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Case Study




Question;High Growth Industries;Case Description;High Growth Industries (HGI) is a regionally accredited;chain of daycare centers in northern California with headquarters in San;Francisco. HGI has established an excellent reputation during more than 30;years of service and has worked hard to achieve its motto ?foster high growth;for your child?. It was recently awarded its largest contract ever, in just six;months, HGI will be the sole provider of daycare services for all central and;northern California state agencies.;HGI currently operates 17 daycare centers, mostly near San;Francisco, Sacramento and Napa Valley. These centers employ 163 teachers;childcare specialists and aides. Thirteen centers are more than 15 years old;and 60 percent of workers have been with HGI more than 10 years. Centers range;in size from two to 19 employees.;You were recently hired as HGI?s first vice president of;human resources. You left an HR director position in a major manufacturing;organization out of boredom. With an HR degree and 20 years of progressive HR;experience in various industries, you have seen it all. You have always been;quite successful and eagerly anticipate the challenge that HGI?s president said;would be yours, yet you cannot help feel somewhat uneasy at the enormity of;your future tasks.;The HR function is in shambles. You were unable to find an;affirmative action plan, training documents or other basic personnel;information, including I-9s. Although the company has been unionized for the;better part of 20 years, labor contracts are available for only the past five;years. The teachers? union nearly struck two years ago over wages and;conditions, although the specialists/aides union appears less militant. Each;union is a union shop. Both contracts expire January 1 next year.;In the past, the president and each center?s managers;performed all of the organization?s personnel functions by the seat of their;pants. Recruiting was by word-of-mouth, performance appraisals rarely occurred;and the president was the chief union negotiator. ?Management by walking;around? is constantly practiced, the president visits each childcare center;every month. Most managers are happy with the management style and the flexibility;it provides them.;The data surrounding HGI?s upcoming expansion are;astounding. You will be adding between 1,200 and 1,500 daycare workers, and a;commensurate number of support staff. There will be approximately 40 new;daycare facilities, some as far as 350 miles away. You wonder if enough skilled;and certified teachers are available.;Case;Analysis;Although;the scenario is brief, there is enough information for you to make effective;decisions. At the same time there are enough unanswered questions for many;speculative assumptions to be made.;In;your new role as HGI?s first vice president of human resources, prepare;responses to the following.;1.;The;CEO has asked you to participate in the strategic planning process for HGI.;Specifically, the CEO wants to you prepare a SWOT analysis for HGI from your;perspective as the new vice-president of human resources. The CEO then asked;you to use the SWOT analysis that you created to imagine/describe where HGI;should be in two years. Explain your rationale.;2.;Next;the CEO asked you to prepare a formal report includes the following: a vision;statement and a mission statement for the HR function at HGI. Further, the CEO;asked that you create a plan for what HR will do to help move HGI in a positive;direction. Finally, the CEO asked you identify additional resources that you;might need to put your plan into action and to provide a budget and rationale;for the additional resources.;3.;How;would you propose to get buy-in for your HR vision of the future from the;entire organization? Discuss your action plan and your rationale.;4.;As;noted in the case overview, the HR function is in shambles. From your;perspective as the new HR leader, discuss your plan for addressing the issues;in the HR function in the;First week. Explain your rationale.;First month. Explain your rationale.;First three months. Explain your;rationale.;First six months. Explain your rationale.;5.;From;an HR perspective what are the legal issues that need to be addressed at HGI?;How do you propose to deal with these legal issues? Explain your rationale.;6.;Create;a plan to deal with the union and labor relations in general at HGI. Explain;your rationale.;7.;What;types of staff development do you envision for your HR team? Explain your;rationale.;8.;Create;a plan for how to deal with the current way in which recruitment and staffing;is conducted. What changes will you recommend? Why? How will you then deal with;issues related to the proposed expansion in the numbers of daycare workers and;support staff? Explain your rationale.;9.;Particularly;with the proposed expansion of staff, how might the communication needs of the;company change? What role(s) should HR enact to help facilitate improved;communication throughout the organization? Explain you rationale.;10.;Compare;and contrast the present and future realities associated with the corporate;culture of HGI. Discuss the potential effects that the future realities might;have on (a) the CEO and (b) the HR function. Explain your rationale.;11.;Create;a total rewards plan for HGI. What types of direct & indirect compensation;do you envision for the newly expanded HGI organization? Explain your;rationale.


Paper#46202 | Written in 18-Jul-2015

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