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Pro-Vector, Inc. Case Study #1 - 4/12/22 Background A global energy company, Pro-Vector is a London England-based company who has just acquired a complimentary company, GenSmart in the United States. GenSmart has 1,000 employees (corporate, administrative, sales, operations, finance, HR, and plant workers. This year, GenSmart has broken ground on a new state-of-the-art manufacturing plant in upstate New York that needs a plant manager, HR manager, administrative staff of 5, and 50 full-time and 10 part-time plant workers. Currently, there are 40 plant workers in the old plant (which will be closing in one month). You have a new HRIS that was implemented last year with a robust analytical tool so you can get demographics of the employee base to help you in the Strategic Workforce Planning process with leadership. Using your analytics tool in your HRIS, you find that 50% of the current plant workers in the old plant are ready to retire, and 5 of the plant workers were rated Below Expectations in last year's performance review. The company is providing severance packages to any plant workers who want to leave and there will need to be an interview process to be created for those who indicate that they want to stay. You must also hire a marketing team for the US corporate office in NYC. You have approval for 4 people to add. Currently, there is one marketing manager and a marketing assistant. The marketing manager who reports to the CEO is very strong and has been managing the marketing side successfully. However, due to the acquisition, the marketing manger will need to operate on a global basis and align with the London marketing team of 30 people to drive marketing efforts for the US. The CEO is not sure if she (the current marketing manager) will be able to operate at the international level "due to her age," and thinks there might need to be someone more senior in this role. However, the marketing manager has told both you and the CEO that she thinks she can certainly manage this with an additional person. The marketing assistant was hired last year and is very junior with only 2 years' experience. You are the only HR person on your team, and you will also need to align with the HR team in London on process and ways of working. You clearly see that given the acquisition, the plant and marketing challenges as well as the new plant opening and expected business growth of 15% over last year's revenue, that you will need support on the HR side. The CEO anticipates adding an additional 50 roles this year in the areas of operations, finance, and administrative roles based on your recommendations as the HR manager after creating the people portion of the SWP. With any acquisition or merger there is low morale. People are insecure and fearful of the security of there jobs. The CEO is looking to you to provide recommendations of how to approach the London acquisition from a people standpoint. There is a budget to add headcount and support employees. The CEO is also looking to you to educate and outline the SWP for the leadership team. Questions 1. How will you set up your approach to the SWP process? Where will you start? 2. What are the key issues presented in this case study that affect the time, cost, and scope of the SWP? 3. How will you approach the plan to secure the plant manager, plant workers, and support staff need to close the old and open the new plants? Questions 1. How will you set up your approach to the SWP process? Where will you start? 2. What are the key issues presented in this case study that affect the time, cost, and scope of the SWP? 3. How will you approach the plan to secure the plant manager, plant workers, and support staff need to close the old and open the new plants? 4. How will you approach the marketing challenges? How will you manage the marketing manager's and CEO's expectations for who goes into the international liaison marketing role? 5. Given the fact that the CEO is combining the potential HR roles you need in administrative, how will you determine what HR support you need and the right number? 6. Based on what you have learned about engagement and how to approach, how are you going to approach the low morale given all the organizational changes? What would you recommend to the CEO