Workforce Strategy at Your Organization

Assignment 1: Your Organization’s Workforce Strategy

name

tutor

JWI 520: People Management

date

The Leadership style of my department is definitely Democratic. The Democratic leadership is a type of leadership style in which members of the group take a more participative role in the decision-making process. I believe that this is the perfect style for the department and the individuals that work in it. I say that because we are so diverse in culture, experience, age, and thought process.

1. Strategy – How well does your workforce strategy align with and support your organization’s current business strategy?
2. Kellogg Brown Root (KBR) is a global provider of differentiated professional services and technologies. Their current strategy is in acquisition. The reason KBR purchased Wyle Laboratories, Inc was because Wyle has a large footprint in USA Government. KBR’s Government footprint is strictly overseas. KBRwyle is now nationwide.
3. KBRwyle is now the new Government sector of KBR. We are in our own organizational strategy of Growth. Before we were purchased there was already talk about expansion and growth. We do a majority of our work at NASA installations around the US. We have some work with Department of Defense (DoD) and very little commercial. It was our focus to get out these in industry that is new and start marketing ourselves as capable of helping every industry in some form or the other. KBRwyle provides a multitude of services that range from Engineering to Astronaut Health to Biotechnology.
4. Due to having so much going on in the organization, I believe that our workforce strategy is align with and supports both business strategies. KBR informed us that there would be no personnel changes made by the acquisition. They have moved individuals around and changed some job titles but that has been the extent of it. There are areas of the workforce strategy that we they are deciding to re-evaluate such as: infrastructure, organizational design, and risk management.
5. Style – What is the prevailing leadership style of your department or organization (e.g., participative, autocratic, collaborative)? Is it the appropriate style for the challenges you face?

For all of use to be a participating part of the department and the decisions that are made helps ensure that all bases are covered and understood. It is important to give everyone the opportunity to participate, ideas are exchanged freely, and discussion is encouraged. It is still the role of the senior manager to make the final decision but she utilizes all the discussions and ideas during our meetings.

I currently do not know the competency requirements for my department because I am not in management. I know the importance of each role within my department and how staffing it with the appropriate people is key. Since I am not in a managerial role, I feel like more shortfalls are within my current position. I am currently the Small Business Liaison Officer for the Contracts and Procurement.

1. Staff – Do you have the numbers of employees needed to execute the current organizational strategy? If not, how do you intend to address the shortfall?
2. I do not have the numbers to the employees needed to execute the current organization strategy. The way I would address this shortfall is to communicate with my team first. If I need assistance in completing a task that is important to my mission of executing the organizational strategy I would ask the people I trusted the most. In my case, my team. They always have my back. If not, you have to put your pride to the side and communicate your shortfall. Find a way or make a way!
3. Skills – Do you understand the competency requirements for your department or organization? Do you have the required competencies represented by your current staff? If not, how do you intend to address the shortfall?

Yes I believe that everyone in my workforce understand the norms of behavior that the organization requires. The way to ensure the continue this degree of normalcy is by keeping the standards high by disciplining bad behavior. Also by making individuals, that are treating people disrespectfully, or handling business unethically by any standard, an example. Examples show the masses that as an organization we will not tolerate an employee handling business unethically, being disrespectful, or flat out illegal.

1. Shared Values – Do the people in your workforce understand the norms of behavior your department or organization requires? How do you ensure the continuity of those norms?