For two years you have been a human resources manager at a mid-sized company that specializes in specialty wood products. The business has 250 employees, most of whom have been with the company for nearly 25 years. Retirements are afoot, as is the need to rescale the company to align with the global marketplace. You have been tasked by the vice-president of operations to map out a comprehensive HR strategy that supports three key business objectives -- 1) sales growth; 2) employee productivity; 3) organizational culture. You have noticed that there seems to be opportunity to enhance the operations, but it may mean retraining, layoffs and introducing artificial intelligence. Before proposing solutions, you created a HR strategy checklist to inventory current practice against industry standards. With that in hand, you now realize that many of your less-seasoned employees are culturally-adverse to change, and stuck in the old ways of doing things.

To provide some fresh perspectives that are more in-line with the future of the company, your team sources a series of external coaches and mentors to improve attitudes, change readiness, and employee performance.

For Preparation:

1. introduces the key elements of your mentorship and coaching program to the employee team.
2. Include at least 5-7 separate facets of your plan (meetings once per month, performance baselines, etc.)
3. one-page intake/assessment questionnaire that maps out employee development to the three strategic goals, connecting the elements of what you will do to these three corporate goals.
4. skills checklist of 5-8 points that captures the aptitudes, demographic and ideal candidate for your program.