(Mt) – Rasmussen College Disaster Planning for Your Unit Discussion

Description

Time has passed and Chip’s Widgets, Inc. has done very well. The action plan was successful and business continues to grow. The CEO has decided to resign his position within the next 12 to 18 months to start a new business. The CEO has considered bringing in someone external to take over the company, but he would like to assess the internal talent first. The CEO feels that the operations manager could be a great candidate to take over the CEO role. Succession planning helps cultivate the next generation of potential leaders to assume key roles. Succession planning strengthens organizational growth, profit, and stability because it helps organizations ensure smooth staff transitions without suspending business activity. As the HR manager, you need to develop a succession plan for the CEO. The operations manager will be groomed using different techniques for a higher level of responsibility. Because you have selected the operations manager as the best potential candidate, you will need to create a short-term training plan to start working on helping him develop the unique traits and skills required of a CEO. The goals of this plan must be SMART (that is, specific, measurable, achievable, realistic, and timely). If you are not familiar with SMART goals, do some research before you begin this assignment.
To complete this assignment, develop a succession plan for the operations manager and CEO. In a minimum of 4 pages (not counting the title page and reference page), include the following:
Include an introductory paragraph detailing why the identified traits and skills required of a CEO are critical to the success of the CEO role.
Identify at least 3 of the operations manager’s strengths that would need to be developed to make him a strong CEO.
Identify at least 3 of the operations manager’s weaknesses that would need to be addressed to make him a strong CEO.
Create a short action plan to help the operations manager develop his strengths and address his weaknesses, and identify a target date to complete the action plan.
Include a conclusion that describes what the next steps might be after the operations manager completes all skills development activities.

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Nobel Transportation Company CASE STUDY SUMMARY NTCo is a domestic trucking company specializing in the transportation of steel. NTCo was established six years ago by W. Nobel to address the growing need for consistent, reliable steel transportation services between steel manufacturers, distributors, and end-users. The company found huge success due to the owner’s knowledge of the trucking industry, strong business acumen and ability to effectively establish and maintain key relationships. NTCo identified six clear strategic goals during its recent strategic planning session including: 1. Leverage corporate reputation and brand recognition to expand current transportation services in new markets by 50% by Q3. 2. Introduce new transportation service offering to capitalize on green and clean energy construction markets. 3. Increase customer retention and set “best in class” customer service standards. 4. Continuously broaden customer database by obtaining new information on consumer characteristics and needs. 5. Increase efficiencies through the use of wireless or virtual technology. 6. Increase charitable giving opportunities. ORGANIZATIONAL STRUCTURE NTCo currently employs 50 full-time and part-time employees. These employees are primarily located in the Midwest United States. The following outlines NTCo’s organizational chart. In addition to its full and part-time employees, NTCo relies heavily on Owner-Operators or truck drivers who own and operate their trucks and are not employees of the company, instead serve as contractors. ORGANIZATIONAL CULTURE Early on when the company had less than ten employees, W. Nobel prided his organization on possessing a “family feel” where everyone knew what to do and knew each other. However, as the business expanded into other states, the organization lost its “family feel” and evolved into more of a corporate environment. NTCo’s culture is one of silos, poor internal communication, minimal accountability, and decentralized supervision. In other words, respective Directors are only concerned with the performance of their department, with little or no regard for other departments. Also, there is notable variation between how one area is run versus the way another is run. Additionally, NTCo’s mission statement is vague and ambiguous, “To be the best.” From a human capital perspective, recruitment plan in place, employee feedback is inconsistent and often, employees are not clear on expectations for their job. Employees are not well informed of organizational goals, and there is no clear connection between employee performance and organizational performance. ORGANIZATIONAL ASSESSMENT While NTCo has many good attributes such as being a major provider of transportation services, an excellent reputation with customers, has experienced consistent revenue growth since its establishment and has many high performing employees. However, the organization has several areas of opportunity for development. Currently, there is no one person or department overseeing Human Resources functions. The CEO in conjunction with the Director of Administration relies on employee and customer references to identify and acquire talent. While this ideology worked while the organization was small, as the company grows W. Nobel has a concern that there is no HR infrastructure in place. There are several tools in place as a result of a previous consulting engagement such as job descriptions and a compensation structure. Nevertheless, there is little else existing to address the employee lifecycle (on-boarding, through flow, and off-boarding). The company does not have a human resources manager and most of the HR functions are outsourced. Due to the absence of a role to focus on human resources, as well as the absence of an employee evaluation tool, supervisors do not know exactly what to do about several employees who according to the supervisor, “just isn’t hitting the mark.” ASSIGNMENT NTCo has hired you as an HR Consultant to assist in identifying a realistic plan to address several issues. NTCo is asking that you develop a comprehensive action plan and plan tools inclusive of: Development of a performance appraisal tool (Module 2). Development of a developmental plan to create a competitive workforce (Module 3). Development of a Performance Improvement Plan (PIP) for low-performing employees utilizing a 6-step model (Module 4) Create a paper and PowerPoint presentation action plan addressing the workforce issues facing the company (Module 5).

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