Riordan End_State Goals
In determining the best practices "the focus is a question not so much of what the best strategy is, but of how best to implement the system (Milkovich & Newman, 2004)." The end-state goals for Riordan Manufacturing consist in completely overhauling and creating a new rewards system that offers appealing compensation packages, and other incentives.
This new system will simultaneously help raise employee morale and increase employee retention. Riordan will have defined salary grades that will allow them to compete with other markets. Research and Development can focus on creating three new innovative products to increase sales.
Human resource must become more proactive in identifying and addressing differences amongst the diverse groups within Riordan. Multiple educational background, generational gaps, and ethnicity beside other differences, must be effectively reconciled by creating situational awareness. "How well the organization addresses these differences can mean the difference between an energized, productive workforce and a lethargic, non-productive one." (University of Phoenix, Riordan scenario 2007)
The new HR department will put in place a system addressing employee's performance evaluation. Employee development and training will be part of Riordan's
strategic objectives. Additionally, hiring and promoting practices will be evaluated to prioritize the acquisition of human capital and to promote from within.
Riordan's CEO and management team will exercise new leadership by focusing on primary issues that can adversely affect the company's long and short term objectives. To that end, sustained consistency across functions is paramount and achieved by unifying voice and message. Leadership will focus in creating an environment in which employees feel valued by providing effective coaching and feedback.
The goals defining the end-state goals are...
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