Human Resource Strategic plan
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Human Resource Strategic Plan
The Solar-Charge Company has expanded tremendously; we have increased our development from a middle-class company to a multinational corporation. The success has been attributed to the dedication of the management and the endless contribution of our employees. The company has decided to expand its operations in five more sub-Sahara Africa countries namely; Chad, Angola, Burundi, Sudan and DRC Congo (Sekhri, 2010). The company wishes to expand her solar services provision to these countries and therefore there is a need to set up more offices in these countries. Solar-Charge is planning to set up new solar panel manufacturing plants, apparently the company has already bought enough lands in each country for the expansion, construct employee residence and even process their relevant documents to work in these countries (Gallagher, 2000).
The corporations have an objective of doubling her sales and at the same time solve the energy crisis in these countries by providing energy efficient alternatives for lighting homes and energy for other domestic utilities at an affordable fee. Through the expansion, the company will be able to create one thousand five hundred more jobs in each respective country. However, there is need to incorporate some of our employees in the commencing of the projects. There is a need to transfer one hundred employees in each country so that they can train the new employees from the host countries as well as spearhead the projects (Grieves, 2003).
The Hiring and Transfer Strategies
After a thorough analysis and logistic study in the hiring of the new workforce, the company will hire one thousand five hundred employees in employees in each country, in all departments namely; sales, production, human resource, technicians, finance, security, quality test and even IT personnel. However, among the one thousand five hundred, five hundred of them will come from the main company’s local branches and they will be redistributed in each country according to the specialty needed; they will be redistributed in each country, whereby a hundred each will be transferred (Schuler & Jackson, 1999). There will also be vacant job slots left and therefore, an internal memo will be issued for employees to apply and fill these slots and later an external memo will be issued whereby rehiring of new local employees will take place to fill the gaps left (Sekhri, 2010).
The whole exercise is expected to take place within three months and it will cost the company and the human resource department a lot of money. The employees being transferred to these countries have already been enlisted whereby the enlisted employees were willing to go and as a result, the company decided to take care of their travel plans including passports. The respective governments of these host countries have signed a contract with the corporation on the expansion program and all that is expected is for the company to commence the projects. Each country had an average of two hundred foreign employees that they could host and luckily we only needed a hundred in each (Grieves, 2003).
Taking into account that there will be much staff in these expansion projects, the company is going to set up various commissaries such as an internal cafeteria that will be offering lunch and tea to the staff. Other services will be provided such as setting up of dispensaries to cater for the probable emergencies in the company before serious cases are taken to the hospital. The company will also offer insurance services to the employees as we believe that a happy and healthy employee is a productive employee. The corporation has established distinctive banks in each country whereby we have linked our financial services with it in order to ensure that all the financial services, such as currency exchange and employee payments, are made through these specific banks (Schuler & Jackson, 1999).
The company has set an assignment period for two years to her employees on a contractual basis. The working rotations will involve a period of eight hours per shift whereby three shifts will be in progress per twenty-four hours. Solar-Charge believes in quality work rather than quantity as a fresh and motivated employee is liable to produce results. Arrangements have been made for families to accompany the employees. All the expenses will be catered by the company, besides, the company will offer one month off every year for the employees in rotations. The set period of time was reached through negotiations with the staff and the management and hence, the time period did not follow an optimal standard time period (Schuler & Jackson, 1999).
Family School Programs
Considering that the company has set up new branches in new states, we figured out that there would need to come up with study programs. The company will identify specific standard schools either kindergarten or elementary whereby employees can take their children. Transport arrangements will be arranged as the company has already hired buses to cater for the transport. Alternatively, if the staff opts to take their children to other schools in the country, a transport allowance will be added to their salaries for their children. The school chosen offers our country’s curriculum hence, there will be no inconvenience. In case one does not go with their families, school allowances such as transport fare and lunch will be catered for by the company (Sekhri, 2010).
The management has already provided comfortable housing residents next to the company where new flats have been built by the company. The move was made so that extra costs such as transport allowances could be mitigated. Besides, the employees who wish to make special housing arrangements will be given housing allowance as the company laws demand and no more money will be added. The transport allowances will also be availed. Therefore, there will be no need for the company to increase house allowances to the employees and the ones who opt not to live in the provided premises must have concrete reasons so that their allowances can be increased accordingly (Gallagher, 2000).
The above strategies were set putting the interests of our employees at heart, with this in mind, the management is sure that the expansion will realize a high rate of returns. The management is committed to seeing that the employees are comfortable in their working environment so that it can also in turn demand for performance. The expansion is estimated to double the profits the company has been realizing, with the figures rising to about fifty million dollars or more every fiscal year (Gallagher, 2000).
The new Human Resource strategic plan will see to it that the expansion is smoothened and the company realizes more returns every year.
Gallagher, P. (2000). Human resource planning. Kent, C.T: Scitech.
Grieves, J. (2003). Strategic human resource development. London: Sage Publications.
Sekhri, A. (2010). Human resource planning and audit. Mumbai [India: Himalaya Pub. House.
Schuler, R. S., & Jackson, S. E. (1999). Strategic human resource management. Oxford, UK: Blackwell Publishers.
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