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Running head: M&M Inc. 1
Motors &More, Inc.
Group B
Theon Means, Carl Smith, Veronica Matt, Janina Scuderi, Kimberly Hicks, Andre Lacy,
Ashley Lowe
Professor Preiksaitis
May 2, 2023
M&M Inc. Group B 2
Executive Summary
Main Points:
Develop HRM Department to support corporate strategies
Identify HR needs within Motors and More, Inc.
Strategies:
Porter Five Forces
Gain understanding of the industry and M&M, Inc.’s customer base
Identify Core Competencies and implement TQM strategies
Use KSA’s for each department to better recruit and train talent
Track recruitment process to identify flaws in the system
Equity Strategy and Wage Incentives
Implement Training and Development Strategy
Use HRIS to implement Performance Management Strategy and track results
Action Items:
Identify HRIS software that will aid in timely implementation of above referenced
strategies
Conduct needs analysis for training and development
Conduct BPR of current recruitment process
Develop Job Descriptions for each current position and identify needed new
positions
M&M Inc. Group B 3
Table of Contents
Company Background (Veronica Matt) p. #4-8
HR Strategic Plan (Veronica Matt) p. #8-11
Staffing Strategy (Theon Means) p. # 11-24
Total Rewards Strategy (Andre Lacy) p. #-24- 30
Training and Development Strategy (Ashley Lowe) p. #30-33
Performance Management Strategy (Janina Scuderi) p. #33-37
HRIS (Kim Hicks) p. #37-42
Conclusion (Carl Smith) p. #42-43
References p. # 44-45
Appendices p. #46-52
Work Breakdown Log p. #53
M&M Inc. Group B 4
M&M Inc.
I. Company Background
Motors & More Incorporated is an electric motor and small accessories manufacturer and
distributor located in Senoia, Georgia currently employing 116 associates; however, plans for
expansion, including increasing the size of the workforce, are currently in the planning stages.
Mission, Vision & Values
Our mission is to manufacture quality, as determined by our customers, electric motors
and distribute our product throughout the United States.
The vision of Motors & More Incorporated is to become the preferred supplier of electric
motors, prepare to meet increased demands, expand the market, and become an extraordinary
place to for our employees to work.
Organizational Values:
1. We strive to create a healthy work/life balance for our employees.
2. We are committed to contributing to our committee and give back to our community
whenever and wherever possible. We strive to become not only and industry leader,
but also a leader in our community.
3. We acknowledge encourage and respect diversity in our organization.
4. We will continuously pursue innovative and environmentally friendly was to
manufacture and distribute our products.
5. We expect our employees act with honesty and honor at all times.
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6. We will ensure our employees have a safety and healthy work environment that goes
beyond legal requirements. It will be a continuing organizational goal to achieve an
accident free work environment.
Internal Company Environment
One of the most important aspects of the internal environment of M&M, Inc. is the style
in which our leaders lead. It will be essential to the success of the organization for leadership to
lead as transformation leaders, finding motivation from within and using it as a driving force to
effectively manage the organization and ensure that values are aligned. It is important that when
leadership makes decisions they are utilizing the vision, values, goals and objectives set forth in
this document as a guide to making decisions.
In order for our organization to succeed and grow, risks will need to be taken. At times
the outcomes of these risks will not be able to be able to be calculated and therefore intelligence
and instinct will be the key to success. It will be important for everyone involved to research,
evaluate and take information from those around them to make the best and most informed
decisions possible, but always remember that the inability to take informed risks will inhibit
change and the ability to grow our organization.
Adaptability is key to the success of the organization. There must be a willingness from
leadership to listen and be open to ideas and input from all levels of the organization and
incorporating these ideas and insight into decisions and risks that are made and taken (Hogg,
2013).
The Market
The electric motor business is an $11 billion dollar industry in the United States. M&M,
Inc.’s largest competitor is Baldor Electric headquartered in Fort Smith, Arkansas. Baldor
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manufacturers their products in over 70 countries and distributes their product all over the world
(Baldor a Member of ABB, 2001-2014).
The electric motor business is a large and competitive business to survive and succeed in,
therefore, Michael Porter’s five forces of competitive business will be used for this plan (see
Strategy section ahead).
The strengths of Baldor Electric motor would obviously be size and their ability to easily
distribute their products throughout the US and overseas. The overhead costs that Baldor incurs
would be one of their weaknesses, which could be advantageous to our organization as we will
have the ability to keep our costs down while expanding our organization to reach beyond our
current market share. It will be important to keep our focus on excellent customer service to our
current customer base while expanding this excellent customer service beyond our current
customers. Each and every customer should receive the time and attention that our ‘biggest and
best’ customer receives.
SWOT
To better determine where we have opportunities to grow, please refer to the SWOT
(Strength, Weakness, Opportunities, Threats) Analysis Table 1.1 below.
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Table 1.1Strengths
Organizational Size
Geographical Location
Employee Moral
Quality of Products
Weaknesses
Newness of HR Department
Need for Internal Growth & Development
Opportunities
Export Products
Implement Employee Development Programs
Increase Market Share
Threats
Competitor Size and Geographical Location
STRATEGY
The five forces Porter identifies are:
1. Existing competitive rivalry between suppliers.
Motors & More, Inc. will raise and lower prices to gain a temporary
competitive advantage when necessary and improve product differentiation
to gain an overall competitive advantage.
2. Threat of new market entrants.
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Motors & More, Inc. will continually work to create products that are unique
to the industry and manufacturer these products with unrivaled quality.
3. Bargaining power of buyer.
Motors & More, Inc. will implement a customer loyalty program offering
cash back to our customers once they reach as certain purchase amount. For
example, $25 dollar rebate after every $250 dollars spent.
4. Power of suppliers.
Motors & More, Inc. will continually entertain and work with a large pool of
supplies in an effort to not allow our suppliers dictate the price of our
products.
5. Threat of substitute products (including technology change).
Motors & More, Inc. will work to stay up-to-date with the way we do
business whether this be how we manufacturer our products to what products
we sell. Understanding what the customer demand and need will be key to
the success of the organization.
II. HR Strategic Plan
Currently there is not a human resources department within the organization. The new
human resources department will strategically manage employees as business resources and
as assets to the organization. This will include recruiting, hiring, benefits as well as training
and development. Human resources will work together with other departments to achieve
organizational goals by developing employee skills and increasing employee commitment to
the organization. Human resources will, together with other departments, to develop a
competitive advantage by building the internal capacity of the organization. It is important to
M&M Inc. Group B 9
understand the human resources will not just be a means for hiring talent, but a tool to retain
employees and help them grow and remain committed to the organization for the long term.
HRM has an understanding of organizational and financial information,
organizational goals and objectives as well as the direction for the future. This ensures that
HRM understands key issues in the organizational culture and therefore has knowledge in
regards to compliance issues.
HRM will continue to embody the attribute of appreciation for the employees of
M&M, Inc. setting up a rewards system in line with clearly set goals for all employees at all
levels. HRM will develop disciplines to help all employees achieve and exceed goals through
organizational strategies, projects, and initiatives; for example, utilization of talent
management and succession planning (Ulrich, Allen, & Brockbank, 2009).
The human resources department will succeed by responding to external opportunities
and threats and executing plans of action that achieve organizational objectives and goals and
therefore contribute to the success of the organization by knowing the social context that the
organization operates in and more importantly how the organization is monetarily gainful
(Ulrich, Allen, & Brockbank, 2009, pp. 109-110). Some of those opportunities already
identified are exporting of products, implementation of development programs and increase
market share. HRM will be instrumental in developing programs to grow employees through
training and educational programs. Understanding the global workforce, HRM will guide
M&M, Inc. in expanding their market overseas.
All of the above will be achieved byan understanding the following:
Who are our customers?
Why do our customers buy our products?
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How do we respond to our customer needs?
What is the business processes?
What is the value of repositioning organizational functions (i.e. finance,
marketing, research and development, engineering) and what do the individual
functions accomplish and how can they work together to help achieve
organizational objectives and goals (Ulrich, Allen, & Brockbank, 2009, p.
110)?
The success of the human resources department will be measured in different ways:
Engagement and commitment surveys done quarterly that are reviewed and
action plans set into place. (See Appendix A)
Succession planning.
Talent management (exportation of talent throughout the organization).
Retention rates.
Analysis of employee productivity (Ulrich, Allen, & Brockbank, 2009, p. 35).
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Stakeholder Value Chart
III. Staffing Strategy
CORE COMPETENCIES
In order to identify M&M, Inc.’s core competencies we must first define what they are.
According to Hussain, Rahman and Nurul Alam (Oct2006) a core competence is specific skills
that help deliver a valuable product to customers. The attributes that distinguish a core
competence verses a non-core one include: being competitively unique; non-ubiquitous; and
finally has extendibility (Hussain, MD, Rahman, & Nurul Alam, 2006). Core competencies for
small to mid-sized organizations should be limited to no less than five and no more than fifteen
according to Hussain, Rahman and Nurul Alam (Oct2006). M&M, Inc., is a small manufacturing
organization and therefore we will incorporate the following five core competencies in regards to
its management of employment opportunities:
1. Total Quality Management:
M&M Inc. Group B 12
Using Six Sigma, business process reengineering (BPR) and benchmarking,
M&M, Inc. will increase quality and improve processes within the organization.
According to Chen (2013), these are the latest tools used to control TQM (Chen, 2013).
Some areas of concern that M&M, Inc. will address are: performance (main product
characteristics); conformance (customer’s expectations/specificatinos/standards);
perceived quality (indirect evaluation of quality); aesthetics (grade of material used);
reliability (infrequency of breakdowns); special features (extra characteristics); service
after sale (Warranties, mainenance and handling of complaints); durability (long life of
the product/resistance); and safety (risk of injury).
2. Customer Service Excellence:
We will meet and/or exceed customer expectations by constantly developing
innovative ideas and responding to market demands to stay on the cutting edge. M&M
Inc. will provide services after the sale such as warranties, maintenance and handling any
customer complaints.
Durability (long life of the product/resistance) – our products will be well made
so they will have fewer issues and will therefore last longer than the competitors.
3. Leadership:
Management will continue to inspire and encourage employees to reach personal
and company goals leading M&M Inc. into a bright future. Management hierarchy of
needs include: achievement & legacy; recognition & reward; belonging & respect; pay &
conditions; and security. Leadership will consider each of these when developing the HR
department to ensure that HRM is empowered with the tools to meet these needs.
4. Project Management:
M&M Inc. Group B 13
Every project initiated by M&M Inc. must be result-oriented with well defined
objectives. These projects should also have highly measurable products & deliverables.
Projects will be thoroughly planned and approved to ensure that the projects are meeting
overall company goals.
5. Line Transfer and Relationships
M&M Inc. will maintain great relationships with its suppliers. By doing so, the
company will have access to the best materials that are needed to create the highest
quality products to its customers. In order to provide the best products and meet customer
demand while keeping our core competencies in mind, M&M Inc. will consider line
transfers. Many manufacturers are facing the threat of offshore competition. According to
Chris Felix, Associate Editor of Production Machining, transferring lines of work to sub-
contractors in the U.S. is helping maintain jobs while keeping costs low (Felix, 2005).
KNOWLEDGE SKILLS ABILITIES BY DEPARTMENT
Following is a breakdown by department of the knowledge, skills and abilities necessary
to run the company. Each department contributes to the success or failure of M&M, Inc. so it is
necessary to identify what qualifications employees within those departments should have as
well as how the department contributes to the overall operation of the organization. Let’s begin
with the newest department proposed, Human Resources.
Human Resource Department:
The HR staff will develop an effective corporate culture which exemplifies employment
empowerment, involvement and retention across the entire company. The HR staff will execute
the necessary policies and programs deemed necessary by state and federal law to maintain
continued success. In addition to meeting ethical standards, HR staff members must have
M&M Inc. Group B 14
knowledge of human resource law.
Below is a list of the knowledge requirements of HRM:
1. Minimum of a Bachelor’s degree in Human Resource Management or Business
Administration with a minor in Human Resources.
2. Advanced knowledge of Microsoft productivity suites in addition to competency
in the HRIS program Kronos.
Skills/Abilities
1. Type a minimum of 80 wpm.
2. Ability to multitask and complete projects on time
The HRM will be required to have the following in addition to the above:
1. Must have a minimum of five years experience in a HR generalist role.
2. Must hold either the PHR or SPHR certification at the time of hire.
Finance & Accounting Department:
The finance department is tasked with maintaining accurate financial statements for the
company annually as well as continuously tracking the financial stability of the company. The
finance department evaluates the financial stability of the company by measuring its estimated
forecasts against the company’s actual financial results.
In order to support these efforts, M&M Inc. requires that its finance staff meet the
following requirements:
Knowledge
1. Have advanced knowledge of accounting and financial management.
2. Must hold a Bachelor’s degree in Accounting or Finance.
Skills/Abilities
M&M Inc. Group B 15
1. Strong attention to detail.
2. Able to reconcile all business transactions in order to provide the most accurate
financial information to the board and stakeholders.
3. Able to prepare and explain financial reports utilized in the development of
ongoing budgets for a predetermined time frame.
Knowledge for Executive level management:
1. Finance Management up to CFO must hold advanced degrees in either
accounting or finance.
2. Prefer individuals with at least 3 to 5 years experience in the finance field.
3. Management should hold financial certifications.
4. Have advanced knowledge of accounting information systems.
Manufacturing Department:
Manufacturing is the crux of the whole operation. It is what M&M, Inc. does and
therefore the knowledge and skills required here are more specific. M&M Inc. requires that
employees in this department meet the following criteria:
Knowledge
1. Working knowledge of equipment used in the warehouse
2. Knowledge of machinery
Skills/Abilities
1. Able to efficiently evaluate and interpret all assembly data.
2. Able to identify required parts for each product
3. Able to identify defects in parts and finished products.
4. Able to work on multiple projects simultaneously and complete projects on time
M&M Inc. Group B 16
and without defect
The plant manager and floor managers are required to meet the following:
Knowledge:
1. Must hold a Bachelor’s degree in either Operations Management or Project
Management with certifications in TQM and/or Six Sigma.
2. Have advanced knowledge of Microsoft Visio & Access.
3. Have intermediate knowledge of Gant charts and project management information
systems.
Skills/Abilities
1. Able to create and interpret blueprints of the company’s products and identify the
materials and equipment needed to successfully manufacture them.
2. Minimum of five years experience in operations management, total quality
management, change management and logistics.
3. Able to work on multiple projects simultaneously and complete projects on time
and without defect.
Quality Control Department:
The quality control staff is responsible for carefully inspecting all products before
shipping. They conduct performance tests throughout the manufacturing process as well as
maintain all inspection equipment. The quality data obtained from this equipment is used to
develop annual reports which track how well the company is doing with regards to input/output
and waste. The QC Department evaluates the products and either accepts or rejects them.
Due to the nature of the job, the quality control staff can expect to stand for long hours
while inspecting the preliminary products. Stamina is therefore an important attribute for
M&M Inc. Group B 17
employees in this department. (See Appendix B for KSA’s)
Operations Department:
The operations department oversees all supply chains within the company. They carefully
analyze all current manufacturing assignments and redesign them as necessary in order to
develop new, more efficient systems. Operations is responsible for overseeing the efforts of all
current projects. Operations works closely with the Finance team to create a budget to purchase
the necessary raw materials that are to be used for production. They are required to perform
quarterly audits on all manufacturing processes to guarantee that they are working successfully
to the company’s benefit.
With operations at the core of the company they hold a large part of the responsibility for
the overall profitability of the company by increasing sales while reducing the company overall
expenses. (See Appendix B cont’d for KSA’s).
Customer Service Department:
M&M Inc. requires that its customer service staff provide its clients and customers with
the latest information about the company’s products. Customer Service is responsible for
answering all phone calls and emails regarding potential orders. They track existing orders and
input customer information into the company’s databases for future reference in regards to filling
future orders (see Appendix B cont’d for KSA’s).
Marketing/Sales Department:
M&M Inc. requires that its marketing/sales department research the manufacturing
industry accurately in order to develop a sustainable advertising campaign for its products. The
marketing/sales department is responsible for negotiating all business contracts with potential
scale clients. The marketing/sales department is responsible for creating pricing strategies for all
M&M Inc. Group B 18
products that the company will sell to its customers. In order to effect these strategies, the
marketing/sales department will hold weekly meetings with just the department employees and
management and monthly meetings with upper management to present their marketing plans for
all products that will be sold by the company (see Appendix B cont’d for KSA’s).
Maintenance/Cleaning Department:
M&M Inc. requires that its maintenance/cleaning staff keep all work areas clean and
resolve mechanical issues as reported throughout the company. They are also responsible for set-
up and clean-up of all promotional events (see Appendix B cont’d for KSA’s).
Job Analysis of the Plant Manager (Example Form – See Appendix C)
Job Title: Plant Manager
Department: Operations
Reports to: Operations Manager
Section: Plant Operations
Employee(s) interviewed for this analysis: Theon Means, Ashley Lowe, Veronica Matt,
Andre Lacy, Carl Smith, Janina Scuderi
Date: December, 13, 2014
1. Basic Functions and Scope of Job:
Responsible for maintaining a safe working environment for him/herself and
all plant employees.
Handle all operations’ equipment with care and have working knowledge of
all plant equipment.
Problem-solve issues that arise in production
2. Work Performed: The plant manager will oversee the operation of all
M&M Inc. Group B 19
equipment used to manufacture products. He/she will oversee the repair of any
equipment and ensure safety inspections are timely and thorough in compliance
with OSHA guidelines.
3. Work Contacts:
Contacts Frequency Pu rpose of Contact Means of Contact
Supervised Employees Daily Oversee ProductionTelephone/
Peers in other depts. Monthly Operations StrategiesTelephone/
Immediate Manager Daily Production Performance Telephone/
Managers in other depts. Monthly Departmental ReportsTelephone/
Executives Quarterly Product QuotasTelephone/
Customers Never Customer Service handlesTelephone/
Other (specify)
4. Decision-Making Authority: All discrepancies found within the manufacturing
process will be forwarded by the plant manager to the operations manager. The
operations manager must then develop a strategy that will be used to spot all
defects within the products themselves and the machinery. Once this strategy has
been finalized, the operations manager will train the plant manager under the new
M&M Inc. Group B 20
strategy. In turn the plant manager can implement the changes and train plant
personnel.
5. Supervisory responsibility: Extent to which position controls, directs, or is
accountable for work of others.
Title of employees supervised: Number supervised
Plant Workers 69
6. Physical Effort:
Tools20% Of time
used
Equipment40% Of time
used
Machinery40% Of time
used
Position% Of time in
position
Walking 10
Standing 10
Lifting 20
Climbing 5
Pulling 25
Pushing 20
M&M Inc. Group B 21
Cramped or
confined space0
Sitting 10
7. Work Conditions: Degree of exposure to work conditions.
Condition%
Of time
Dirt 10
Heat 10
Fumes 30
Smoke 5
Water 25
Noise 20
Vibration 0
Grease, Oil 0
Dust,
Shavings0
Office
Environment0
8. Education and Training Required: Minimum academic, commercial, and technical
qualifications needed for performing duties of the job.
__ High School Diploma/GED
M&M Inc. Group B 22
__ Two year college (Associate’s Degree)
__ Trade or Technical School (Certificate or diploma)
X Four year college (Bachelor’s Degree)
__ Graduate (Master’s Degree, JD or Ph.D.)
__ Certification (CPA, SPHR, etc.)
9. Years of Experience: Minimum previous experience required for performing duties of the job.
__ 0-1
__ 1-3
X 3-5
__ 5-more
10. Other requirements: Please list any other requirements for performing duties of the job.
Language (Bi-lingual – Spanish/English)
Office or other equipment: email, fax, MicroSoft Suite
License in Plant Operations
Recruitment Channels
M&M Inc. will use self selection in its recruiting process. As M&M Inc. has never had an
HR department, the first step is for the HRM and staff to sort through submitted resumes to
determine the best possible candidates for open position. Next, the HR department will invite
qualified candidates to attend a group interview/open house to gain further information about the
company and to weed out those who are either no longer qualified or interested in the position.
The group interview will also allow current employees an opportunity to observe and mingle
with potential employees so that both can see if there is a fit. From there individual interviews
will be arranged with the department managers for whichever position falls under their
M&M Inc. Group B 23
department. The department heads will have the final decision on who is given an offer of hire.
HRM will determine salary based on criteria requirements met.
Diversity Requirements
Due to the nature of the work the industry is male dominated. To avoid legal issues and to
ensure all applicants are fairly reviewed, M&M Inc. will consider all qualified candidates for
whatever positions they apply. The company will not discriminate based on gender, race,
ethnicity, religious background, sexual orientation and so forth. M&M Inc. will review annually
the demographics of their organization as it relates to the community around them to ensure they
are within the appropriate ratios. To avoid issues M&M Inc. will use social media and specific
ethnic and gender based organizations to advertise for and recruit employees.
According to Heneman III, Judge and Kammeyer-Mueller, the “legal scrutiny” begins
with the recruitment process from tracking applicants to ensuring that false statements and
promises aren’t made when offering employment to a potential candidate (Heneman III, Judge,
& Kammeyer-Mueller, 2012). This is why training is so important at all levels of employment.
HR will provide the necessary training and development for all employees.
Employees will have a voice in how they perform their jobs and what can be done to
improve their work environment as well as increase production in a cost-effective manner.
Promotions will be considered using a matrix that is based on factual data and not so much on
opinion. To ensure that these matrices aren’t in fact discriminatory unintentionally, annual
reviews of departments and promotions within the company will be performed to ensure that
employees from various backgrounds, races and both genders have had equal opportunity to
grow in their career.
Should an employee feel that they have experienced discrimination or were overlooked
M&M Inc. Group B 24
for a promotion, M&M Inc. expects its employees to be knowledgeable of the steps that are to be
taken within the legal aspect of their employment. With regards to actions of employees, M&M
Inc. does not tolerate any disregard for state, federal and local legal violations made by
employees during business hours. If any legal or ethical infraction is observed, the legal
department of M&M Inc. will begin the process to take immediate action as needed. Each
employee is required to either meet or exceed certain quotes by predetermined dates. If the
employee doesn’t meet their quota, for the first offense will be a verbal warning, the second
offense will be a write-up in their employee file which will also be recorded in their annual
evaluation and the third offense will result in immediate termination of employment.
Staffing Methodology
M&M Inc. monitors the number of incoming applicants to the number of positions posted
to track the effectiveness of the various external resources being used. Using a web base
application process, the system will filter those applicants who possess certain skills that
correspond to the job duties outlined in the position to those who don’t quite fit the criteria. The
applicants who are deemed initially qualified will be placed in the appropriate hiring pool by
position. Each applicant who is chosen to move forward in the hiring process will be contacted
for an interview with the HR manager and the department manager who is looking to fill said
position within the company. Once the best applicant is chosen, an offer of employment shall be
made to the individual by the department manager. The applicant will have a minimum of two
weeks to decide whether or not he/she will accept the position. If the applicant does accept the
position, then they will be offered the compensation commensurate with experience and
appropriate for the positional new hires are placed on a 90 day probationary period. During this
time they must not miss any days of work and perform at a level which meets or even exceeds
M&M Inc. Group B 25
the department’s predetermined quota for the quarter. If the new hire is successful in completing
his/her probationary period, then they will be advised to enroll in their benefits plan which will
take effect after his/her probationary period ends. New hires are eligible for promotion or to
receive raises on an annual basis depending on performance reviews and availability. All
promotions or salary increase considerations must be reviewed by an independent board who
will review budget as well as performance to ensure that the request can and should be met.
Changes in salary due to pay raise or promotion will be effective immediately. M&M Inc. also
reserves the right to change any salary base requests made by its employees in order to fit within
the developed budget.
IV. Total Rewards Strategy
Total rewards are a large part in acquiring, maintaining, and retaining employees in a
business. It is a future goal to have M&M Inc. to be able to meet the industry when it comes to
competitive pay and total rewards. This is a task that human resource departments take seriously.
Documented research has shown that cash rewards such as bonuses have a significant direct
effect on how an employee performs (Presslee, Vance, & Webb, 2013, p. 1827). A
comprehensive total rewards program is comprised of compensation, benefits, work/life balance,
development, and recognition. Currently, M&M Inc. only offer the traditional compensation plan
which includes minimum wage and statutory benefits. We recommend the following changes to
increase retention, improve recruitment quality, and to motivate existing workforce players.
Competitive Pay: Meet, Lead, or Lag?
Compensation is generally made up of two primary areas: salary administration and benefits.
However, in the case of total rewards compensation only refers to salary administration as
benefits is addressed separately. M&M Inc.’s compensation standards base pay from each
M&M Inc. Group B 26
position, skills, effort, responsibilities, legal considerations (i.e. equal pay), and the work
environment. M&M Inc. currently has five managers which include one woman and three men.
While equal pay may not be an issue at M&M Inc., we would like to make sure that each
employee is paid adequately. Our audit shows that an Equal Pay task force should review the pay
for all grades, and levels. Ensuring that no one gender, race, or ethnicity is being paid outside of
the suggested minimum or maximum will help us remain compliant with the Equal Pay Act, and
Lily Ledbetter concerns. Our team will conduct the review, and suggestions within grading will
be provided. For red and green circled employees, a plan will be put into place for bringing them
into compliance. Each employee will evaluated on against a skill where experience, skill level,
and job responsibilities will be rated on a five point scale for each component. The five point
skill will have clearly defined definitions with corresponding monetary value for component.
These definitions will be defined once the evaluation task force has been formed. Once the
current pay has been evaluated for each employee, all employees will receive begin to receive
merit pay during an annual evaluation period. Towards the end of each fiscal year, all employees
will set goals to achieve during the upcoming fiscal year. Also during this time, the goals of the
current fiscal year will be reviewed to see if they have been met. The quality of the goals and the
percentage of achievement among other department specific criteria will determine the amount
of merit pay for each employee. While merit pay will not address the issue of equal pay, it have
the potential of helping if each employee see that their hard work is not going unnoticed. The
compensation must make sure the policies, the techniques, and the objectives all work together to
provide a comprehensive compensation plan.
It is important to make a decision when it is the reference to the area of competitive pay
when setting competitive pay to determine if the pay range will meet or lead the industry average
M&M Inc. Group B 27
in compensation since no company intentionally wants to lag in the market. This can be a very
crucial point in acquiring and retaining talent. The companies that lag, or fall behind the industry
average as it relates to compensation, will more than likely have more difficulties bringing in and
retaining talent. Most companies are meeting the industry average but set themselves apart in
other ways such as non-compensational benefits. It does help to be on the platform of equal
monetary compensation with other companies when recruiting the talent. Top tier companies that
Those are often the companies that see the future value of putting the money into
recruiting their talent pool because they know by investing in the top talent in the industry their
business will grow.
M&M Inc. currently lags in the field of competitive pay within the industry since
currently only offers minimum wage to the floor employees. Small companies such as M&M
Inc. may not always have the ability to financially lead the industry; however, they have the
potential of meeting the industry standard when it comes to competitive pay and total rewards. In
meeting the industry standard when it comes to competitive pay, M&M Inc. will be able to offer
a salary to the potential new hire in a range that directly compares to the industry. Once inside
the range, the HR department will have the ability to determine where in that range each person
falls based on their experience, knowledge, skills, and abilities. M&M Inc. will end up lagging in
the remaining rewards.
Equity Strategy
For any type of total rewards program to work the company must build up their equity
strategy. In building an equity strategy, both internal and external equity must be considered.
“External equity refers to comparisons with other competitive pay structures. Internal equity
means ensuring fairness in pay for employees working similar jobs,” (Kokemuller, 2014). This
M&M Inc. Group B 28
equity strategy is already being prepared. The internal equity is already being ensured since the
salaries are being evaluated starting with the managers and working its way down to the hourly
workers. As previously mentioned in the compensation section, the salaries of the current
supervisors and other employees will be re-evaluated to ensure all employees are adequately
being paid for the position they hold. The external equity is being implemented as M&M Inc. is
preparing to increase the salaries of its workers from the minimum wage to a salary that meets
the average industry salary range.
Wage Incentive Methods
Wage incentives or bonuses are a good method to add to the total rewards for employees.
This will be an important portion of the total rewards program because it will be a great way to
show the employees that they are appreciated. Employee appreciation is one of the main tools in
retaining talent at a company. Managers will receive pay incentives and/or bonuses based on
exceeding department targets and/or goals. Sales managers will have the opportunity to earn
commissions from sales in addition to bonuses for exceeding expectations. Overall, the
compensation plan must make sure all three components of the pay model are working together.
Linkage to Performance Management
Access to the total rewards system will not be performance based; however, the increases
will be connected to performance. The merit pay increase will be assessed on an annual
tentatively during the annual review process. The bonuses will be based on overall department
performance on a quarterly basis. The commission that is earned by the sales team will be based
off what they sale on a percentage basis meaning they will get a defined percentage of every sale.
There will also be one final bonus at the end of the company’s fiscal year which will be based off
the overall annual performance of the company.
M&M Inc. Group B 29
Benefits – Other Rewards
According to Kwon and Hein (2013), benefits have become the new focus of the total
rewards systems. “Understanding the importance of benefits relative to other total rewards
throughout the employment life cycle can help you better design and manage programs that will
help you attract, retain and engage key talent,” (Kwon & Hein, 2013). The benefits that are
currently offered by M&M Inc. are bare minimum of benefits because they are mandated or
required by employment legislation. The statutory benefit includes minimum wage, payment for
hours worked, overtime pay for non-exempt employees, maternity/paternity leave,
adoption/parental leave, emergency/sick leave, as well as bereavement leave which are all
guaranteed according to the United States Department of Labor. While paid time off for holiday
and/or vacation time is not regulated by the United States Department of Labor, it is a benefit
often provided to qualified employees in accordance with the terms and conditions of the
employer. M&M Inc. currently employs 116 people who now will trigger other benefits such as
health insurance, dental, and/or vision insurance. This will be evaluated and addressed upon
clarification on which employees would be eligible for benefits. M&M Inc. will provide benefits
that are close to the top of the line because their salaries only meet the industry average. The
health, dental, and vision benefits will allow the employees to go the best doctors in the network.
These great benefits will encourage the employees to stay with M&M Inc. for that average salary
even if they are able to go somewhere else and make more.
Work/Life Balance
Work/life balance is a benefit that is not identified as a benefit. If a company has a
good work/life balance that is often a bigger reward than the traditionally identified
rewards especially if the potential employee is coming from a company with a poor work
M&M Inc. Group B 30
life balance. That may be used as a great selling point if the company is really wanted to
recruit a particular candidate.
Employee Engagement
M&M Inc. will have an employee engagement plan in place that allows for family
friendly employee events as well as discounts to attractions in the area to encourage
employees to enjoy their time away from work.
Employee Development
The final two portions of a total rewards system are to make sure they are
provided with development opportunities as well as recognition. Development
opportunities are something that are often sought after by employees. M&M Inc. is able
to offer tuition assistance to the employees in the amount of $5,250 annually. The
company will be able to receive a tax credit while bettering their employees to enhance
the company’s performance (citation).
Internal training will enhance employee ability to grow their career thus
encouraging longevity with M&M Inc. HRM will be instrumental in facilitating the
training and providing opportunities for employees and managers alike to choose their
career path and have the tools necessary to reach personal and company goals.
Employee Recognition
Finally, M&M Inc. will offer awards and opportunities to be recognized for the hard
work employees are doing. Recognition can come in many forms. For M&M Inc. recognition
will take place in three forms – a quarterly bonus, an employee nomination recognition program,
and the previously mentioned/discussed annual merit pay program. The quarterly bonus will be
based off company metrics. This metrics will be determined by the senior leadership and quality
M&M Inc. Group B 31
department as it relates to continuous improvement for the overall company. The employee
nominated recognition award is a program that allows employees as well as immediate
supervisors to nominate someone other than themselves by bringing to the forefront what the
nominated employee does to go above and beyond their normal job duties. The quarterly winner
would win a small trophy and/or certificate of appreciation in addition to a monetary taxable
prize amount which will be later determined by management.
V. Training and Development Strategy
M&M Inc. has a great rewards program in place for employees who work hard and strive
to do their best. To reach this point, employees must be knowledgeable about the job and this
begins with proper training. In order to get employees up to speed and able to perform the duties
and responsibilities of their job according to company’s standards M&M Inc. has put a great
training and development program in place to aid employees with learning the necessary
information so that they can be effective at reaching their goals. M&M Inc. started the process by
developing a needs assessment to determine where the company currently stands and what is
needed to further aid the company in achieving long term success.
Needs Assessment
A needs assessment is a very important process in deciding what the current needs are
within the organization and how to go about addressing those needs. The four factors that Motors
and MotorsM&M Inc. will be focused on includes in the needs of the business, job performance,
training needs and individual needs.
A. 1 1. The training program should focus on current and future goals of the company.
B.
2 2. The training program should focus on career development.
M&M Inc. Group B 32
3.
3 The training program should focus on improving oral communication skills
within the business.
4. The training program should focus on training employees on the technology
within the company.
Training Need/Method
Training needs assessment is an ongoing and systematic set of procedures that are used to
determine needs, examine their nature and causes, and set priorities for future action. There are
three levels of needs’ assessment: organizational analysis, task analysis, and individual analysis
(Miller & Osinski, 1996). Without a clear understanding of needs, training efforts are at best
randomly useful and at worst, useless.
Training in Human Resources Department on Internal Growth and Development as well
as Communication Skills will yield better results. Human Resource Department managers will
learn to balance their responsibility of planning work, assigning tasks, giving evaluations,
resolving conflicts, and other essential duties. Specifically E-learning is cost-effective because it
reduces costs and makes training more accessible. M&M, Inc. will also perform a team based
orientation training to aid in ensuring that employees are able to perform the duties and
responsibilities of their job according to company’s standards.
In addition, interviewing techniques and procedures used to conduct effective hiring,
interviews, and techniques applied for planning, conducting, and controlling the interview as
well as the legal aspects of the interview will be provided by human resource management.
Supervisors and managers will learn to analyze conflicts, obtain strategies, and techniques for
M&M Inc. Group B 33
resolving conflicts with individuals and groups. After all, these factors are very important and
will be very beneficial as we look to improve our workforce and offer career growth
opportunities. Without having a formal way to train employees currently, there may be gaps in
performance and ability to adapt to changes in the marketplace. Training and development will
fill in those gaps allowing the company to grown stronger and retain quality talent.
The different methods of training that M&M, Inc. will use are classroom training,
interactive methods and hands on training. Each method of training will ensure that the
employees fully understand the information that they will need to be effective and successful on
the job. Training class will last for 4 weeks. Quizzes will be given throughout the class to ensure
that employees understand the information being presented. On the last day of the training class,
employees will be tested on the information learned during the class. Employees will be
expected to pass the test with a 90% or better.
M&M, Inc. will be responsible for all costs incurred by training. M&M, Inc. will appoint
an instructor for the training class and the instructor will be paid a regular salary to train all new
employees. The salary will be included in the company’s budget for training.
Training Budget/Future
The training budget is very important and considered an investment within the company
and should be carefully planned out. A good training budget is designed to address the real issues
by spending money on the actual needs of the business and its employees. Budgeting for training
will be done by a needs assessment. Based on the needs assessment, M&M, Inc. will determine
the best form of training that is necessary to enable employees to perform be effective at
performing the job.
M&M Inc. Group B 34
It has been proven that the right training program can and will increase productivity,
improve customer service, boost profits and reduce employee turnover rate. A successful training
needs analysis will identify those who need training and what kind of training as needed. It is
measured using organization perform task and individual tasks. Training needs will be
determined from each of the department supervisors.
Employment Development/Talent Management
Employment development is a very important factor for the growth of the business and
also will aid in the success of the business. Employees are the key factors in the success of the
business, thus the reason it is very important that they are provided with the right training.
Employment development also helps to motivate employees and boost the morale within the
company. In order to ensure this takes place, M&M Inc. will provide training and setting goals
and ensuring that employees meet those goals within a specific time frame.
M&M Inc. is very committed to hiring employees with the most qualified individuals for
the job. The company will ensure that talent management team is very familiar with the company
and the needs of the company. Also, they will be well informed on the company’s goals and
needs. Talent management is the key to finding the best qualified candidates who understands
the company’s vision and mission and who are able and willing to work hard to accomplish the
goals the company has in place.
VI. Performance Management Strategy
Performance management has become a popular topic amongst corporations in today’s
business world. The pressure that companies face to become more effective, efficient and to have
better execution on business practices that requires them to be competitive is highly increasing.
They have to think of ways on how to gain more with less and have to develop innovative
M&M Inc. Group B 35
techniques to do what they do better than the competing company. Most companies face
themselves disliking the time when performance management needs to take place between
employees and their supervisors and many face perplexing emotions as to whether the process in
place is working efficiently and in their favor. M&M, Inc. wants to establish a performance
strategy that can be easy to understand and that can keep employees and management away from
cringing when the time for reviews rolls around.
Performance Appraisal Method
Forward thinking companies are taking steps to successfully address this negative view of
performance management. They are implementing innovative solutions that ensure processes
deliver real results and improve performance (Success Factors, 2014). With this in mind it is
important to determine whether the process will be efficient for the size of the company and the
demands the employees face in their roles. M&M, Inc. wants to proceed with finding the best
automated performance system that can encourage best practices across the company and that
will make the process easier than it usually is.
Since M&M, Inc. will be establishing a salary range that is fair to all employees whether
male or female all based on the industry they are in, this will help the performance management
system to determine bonuses and merits based on salaries and performance review ratings. The
system that M&M, Inc. is looking into implementing into their performance strategy is called
Halogen Performance Software. This automated system will transform the performance review
cycle from a painful administrative burden to a collaborative, ongoing and strategic process. One
that helps the company build a high-performance culture where employees are aligned, inspired
and focused on delivering exceptional results. This system will help employees get the
continuous feedback, direction and development they need to be engaged and high-performing.
M&M Inc. Group B 36
Every member of the workforce will better understand what’s expected of them, see how they’re
helping the organization succeed, make their contributions more visible, and take charge of their
own career development (Halogen Software, 2014). This system will also allow management to
handle the responsibilities on their end with ease.
Feedback Methods
One of the benefits of this system is that it allows employees to continuously add
information into their individual page in regards to projects being worked on, recognitions they
may receive through the year and they can also update their goals and measure the status of goals
that have been established. Every employee will have a username and password and the best part
of the system is that it is shaped in a way that will allow the collaboration between the employee
and manager when updates should be made on goals which helps to maintain an open
communication between the two parties. M&M, Inc. wants to focus on a strategy that will help
form a culture where employees and supervisors are constantly working together and receiving
feedback from one another in order to accomplish real success. It is often organizations find
themselves in a place where many employees don’t have the opportunity to build on
relationships with their supervisors and this system will encourage that connection and much
needed communication.
Since all the data is being saved in the system, HR can establish timelines on when
performance should take place and the system will send reminders to employees and managers
on tasks they must complete. This will allow an organized, time sensitive task that everyone
must abide as part of their responsibilities. Employees will need to meet with their supervisors at
the start of the year to establish measurable goals. Mid-year the employee and supervisor meet
again to determine if the goals are in progress, if some should be removed or changed and if any
M&M Inc. Group B 37
must be added as company demands may encourage change. Once goals are discussed and
agreed, the employee is responsible for submitting them and the manager will then give a final
submission that will reach the HR professional working behind the scenes of the performance
system. At the end of the year when performance appraisal time rolls around, the employee will
have the opportunity to update goals one last time with collaboration of their manager and he/she
will be able to provide feedback on their performance and the manager will then provide a rating
on different categories that will determine the amount of bonus pay the employee may receive.
Bonuses and merit raises will be determined based on a combination of the annual corporate
goals reached and overall department’s performance.
Policies on performance improvement, discipline, or termination
An employee will be placed on a three month probation state based on the results of their
performance. In the case of an employee with some performance improvement issues or
behavioral issues in the workplace, this employee will have to meet with their supervisor bi-
weekly to have their performance measured and assessed. The performance system works as a
great tool to document the progress of the employee. If after the determined time, the employee
has shown little to no sign of change or other issues have ascended, the employee will be
considered for termination from the organization. In some cases the employee may need more
than three months to show complete improvement and additional time may be determined by the
employee’s supervisor and an HR professional.
Linkage to T&D, Total Rewards, Talent Management, and HRIS
The performance strategy is completely linked to training and development of employees,
rewards, talent management and HRIS. The performance appraisal system is being integrated in
a way that is undeniable that the intersection of human resources and information technology
M&M Inc. Group B 38
through this software is all being linked together (Rietssema, 2014). In this day in age,
information technology is a necessity not just for HR but for an organization as a whole. This is a
key department that works in collaboration with everyone to assist with the technological
advances that make simple things such as Web Ex meetings happen for professionals in today’s
corporate world.
Through the performance appraisal reviews via the Halogen performance system, it will
allow for employees to express areas they would like to learn more and gain experience and it
allows the manager to also have a more visual look at the talents of the employee in order to help
that employee grow and advance in the company. This all leads to talent management as well.
Talent must be measured accordingly as it would be impossible to measure growth in the
employee if this valuable part of growth and the development needed is ignored. In a competitive
marketplace, talent management is a primary driver for organizational success. Broadly defined,
talent management is the implementation of integrated strategies or systems designed to increase
workplace productivity by developing improved processes for attracting, developing, retaining
and utilizing people with the required skills and aptitude to meet current and future business
needs (Lockwood, 2006). This confirms the importance of an effective performance strategy that
can also serve as a tool to find skills in employees and talent within the organization.
VII. HRIS
Thus far we have considered HR strategic plan, staffing strategies, total rewards
strategies, training and development, and performance management strategies. Now we
must consider how all of these areas of developing an HR department for M&M, Inc. will
come together and be most cost effective to the overall operation of the organization. To
determine where an HRIS need is we must first look at each section of the total strategy.
M&M Inc. Group B 39
We will breakdown each strategic area to identify potential issues that may be resolved
through a comprehensive HRIS (Human Resource information System).
HR Plan
The HR plan that has been laid out addresses employee development, rewards and
effects that the HR department will have on the overall success of the organization. In
order to track the success of the HR department in becoming a strategic partner within the
organization an HRIS comprehensive system should be considered. Some areas that will
need to be addressed in reports to track HRM success are: succession planning, retention
rates, analysis of employee productivity and talent management. In order to create these
reports an HRIS that covers application in-take through the hiring process to promotion
and performance reviews will be necessary. We will identify a couple of options further
in this report.
Staffing Strategy
We have addressed core competencies of the company as well as knowledge,
skills and abilities that will be required to perform duties in all areas of the company.
Knowledge, skills, and abilities (KSAs) assessments can be incorporated and graded
using HRIS software which supports the application tracking and intake software
recommended in the HR Plan. Using a scoring system, as has been suggested, will allow
HR to better gauge how well Affirmative action laws are being complied with as well as
ensure that employees are more fairly assessed with regards to promotion and job
performance review. Applicants must meet certain criteria to be considered for interview.
Likewise internal applicants will have a similar protocol when applying for positions
within the company or seeking promotion opportunities.
M&M Inc. Group B 40
Using TQM methods such as benchmarking, BPR and Six Sigma as has been
suggested, will require a database of information from which to pull reports. A
comprehensive HRIS will assist in this area as well.
Total Rewards Strategy
An area of great concern for M&M, Inc. is low wages. To keep up with
competitors and retain quality talent, M&M, Inc. must have a way to track performance
and provide a comprehensive benefit and bonus plan to its employees. Having a quality
method to track rewards and issue bonuses in a timely manner will aid in lowering
turnover and increasing retention of employees. Again, HRIS can be instrumental in
collecting, sorting and reporting on these efforts.
Training and Development
Additional training has been identified as a need in various aspects of M&M, Inc.
If a goal of M&M, Inc. remains to expand its borders, then having web-based training
courses and access to education is a must. It is much more cost beneficial to conduct
web-based training to many locations from a central location than to fly everyone in and
pay for transportation, hotels, etc. to train on-site. HRIS can certainly assist with this.
Performance Management Strategy
Finally, tracking performance of employees, departments and thus the entire
organization can be easily done using a performance component or stand alone HRIS
software system. This will ensure that reviews are done in a timely and consistent manner
and any changes in pay or status as a result of the performance review are immediate.
A software system that has already been identified is Halogen performance
system. While this was identified pertaining to performance management, they offer a
M&M Inc. Group B 41
full menu of services to meet all of the needs mentioned above. So let’s look at a couple
of systems to compare and contrast their services and benefits.
Halogen Talent Space for Manufacturing:
Recruiting and onboarding using Halogen Talent Acquisition
Succession planning using Halogen SuccessionTM.
Ongoing feedback – informal feedback and recognition
Employee development through Halogen Performance and Halogen LearningTM
Job descriptions and job analysis using Halogen Job Description BuilderTM
Compliance Reports using Halogen TalentSpaceTM
Goal Alignment – align employee goals with organizational goals
Automated Performance management saving time and money
Halogen HRIS ConnectTM automates transfer of employee information between
systems.
http://www.halogensoftware.com/products/manufacturing/features
It appears that this software program is diverse enough to meet all of M&M, Inc.’s needs.
But before we get too comfortable, let’s take a look at another comprehensive program to see
how it compares.
Kronos Workforce CollaborationTM is another one stop shop for integrating recruitment,
payroll and tracking productivity. What it lacks in a performance management component it
makes up for with the ability to track and manage hours on a global basis. With M&M, Inc.
setting goals to cross the pond and branch into other countries, this could be an advantage as
labor laws and overtime calculations vary country to country. The image below depicts how an
individual account may look with regards to hours and pay.
M&M Inc. Group B 42
(Kronos Workforce Central 7, 2014)
Kronos offers mobile applications so managers and employees alike can view
their personal information from anywhere and can put in for leave and such as well. “The
interactivity between the system and users fundamentally improves employee engagement and
empowerment,” (Kronos Workforce Central 7, 2014, p. 1). One feature that sets this software
apart is the “Schedule-to-Skill” tool that ensures that there is a balance of skill level at each shift
so no one shift is weaker or stronger than another therefore causing erroneous production reports.
This also allows employees to manage their own schedules better because they can request swaps
and as long as the skillset is similar, it can be done without management approval for one off
situations. Less headache for all involved.
While there are a lot of pros to Kronos, the one thing identified as a need is performance
management. Kronos simply doesn’t have it. That is why it is suggested to go with the Halogen
M&M Inc. Group B 43
family of products and services. Halogen is more well-rounded and inclusive making it more
cost effective and seamless for both company and employee.
VIII. Conclusion
In conclusion, we believe that Motors and More, Inc. is an extremely effective
corporation that possesses the potential to rise to great heights. “Our mission is to manufacture
quality, as determined by our customers, electric motors and distribute our product throughout
the United States.” M&M, Inc. believes that providing a healthy work-life balance, giving back
to our community, diversity, and continued innovation will attract honest employees and create
an environment of integrity and pride. M&M, Inc. strives to implement an effective HR strategy
and strategic plan. This will be made successful by utilizing employees’ knowledge, skills, and
abilities which promote growth and development both of the employees as well as the
organization. M&M, Inc. understands that competition is existent; therefore, striving to lead the
workforce rather than lag is essential to its overall success. Although acknowledging employees’
performance is crucial, M&M, Inc. believes that incentives and bonuses will be key in the
retention of “A” level performers. As representatives of M&M, Inc. we believe that it is
necessary to understand the importance of needs assessment, which is a crucial process in
deciding what the current needs are within the organization and how to go about addressing
those needs. One of the benefits of this system is that it allows employees to monitor their
personal and professional growth within the organization, tracking their goals and crating new
ones to meet newly discovered demands within the industry. Building a strong business while
balancing a healthy work atmosphere, keeping in mind the vision of Motors & More
Incorporated, which is to become the preferred supplier of electric motors, preparing to meet
increased demands, expanding the market, and becoming an extraordinary place to for our
M&M Inc. Group B 44
employees to work, we find it necessary to supply employees with all the tools and resources
needed to perform their job both efficiently as well as effectively. This will be done by practicing
the topics mentioned. We believe that we can help to accomplish these goals within a reasonable
timeframe. Thank you for your consideration.
M&M Inc. Group B 45
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M&M Inc. Group B 46
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M&M Inc. Group B 47
Appendix A
Example Engagement Survey:
Survey
On a scale of 1-10 with 1 being pitiful and 10 being beyond excellent please rate the following five
statements:
1) My manager is knowledgeable about my job and its duties.
1 2 3 4 5 6 7 8 9 10
2) My manager values my input.
1 2 3 4 5 6 7 8 9 10
3) I am aware of training available through employee development courses offered in the
employee portal.
1 2 3 4 5 6 7 8 9 10
4) I understand how to advance my career within M&M, Inc. using Human Resources and
employee development portal.
1 2 3 4 5 6 7 8 9 10
5) I enjoy working at M&M, Inc.
1 2 3 4 5 6 7 8 9 10
Please explain your response or provide additional comments/feedback:
M&M Inc. Group B 48
Appendix B
Quality Control
M&M Inc. requires that its quality control staff to meet the following requirements:
Knowledge
1. Minimum level of education – Bachelor’s degree in operations or quality
management
Skills/Abilities
1. Must be detail oriented.
2. Must have experience in motor and electronic manufacturing.
M&M, Inc. requires that the department heads meet the following requirements:
Knowledge
1. Master’s degree in Management with concentration in either Project Management
or TQM.
2. Obtain the quality control certification through ASQ.
3. Minimum of six years of logistics and total quality management.
4. Advanced knowledge of cost analysis, statistical control, testing procedures and
practices.
5. Strong background in both algebra and geometry.
Skills/Abilities
1. Detail oriented.
2. Able to multi-task
3. Supervise 15+ employees
M&M Inc. Group B 49
Appendix B cont’d
Operations
To reach the company’s desired goals and vision, M&M Inc. requires that its operation’s
manager and supervisory staff meet the following requirements:
Knowledge
1. Hold a Master’s degree in Operations Management or Business Administration
with a concentration in Operations Management.
2. Have advanced knowledge of logistics and business operations.
3. Minimum of six years experience in the operations and logistics field.
4. Hold an operations certification from APICS.
Skills/Abilities
1. Able to read and interpret financial and production reports.
2. Good communicator
3. Able to work in team environment
Customer Service
To ensure M&M Inc. maintains their formidable reputation for customer service, each
Customer Service Representative must meet the following criteria:
Knowledge:
1. Bachelor’s degree in Business Administration.
2. Familiar with and exhibit appropriate phone and email etiquette
Skills/Abilities
1. Able to type 40+ wpm
2. Ability to communicate interdepartmentally to ensure order accuracy.
M&M Inc. Group B 50
3. Minimum of three years experience in a customer service environment. Appendix B cont’d
Marketing
In order to ensure M&M Inc. stays on course with company goals the marketing staff
must meet the following criteria:
Knowledge
1. Bachelor’s degree in Business Administration with a concentration in Marketing
or a Marketing degree.
2. Advanced knowledge of market research, finance and product differentiation.
3. Hold a Professional Researcher certification through the Marketing Research
Association.
4. Advanced knowledge of the Microsoft Suite.
Skills/Abilities
1. Minimum of five years experience in the marketing field.
2. Historic track record of proven results in other marketing areas
Maintenance Department
As the manager over this department, M&M Inc. requires:
Knowledge
1. Hold a Bachelor’s degree in either Hospitality Management or Mechanical
Engineering
2. At least three years management experience with large scale companies and facilities.
Skills/Abilities
1. Able to multi-task
2. Proven history of successful large scale events
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The maintenance/cleaning staff must have
Knowledge
Minimum of three years of maintenance/cleaning experience within a large scale business.
Skills/Abilities
Able to multi-task
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Appendix C
Job Analysis Form
Job Title:
Department:
Reports To:
Section:
Employee(s) interviewed for this analysis:
Date:
1. Basic Functions and Scope of Job:
2. Work Performed:
3. Work Contacts:
Contacts Frequency Purpose of Contact Means of Contact
4. Decision-Making Authority:
5. Supervisory Responsibilities:
Title of employees supervised: Number Supervised
6. Physical Effort
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Job Analysis Form Cont’d
8. Education and Training Required: Minimum academic, commercial,
and technical qualifications needed for performing duties of the job.
High School Diploma/GED
Two years of college (or Associate’s Degree)
Trade or Technical School (Certificate or diploma)
Four year’s of college (Bachelor’s Degree)
Graduate (Master’s Degree, JD or Ph. D.)
Certification (CPA, SPHR, etc.)
9. Years of Experience: Minimum previous experience required for
performing duties of the job.
0-1
1-3
3-5
5-more
10. Other Requirements: Please list any other requirement for
performing duties of the job.
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Work Breakdown Log
Company Background Veronica Matt
HR Strategic Plan Veronica Matt
Staffing Strategy Theon Means
Total Rewards Andre Lacy
Training and Development Strategy Ashley Lowe
Performance Management Janina Scuderi
HRIS Kim Hicks
Conclusion Carl Smith
Executive Summary Kim Hicks
Editing Kim Hicks
PowerPoint Presentation Carl Smith
