HR Planning Document - Assignment Example

HR Planning Document of the of the Contents Paragraph Construct a project charter to revampthe compensation and benefits package. 3 Business case 3 Current state 3 Future State 4 Ultimate Goal 4 Risks, constraints and assumptions 4 Budget 5 Stakeholders list 5 Team operations 5 Lessons Learned 5 Paragraph subject 3: Design a communication plan for the project 5 Phase 1: Post approval phase 6 Phase 2: Execution of the project planning 7 Phase 3: Post-Implementation Process 7 Communication plan 8 Paragraph subject 3: Define the scope of the project. 10 Scope overview 10 Paragraph subject 4: Create a work breakdown structure including numbered components. 10 References 13 Paragraph subject 1: Construct a project charter to revamp the compensation and benefits package. Business case The purpose of the current project is to increase overall competitiveness of the organization. In the current business environment, firms working within similar industries face difficulty in differentiating themselves from other firms. Since most of the products and services are similar, the major differentiating factor comes from internal performance as well as resource and capabilities, in terms of human resources (Bresnahan, Brynjolfsson & Hitt, 2002). Current state Presently, there is a lack of proper compensation and employee benefit plan. There is backlogging of data and input. Manual calculation of compensation system results in delayed implementation of policies and compensation schemes and also, disgruntled employees. The benefits are currently not aligned with financial goals of the organization and do not follow any single or ideal pattern (Arbós, 2002). As a result, employee benefit plans differ in different departments and functions within the organization. Action plan for revamping new compensation and benefit packages will provide a clearer understanding of the process and respective schedules. Action Time schedule Meeting for research of available vendors for compensation and employee packages Two weeks Selection of potential vendors 1 week Approaching the vendors 1 week Evaluating the needs of management, employees, staffs, IT and Finance department 3 weeks Finalizing the vendor and negotiation for a trial purchase 2 days Pilot testing of the package for feasibility 1 week Communication to the management, employees 2 weeks Integration of the package with the IT, HRM and finance department. 2 weeks Training of employees and management staff 4 weeks Future State The organization expects to reach a faster performance rate with integration of the new compensation system. The overall expected results include increase in satisfaction and engagement among employees, enhanced productivity among management staff as well as effective and well-managed payroll system (Koch & McGrath, 1996). Ultimate Goal The ultimate goals of the newly integrated system is to increase overall productivity of the organization, reduce costs and wastage, effectively utilize operations, organized data and information as well as better management within the organization. Risks, constraints and assumptions The project is filled with various constraints, assumptions and risks. The vendors and compensation packages chosen for the project might overrule the current human resource schemes. Though the company follows pilot testing before final implementation, actual results after the implementation process might defer. There is also a risk of employees rejecting the new compensation and employee benefits plan. Budget constraint is also a factor, which might limit the selection of best vendor among available options. Budget The budget estimated for this project is expected to be around 75,000 dollars with a maximum 10 percent stretch. Stakeholders list The various stakeholders for this project include human resource managers, senior management, project manager, vendors, finance and IT departments and employees. Team operations Each team will be led by a team head, who will assign tasks to each member of the team. The tasks are divided into fixed time schedules for an effortless and faster integration process. Lessons Learned Provision of new and enhanced compensation system will help in increasing overall motivation and engagement among employees. This, in turn, will increase productivity of employees and performance of the organization. Paragraph subject 3: Design a communication plan for the project Internal communication plan plays an important role during implementation of new projects. The overall objective of communication plan for HR department is to maintain a smooth flow of various organizational processes. The communication plan for this project will include: Compensation programs, models and strategies Performance management planning and processes Benefits plans Technologies, which will help in supporting benefits and compensation programming and processes. The individuals working in this department are not hired for their sales and marketing skills, but more for their technical and analytical expertise. The present communication plan is divided into three different phases: 1. Post-approval 2. Execution of the project planning 3. Post-implementation of the project Phase 1: Post approval phase This phase starts just after the approval of the project. In the current project, the compensation and employee benefits system will be revamped. The project will include new software management system for employees. During this phase of organizational restructuring, the major communication message will be to get the entire firm on board with the change process. An announcement can be made targeting the entire firm. During this phase, it is important that the top management starts adjusting with the new environment and after that cascade it down to other members of the organization (Paul & Anantharaman, 2003). The objective of this phase is to excite workers and employees as well as invite them in the restructuring process. Phase 2: Execution of the project planning This is the next phase of the communication process. Throughout this process, communication is delivered at key restructuring stages with an objective of describing its advantages to the firm as well as employees. The relevance of the compensation project will be demonstrated. In order to ensure that employees retain the purpose of the change process, HR professionals will regularly update them with information about the various milestones achieved during the process. During the execution phase, major objective of the communication plan is to upkeep the motivation and spirit of employees (Michie & Sheehan, 2005). Phase 3: Post-Implementation Process Even though it is the last phase of communication, constant interaction will be continued for at least four months, after successful implementation. During this stage, employees are guided through new processes and are motivated to implement and adapt to the changed environment (Kloppenborg & Nkomo, 2012). The various internal communication channels to be used during communication planning process are as follows: Internet e-Mail Intranet Fax Paper Posters Newsletters Articles Bulletin boards Direct Video Conferencing Teleconferencing Personal Interaction Communication plan A communication plan for employee engagement and human resource improvement project has been provided below: Communication Phase Audience Timing Communication Channel Purpose Approval Top Management After development of project plan Direct -Gain input and answer questions -Obtain support from top officials Post Approval Senior managers reporting to the top management After Top Management Direct -Explain project & benefits -Obtain disciples -Answer questions Project Implementation Period Employees After Top Management Direct Reports Internet -Generate excitement -Explain organization’s benefits Execution Period Employees 25 percent project completion Internet and Paper -Provide regular update Execution Period Employees Mid-way during the project Internet and Paper -Provide regular update -Explain importance of the change process Execution Period Employees 75 percent project completion Internet and Paper -Provide regular update Execution Period Employees Project end Paper -Full explanation and guiding Post Implementation Period Employees Project end Paper Maintain regular and continuous interaction Paragraph subject 3: Define the scope of the project. Scope overview The objective of the project is to improve overall productivity of the company by introducing better and more effective human resource functions. This includes revamping the benefits and compensation package. Employee compensation and benefits includes both non-monetary and monetary perks. These are other complimentary features that are added to the normal compensation scheme of employees. Employee benefits have become one of the major influences among employees and new talents, while choosing organizations. Also, while working in organizations, compensation and benefits affect various factors such as, employee engagement, overall satisfaction among employees, rate of attrition as well as competitiveness of the organization (Black & Lynch, 2001). With the help of more effective compensation packages, the organization will be able to boost morale of the employees as well as enhance the performance level. The project includes an effective communication plan with defined stages for implementation, evaluation and continuous interaction processes. The entire plan is segregated into a strategic work breakdown process, including milestones, responsible personnel, tasks and time schedules. Paragraph subject 4: Create a work breakdown structure including numbered components. A work breakdown structure has been depicted, involving various phases of the implementation process and key deliverables, milestones, responsibility and time schedules: Action Deliverable Milestones Responsible personnel Time 1. Collection of pre-restoration accounts Data Data finalized Administration and data managers Two months 2. Overall budget estimation Models Models finalized Financial head One month 3. Legal consultation with external agents Work permissions Consultations finalized Internal legal advisor One month 4. Developing communication strategy for employees Work plans Work plan finalized into three stages of communication plan Human resource Head One month 5. Training of the field staff Trained and equipped field staff Nomination, selection as well as training schedule of the staffs finalized Training Head Two months 6. Dissemination of information through various communication channels Communication channels Communication finalized Internal communication department Two Weeks 7. Documentation process Restored data 80 percent of data restored Finance Department One month 8. Employee meeting during regular intervals Employee motivation Schedule for motivation classes finalized Training Head Every fortnight 9. Compensation payments Employee engagement Compensation payments and employee benefits policies finalized Training Head Quarterly 10. Review of the newly implemented system Evaluation Models to be used for evaluation process finalized Operations and Human Resource Head One month after the implementation process 11. Feedback from the employees and management Evaluation Models for employee feedback system finalized Project Leader Three months after the final implementation process. References Arbós, C. (2002). Design of a rapid response and high efficiency service by lean production principles: Methodology and evaluation of variability of performance. International Journal of Production Economics, 80 (2), 169-183. Black, S. E. & Lynch, L. M. (2001). How to compete: The impact of workplace practices and information technology on productivity. Review of Economics and Statistics, 83 (3), 434-445. Bresnahan, F. T., Brynjolfsson, E. & Hitt, L.M. (2002). Information technology, workplace organization, and the demand for skilled labor: firm-level evidence. The Quarterly Journal of Economics, 117 (1), 339-376 Kloppenborg, T. & Nkomo, S. (2012). Human resource project management. (2nd ed.). Mason, OH: South-Western Cengage Learning. Koch, M. J. & McGrath, R. G. (1996). Improving labor productivity: human resources management policies matter. Strategic Management Journal, 17 (5), 335-354. Michie, J. & Sheehan, M. (2005). Business strategy, human resources, labor market flexibility and competitive advantage. International Journal of Human Resource Management, 16 (3), 445-464. Paul, A. & Anantharaman, R. (2003). Impact of people management practices on organizational performance: Analysis of a causal model. International Journal of Human Resource Management, 14 (7), 1246-1266. Read More