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Gap Analysis Riordan

Running head: GAP ANALYSIS: RIORDAN MANUFACTURING

Gap Analysis: Riordan Manufacturing
Human Capital Development/MBA 530


Gap Analysis: Riordan Manufacturing
Executives and companies from all over the work regardless of their size and industry face difficult challenges day after day. Some of these challenges can be solve with implementation of short and long term strategies, but there is one that affects the soul of the company, the employees’ performance and motivation. In this case, the executives’ ability to align the employees’ different cultures, backgrounds, ethnicities and family situations with their unique needs plays a decisive role in the difference between an energized, productive workforce and a lethargic, non-productive one.
Riordan Manufacturing a global plastic producer with 550 employees is facing a difficult time trying to keep employees motivated and loyal towards the new strategic changes the company is implementing. This paper will explain the gap existing between the actual stage of the employees’ willingness to exert effort towards the company success and the desire stage as well as some of the changes Riordan Manufacturing’s executives need to put into action in order to create an environment where employees feel appreciated.
Situation Analysis
Issue and Opportunity Identification
As a response for declining sales and uneven profits over the past two years Riordan Manufacturing implemented changes in its sales processes and adopted a customer-relationship management system. Customers are now serviced primary by sales teams rather than single salesperson which has created some tension in the sales department since the bonuses now depend on a team effort and not the representative individual performance.
In addition, the company is facing a declining morale and high turnover because the current reward and recognition systems don’t meet the different employees’ needs. An inadequate training and development system has also...