Write a high-level strategic human resource management plan (3-4 pages). The purpose of this assignment is to

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Write a high-level strategic human resource management plan (3-4 pages). The purpose of this assignment is to simulate the thought process managers use to connect unit goals with organizational strategy. The students are not expected to produce a detailed strategic plan (which in actual organizations can exceed 100 pages). Rather, the expectation is that students demonstrate consideration of the multiple complexities involved in strategic planning. The assignment is centered on the strengths, weaknesses, opportunities, and threats (SWOT) model of analysis, and the specific, measurable, achievable, relevant, and time-bound (SMART) model of goal setting. Access the GCU Library, relevant course materials, Internet resources, and the HRM Webliography to research SWOT analysis, SMART goals, and models of strategic proposals. Access your Scenario Generator Report, which includes a description of the organization, points to reflect on, a SWOT analysis, and directions for a SMART goals report. Use this information to write the Strategic HRM Proposal. The Strategic HRM Proposal should be in the form of a professional report. There is no single, correct manner of presentation. Creative thinking is expected. The formatting is secondary to the content and application of knowledge. However, the proposal should be organized in a readily comprehensible manner that conveys a thorough understanding of course objectives. Graphics, bulleted lists, tables, and charts are acceptable. Include the following: Introduction and conclusion that make relevant connections to course objectives. Summary of the organizational description included in your Scenario Generator Report. Reflection and application of each point included in your Scenario Generator Report (two to three fully developed sentences per item). Module 4 Scenario: Hiring Plan and Compensation Package Proposal Type: Government Services Size: Small Business Sector: School District Funding: Tax revenues Stakeholders: Government Decision makers: Managers Formal organization: Non-profit public administration Human Resources Department: Transactional Stage in Organizational Lifecycle: Revival THESE ARE THE GIVEN CONSTRAINTS: ORGANIZATIONAL BACKGROUND: Founded in: 1932 Dedicated to: This public institution is committed to be responsive to the needs of the community and public, which it serves. Culture In order to promote respect, privacy, and a collegial work environment, we encourage all employees to discuss topics of interest or address their concerns via proper management channels. The appropriate communication protocol can be found in the public section of the HR web site. Structure: Consistent with local government policies, our organization is governed by a board of directors. It is headed by a president aided by an assistent president. There are 8 departments, each headed by a department director, aided by an assistant director. Each department consists of two or more divisions, each headed by a division manager. Employees whithin each division report either directly to the division manager or to a project manager (who in turn reports to the division manager) Mission statement: To preserve and improve the physical, social, and economic health of our neighborhoods, support neighborhood selfreliance and enhance the quality of life for the residents through community-based problem solving, neighborhood-oriented services, and public/private cooperation. Vision statement: We thrive to become a community that has a harmonious balance of the interests of our citizens, businesses, and visitors achieved through managed growth, fiscal responsibility, open communication, and stewardship of our natural beauty and environment. INTEGRITY: By dealing honestly with our clients, staff, vendors and community. RESPONSIBILITY: By considering the environment in which we do business, community views and the common good. PROFITABILITY: By being aware that an appropriate level of profit is necessary to maintain our business and allow our values to continue to be observed. Values statement: In conducting our business, we will realize our vision by performing our affairs so that our actions provide confirmation of the high value we place on: Present goals: To reduce delivery and distribution time of products and services. To reduce the number and frequency of customer complaints, and to improve the response time of customers inquiries. Past goals: To reduce employee turnover by 20 percent by introducing a new employee assistance program. To improve productivity by implementing a company-wide training program. To actively recruit skilled workers into the organization. Brief SWOT analysis: Strengths: Known for product quality Weaknesses: Experienced management approaching retirement Insufficiently diversified revenue streams High quality is offered at too high of a price Opportunities: International expansion via Internet business Buy out some competitors New initiatives to streamline decision making Technological advances Threats: Vulnerability to recession and business cycles Unproven relationship between government and private sector Changing needs and preferences of stakeholders Changes in regulation, standards, and compliance requirements FEEDBACK: Customer feedback: Negative comments:66 Positive comments:66 Issue resolution:2 Reachability:8 Cancellation:4 Friendliness:2 Product knowledge:3 Overall:3.3 Employee feedback: Negative comments:41 Positive comments:86 Negative comments:41 Positive comments:86 Issue resolution:7 Reachability:8 Cancellation:5 Friendliness:3 Product knowledge:9 Overall:5.5 RESEARCH USING LibGuides: Generic http://libguides.gcu.edu Specific http://libguides.gcu.edu REFLECT ON: Question 1: Do organizational goals support the mission, vision, and values statements? Question 2: Does the organizational structure support the strategic plan for the organization, communication, decision making, customer service, employee engagement and satisfaction, and cross department interaction? Question 3: Are there apparent gaps in skills, talent, or diversity in the leadership team or staff? Question 4: From a review of the information provided, what areas are in need of further development? DELIVERABLES: In this assignment you will consider strategic issues in staffing, succession, compensation, and diversity management. Assume the role of a manager within your chosen organization and create a report to the management team, which addresses the most critical aspects of hiring and succession in the organization. Address all the topics outlined below. Describe the main components of the hiring/succession plan (manager's role) addressing: -- Candidates evaluation -- Training -- Key positions -- Access to records -- Interest assessment Describe the main components of the recruitment plan (HR role) including the following sections: -- Needs assessment -- General and specific recruitment -- Goals, strategy, and action steps -- Methods of recruitment -- Budget (summary of main items) -- Recruitement resources -- New employee orientation and training Describe the main components of the compensation plan: salary study and incentive plan (compensation committee role), addressing -- The compensation philosophy -- Pay policy regarding hiring, promotion, and merit -- Pay range alignment with external market analysis -- Communication of pay policies to employees -- Consistency Describe the main components of the diversity management policy, addressing: -- Recognition and respect for the individual differences -- Maintaining a positive workplace environment NOTE: Refer to additional resources posted as well as to the Libguide for examples.