73. Read More