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Submitted by kattak on 06/30/2008 05:21 PM
- Category: Book Reports
- Words: 617
- Pages: 3
- Views: 27
- Popularity Rank: 2432
Advice?
A number of issues have arisen in Division H since a major re-organization of this company, resulting in staff cutbacks, transfers and cost-cutting because of these new changes, Division H now seems to be lacking performance, staff morale and confidence.
As my newly appointed position of Human Resources Officer I hope to address these problems and impose possible remedies.
My advice to my manager would be to look into supplying more extensive training to the newly appointed section manager or even replace the section manager with a person of extended experience.
Call a meeting with section manager and all other staff of Division H, find out what the problem really is, give all the chance to speak their mind and discuss the problem.
Enforce and update all HR policies.
I would suggest that he interview each staff member involved. Find out what their thoughts are; find out if the section manager is really the cause of the problem here, or if its others jealousy. Some say that the new section manager has been promoted too fast; find out what all staff think of him; whether he does his job adequately and to the best of his ability and most importantly, if it is all staff that think he has been promoted to quickly or if it is just the selected few who could in fact just have cold feet that they were not the ones put in his position.
Interview staff and ask staff if they are aware of the new targets; do they think that these new targets are in fact achievable?
Find out if all staff are coping with the new extended work loads. If not could work be evened out with other employees?
If Division H was such a sucessful production department why was it restructured so dramatically?
Were any of the terminated employees given an opportunity to continue work? Could this be why the staff reacting in this manner? Do they fear they may be the next ones to be without work?
Since the new...
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