The two options which can be suggested to National Camper Trailers Pt. Ltd. for the staffing requirements over the next 5 years is recommended with product strategy and market strategy.
The process of reviewing the external business environment to determine the impact of HR policies on NCT should be considered with
The present policy and procedure of NCT on diversity requirement in the workforce is aimed at a growth in the business by 10% in the next 5 years. The recommendation to be made for the staffing levels in the next five years are listed as follows:
The most appropriate strategy for the actions plans and delivery of the HR services for NCT is identified with the market strategy. NCT needs to revaluate the markets which it currently serves and would like to serve in the next five years.
The responsibility of the HR team is identified with proceeding with the recruitment process which will be conducive for the market expansion strategy. The role of the external contractors is further identified with the workers under their control is having a suitable and site-specific induction unless it has been already facilitated by the main contractor. The senior managers are responsible for directing and planning of the work of a group of individuals (Brewster & Hegewisch, 2017).
Effective internal and external communication is considered as the key factors contributing to the success of the projects. In addition to this, the internal communication process is based on the several types of the factors influencing the organization and decisions for entering into the new market domain. The strategies communicated to the external stakeholders relates to clarifying the policies which are linked to the vision of the organization. The external communication strategy will be focused on investors, clients, contractors and suppliers (Bailey et al., 2018).
The service specifications need to be delivered in terms of the staff recruitment, induction and selection who will be having the knowledge of the new market. It will also include training and development, performance appraisal and counselling. Lastly, the service specifications need to be also identified in term of the remuneration, rewards and benefits which are associated to the growth of the enterprise (Chelladurai & Kerwin, 2017).
The training support needs to be associated with the HR facilities which are seen to be related to the motivation, change management, knowledge management, work environment and mobility. The importance of the training is seen with the consideration of the training needs which is streamlined with the changes in the market. It needs to be further seen that in several types of the other aspects the training need is seen with focus on the particular skill which is seen with the depiction of the employees who are able to accustom themselves to the changes as per the market which they desire to enter (Marchington et al., 2016).
The quality assurance is seen to be maintained with the several types of the other aspects of which relates to the assessment of the present needs of the customers. Furthermore, the quality team looks will look forward to assure the activities throughout the quality assurance services and ensuring that the frequency of the quality inspections take place on a continuous basis. This will be conducive in practicing of the proper technique, documenting the errors and soliciting with the expert advice (Brewster, Mayrhofer & Morley, 2016).
The return on investment in the HR services needs to be taken into account for providing importance to the HR activity and improving the credibility of the HR profession. The effectiveness of the market expansion plan should be supported with the effectiveness such as the success of NCT in the untapped market. The value of the strategy implemented by the company needs to be measurable in terms of the ROI by the assessment of the gains from the new customers from the diversified market (Reiche et al., 2016).
The service agreements between the client’s groups, HR team and service providers needs to be ensured across recruitment and selection process, planning of the workforce, remuneration, job analysis, training and development. The SLA will include the following components:
The aforementioned SLA’s will be conducive in answering the various aspects of the detailed services which will be discreet as per the requirement of the business. The dependency of the SAL needs to eb further evaluated in terms of the various types of the other facete which relates to the induction and the staffing in an organization (Albrecht et al., 2015).
The adoption of the market expansion program needs to be ensured in terms of the various type of the factors which are helpful in terms of the benefits to the organization which has been well-thought-out with the requirements of the staff as per thee new market opportunity which it seeks to endeavour. The agreement of the strategies is also seen to be based on conducting the policy as per the main regulation which is followed by the organization. Some of the other considerations of the CEO are depicted with inferring the success of the internal and external communication which are considered as the key factors contributing to the success of the market expansion strategy. The CEO needs to be ensure an effective internal communication which will be able to bring a significant amount of change pertaining to the opportunity provided to the employees along with the appropriate feedback. The effective communication would enhance the overall performance of the organization and increase the perceived value among the shareholders (Brewster et al., 2016).
The action plan to ensure that the HR strategy and the action plan are seen to be based on the adoption of the strategies as per the evaluation process, Scope of services which is to be delivered, Quantitative measures or standards, Qualitative measures or standards, Tasks to be completed which are related to the scope of the service and Monitoring process (Storey, 2014).
The issues pertaining to the turning up on time and they are failing to meet the neat and tidy dress code needs to be addressed with the corporate policies which is focused towards the following of the specific strategies maintaining basic discipline. The corporate policies need to enumerate the actions which will taken against the employees not maintaining the dress code and punctuality. This can be seen in terms of the multiple warnings which may lead to loss of leaves in the future. The underperformance of the HR needs to be improved in terms of the various type of the facilities which are seen to be based on the improving the present practices followed within the company (Jackson et al., 2014).
The process established for gathering and storing the information relating to the HR services needs to be associated to the incorporation of the “Human Resource Information Systems”. The HRIS system will be able to keep track of the names of the employees along with the contact information. The important details of the employees in the HRIS systems are seen with the department name, job title, salary, grade, DOB among various types of the other details.
The variation management for the delivery of the services from the appropriate managers are seen in terms of the changes in the variations pertaining to the additional costs. In addition to this, the approval needs to take into account the government variations and private party variations.
The employee induction will include overview of the personnel management, training policy, leave policy, harassment and grievance policy. In addition to this, the code of conduct will be followed with the various types of the policies which will be having a considerable amount of impact on the performance of the HR services.
References
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-35.
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Bailey, C., Mankin, D., Kelliher, C., & Garavan, T. (2018). Strategic human resource management. Oxford University Press.
Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.
Brewster, C., & Hegewisch, A. (Eds.). (2017). Policy and practice in European human resource management: The Price Waterhouse Cranfield survey. Taylor & Francis.
Brewster, C., Houldsworth, E., Sparrow, P., & Vernon, G. (2016). International human resource management. Kogan Page Publishers.
Brewster, C., Mayrhofer, W., & Morley, M. (Eds.). (2016). New challenges for European resource management. Springer.
Chelladurai, P., & Kerwin, S. (2017). Human resource management in sport and recreation. Human Kinetics.
Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.
Marchington, M., Wilkinson, A., Donnelly, R., & Kynighou, A. (2016). Human resource management at work. Kogan Page Publishers.
Reiche, B. S., Stahl, G. K., Mendenhall, M. E., & Oddou, G. R. (Eds.). (2016). Readings and cases in international human resource management. Taylor & Francis.
Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals). Routledge.
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