MRG HPI Workforce Planning Case Study #3 Organization Overview MRG Human Performance Improvement (MRG HPI) was founded in 1988 with the goal to improve human performance through the use of multiple technology avenues. To improve human performance, MRG HPI makes recommendations about how to change work environments to improve employee performance, motivation and morale; and develops courseware for skill improvement. The Training Solutions Division of MRG HPI develops the courseware products. Revenue: Revenue for past year: $25 million. Revenue for the Training Solutions Division for the past year: $10 million. Workforce: MRG HPI total workforce: 650 employees, 260 of whom are employed in the Training Solutions Division. Case Study Background The Training Solutions Division (TSD) of MRG HPI was recently awarded a $6 million contract to develop a training academy for ZULU, a United States government organization with highly educated personnel. The contract is for 36 months. The academy must be up and running in three months and the first classroom course offered at the start of the fourth month. TSD must develop the following before the first classroom course is offered: a. A project plan and timeline for the academys development, including web site design and launch, course development and repeat course cycles. b. Paper-based training and educational products. c. Web-based training and educational products. d. Digitized video training and educational products. e. Marketing brochures, posters and e-mail announcements. f. Event logistics plans. g. Delivery schedules for 15 courses. h. Training analyses for the first and second courses. i. Instructional design plans. j. An instructors guide, participant manual and PowerPoint presentation with a variety of multimedia components such as graphics, animations and videos for the first course. k. An examination for the first course. The training academy will be completely virtual. All academy marketing, courses and attendee registration will occur online. In addition, the academy web site will house course materials and records for attendee access, and an interactive forum for academy member collaboration. The contract requires TSD to develop 15 classroom-based courses that are highly interactive and use innovative multimedia approaches. After all the courses are developed and delivered one time, they will be repeated during the last year of the three-year project. Project Development Project development will occur in two phases: Phase 1: Create the training academy (3 months) Implement organizational structure. Develop and launch web site. Develop and implement branding for the academy. Develop and distribute marketing materials. Develop the first course. Deliver the first course. Begin development of the second course through the analysis phase. Phase 2: Maintain academy operations, develop and implement remaining courses, and offer repeat sessions (2 years and 9 months) Complete development of the second course. Deliver the second course. Implement development schedule for the next 13 courses. Offer repeat courses during last year of the contract. Continue to manage the academy, maintain the web site and market the courses. The Training Solutions Division is a matrix organization divided into the following branches: Project Management oversees projects and sets timelines and manages project budgets. Instructional Design designs courses Graphic Design creates digital assets for use in courses and marketing. Programming creates back-end systems to allow for registration and delivery of courses. Document Production creates course materials. Logistics coordinates the steps required for course development. Multimedia creates videos and audio materials for courses. HRMN 3830_Thompson Rivers University Professor: Melanie Reed * A matrix organization uses a multiple chain-of-command system. In a matrix organization, employees typically report to a manager with profit or overall project responsibility and to their functional manager who is responsible for maintaining product quality and functional performance. Current TSD Staffing All 260 employees in the Training Solutions Division are already assigned to projects. The new contract will require TSD to determine how many employees they will need for each division branch and for each project. They will need to take into account when current projects are ending; who can be moved from those projects to the new project; and how many new employees will be needed. MRG HPI Policies and Guidelines for Assigning Employees to Projects MRG HPI is committed to maintaining a highly qualified talent pool. Therefore, all MRG HPI employees must be considered for new work opportunities before being terminated due to lack of an available, relevant assignment. New employees must be hired to support existing workloads. Full-time position requests must include verification of the project assignment; a budget to support the position; and the duration of the assignment. If project will be short in duration, temporary hires may be considered or even the use of a consultant or subcontractor. The addition of a new position requires written approval from the project manager, branch chief, the vice president of the Training Solutions Division, the chief operating officer, the chief financial officer and the vice president of Human Resources. Subcontractor hiring requires written approval from the project manager, branch chief, of the vice president of the Training Solutions Division, the vice president of Contracts, the chief operating officer, the chief financial officer and the vice president of Human Resources. Staff reassignments require written approval from the branch chief, the vice president of the Training Solutions Division, the chief operating officer, the chief financial officer, the vice president of Human Resources and the chief executive officer. HRMN 3830_Thompson Rivers University Professor: Melanie Reed Case Study Problem: Increasing Staff to Complete the First Phase You are the Manager of Talent Planning and Development for the Training Solutions Division (TSD). You have been tasked with developing a Workforce Plan to ensure that Phase 1 and 2 of this exciting contract are delivered on time and on budget. To help you accomplish this answer the following questions based on the information you have been provided in this case study and what you have learned in your class readings, lectures and discussions. Context/Background

Questions: 1. Summarize the key elements/guidelines of the MRG HPI Policy for Assigning Employees to Projects (use bullet points). 2. What challenges do these guidelines cause? Your Plan: 1. What are some of the key positions/critical roles you need to fill in order to deliver on this project? Why? Please break this down by Phase 1 and Phase 2. 2. Given the current staffing, the policy restrictions that are in place and the key positions/critical roles you need to fill, what would be your strategy/approach to fill these positions?