A HUMAN RESOURCE MANAGEMENT (HRM) PLAN REPORT FOR THE QUASAR COMMUNICATIONS INC. (QCI) (Term Paper Sample)

Subject Code & Name PROJ6006: ORGANIZATIONAL BEHAVIOR AND PEOPLE MANAGEMENT Assignment Title A HUMAN RESOURCE MANAGEMENT (HRM) PLAN REPORT FOR THE QUASAR COMMUNICATIONS INC. (QCI) Students’ Names and IDs Lecturer’s Name Word Count 4232 WORDS Executive Summary The report highlights the efficiency of human resource management to the general fulfillment at Quasar Communications Inc. through team-building and team management elements. QCI will function better with an organizational structure that streamlines positional relationships and an elaborate recruitment plan to hire the best talents for different job openings. The Tuckman Model will help QCI in establishing an elaborate team-building plan comprising the following stages; forming, storming, norming, reforming, and performing. A staff management plan will guide skill acquisition and the necessary training at QCI to align the team toward goal accomplishment. Effective communication and inclusion of all the stakeholders and the relevant contact details to facilitate efficient delegation of duties at QCI. An assessment plan comprising an evaluation form, performance measures, disciplinary procedures, and an evaluation scheme will optimize QCI team performances. An improvement plan highlighting the need for advanced training and application of a Six Sigma methodology like DMAIC. Contents TOC \o "1-3" \h \z \u Introduction PAGEREF _Toc102131777 \h 4Team Building Component PAGEREF _Toc102131778 \h 4A Draft Organizational Chart of the Project Team PAGEREF _Toc102131779 \h 4A Staffing/ Recruitment Plan PAGEREF _Toc102131780 \h 5Determining Skill Gaps and Recruitment Demands PAGEREF _Toc102131781 \h 5Developing a Recruitment Calendar PAGEREF _Toc102131782 \h 5Identifying the Best Recruitment Tools PAGEREF _Toc102131783 \h 6Proper Definition of Requirements PAGEREF _Toc102131784 \h 6Candidate Selection Procedure PAGEREF _Toc102131785 \h 6Carry out Reference Checks PAGEREF _Toc102131786 \h 7Develop an Onboarding Process PAGEREF _Toc102131787 \h 7A team-building plan PAGEREF _Toc102131788 \h 71. Forming PAGEREF _Toc102131789 \h 82. Storming PAGEREF _Toc102131790 \h 9Team Management Component PAGEREF _Toc102131791 \h 10Staff Management Plan PAGEREF _Toc102131792 \h 101.Determining Required Skills PAGEREF _Toc102131793 \h 112.Skills Inventory: PAGEREF _Toc102131794 \h 113.Gap Analysis and reconciliation: PAGEREF _Toc102131795 \h 114.Maintaining a staffing profile: PAGEREF _Toc102131796 \h 11Communication Plan PAGEREF _Toc102131797 \h 12Key Stakeholders: PAGEREF _Toc102131798 \h 12Details of Key Members & Lines of Communication: PAGEREF _Toc102131799 \h 12Communication Methods & Styles: PAGEREF _Toc102131800 \h 12Meeting schedules and key messages: PAGEREF _Toc102131801 \h 13Document Control and Resources: PAGEREF _Toc102131802 \h 13Assessment plan PAGEREF _Toc102131803 \h 13d) Improvement plan PAGEREF _Toc102131804 \h 15Conclusion PAGEREF _Toc102131805 \h 16References; PAGEREF _Toc102131806 \h 17 Introduction Effective human resource management can guarantee better organizational performance because it entails the accomplishment of several team-building and team management elements. Team-building initiatives focus on including all the team members in clarifying team issues to come up with harmonized project objectives. Also, team-building facilitates effective leadership participation, operations structuring, and trust among team members. Effective team building can be accomplished by planning a good organizational structure, recruitment, and definition of responsibilities. On the other hand, team management elements facilitate a company’s ability to coordinate individuals to execute different tasks through effective communication, staff management, performance appraisals, and improvement strategies. At Quasar Communications Inc. (QCI), human resource management efforts are disjointed because of the rampant conflict, distrust, leadership deficiencies, and poor goals definition. QCI project managers are unproductive because of the lack of support and disrespect from line managers. However, all these challenges can be addressed by proper implementation of team-building and team management elements. Team Building Component A Draft Organizational Chart of the Project Team The current atmosphere among all members is surrounded by uncertainty and a lack of effective communication. That is why it is necessary first to understand the organizational chart to visually covey the internal organization’s structure and the relationships between positions. This draft of the Quasar Communications Inc company. It starts with the organization’s board and is linked to the project’s sponsor, who leads the project, mentors each manager accordingly, and funds each project’s needs. Each manager has an established team to support their work. The structure consists of (Clayton, 2016): * Yellow team: Four individuals to handle the twelve large customers * Red team: One individual for capital equipment projects * Pink team: Three individuals for R&D projects * Purple team: Five individuals for the thirty to forty small customers A Staffing/ Recruitment Plan Recruitment entails evaluating and identifying qualified and experienced personnel to work in a given organization. Staffing involves recruiting employees, training, and retaining them. A recruitment plan describes the steps and approaches employed in attracting and filling a given position (Borisova et al., 2020). Quasar Communications Inc. (QCI) would have used a recruitment plan to harmonizingly include all the team members, ensure clarity of issues, and operate in a structured manner. Determining Skill Gaps and Recruitment Demands Project managers should first evaluate skill gaps that the prevailing talent cannot address. For instance, QCI’s capital equipment project managers were inconvenienced when their functional employees were assigned manufacturing assignments (Kerzner & Kerzner, 2013). Therefore, QCI needed to recruit more employees to ensure all the managers operated smoothly. Recruitment depends on employee turnover, promotions, and an organization’s growth rate. Thus, QCI should assess all the departments because they should be strengthened through proper leadership participation and definition of duties, positions, and responsibilities. After determining the missing skill gaps, QCI leadership should apply the best strategies that align recruitment with different staffing demands. Developing a Recruitment Calendar Based on the workload QCI has and the future expectations, the leadership should predict the number of team members to add as well as the time they are required. Some QCI project managers are overwhelmed by multiple tasks they handled simultaneously. Thus, the organization should have orchestrated and added more project managers to relieve the overloaded managers. QCI should develop a hiring plan showing the required positions in every department as well as a recruitment timeline. QCI should also establish how the recruitments will influence the organizational structure because promotions and employee turnover are expected to happen. Identifying the Best Recruitment Tools The recruitment process needs some applicant screening and tracking systems to ascertain the standards of the talented individuals being added to the team (Ramkumar, 2018). These tools can help QCI in streamlining and organizing the hiring initiatives, hastening time-consuming activities, and easing the applicant screening process. Some systems can optimize the talent pool and compare the profiles with those of the best employees to offer recruitment insights. Other tools can help QCI to update job descriptions to ensure accuracy and consistency with the position expectations. The recruitment team can add more positions to the tools to ensure that new applicants are updated. Proper Definition of Requirements QCI’s recruitment team should define the job application requirements and establish captivating job descriptions to hire the best talents in different job openings. Kerzner & Kerzner (2013) says that at QCI engineers were assigned different executive roles like the vice president for sales and marketing and accounting and finance whereas they do not match the job requirements. Therefore, job candidates should comprehend their skills, characteristics, goals, and responsibilities before joining QCI. The hiring managers should demystify every role and candidates’ needs and expectations. When defining the job requirements, QCI’s hiring team should target individuals with versatile skills to function efficiently and consistently with the organizational culture. Candidate Selection Procedure Recruitment is an expensive operation because it entails advertising, job fairs, technology costs, background checks, and employer branding but candidate selection can be more complicated (Kanavagalli et al., 2019). The process is followed by several interview rounds to determine the best candidates. However, a structured and diversified selection process should be adopted to give each candidate a personalized experience and an equal chance for the job opening. Pre-employment evaluations and screening can facilitate the selection procedure because they measure personalities and skills to establish one’s cultural fitness and cognitive capacity. An effective selection criterion should ease QCI’s staffing challenges by ensuring productivity and a low staff turnover. Carry out Reference Checks After candidate selection, QCI’s hiring team should conduct reference checks to ascertain applicants’ consistency with the organizational policies and individual roles. However, QCI might not need background checks if they know the candidates better or if they want to avoid delays. Checking references can help the hiring team to confirm candidates’ qualifications and org...