ELECTRO-Source is a fictional mid-sized electronics company based in the northeast portion of the United States. The company has experienced significant customer growth over the

ELECTRO-Source is a fictional mid-sized electronics company based in the northeast portion of the United States. The company has experienced significant customer growth over the past five years and has hired employees as needed with little hiring strategy – they have hired simply to meet ad-hoc employment needs. 

You are the manager of ELECTRO-Source’s small HR department composed of six other HR professionals. As a manager, you are responsible for guiding your small group to conduct all HR aspects for the company, including all Talent Management (TM) tasks. You are also responsible for periodic reports to company executives on the state of the department. 

Over the past year, you have noticed executives growing increasingly concerned regarding perceived HR issues they and others have noticed.  You have decided to take time to understand and consider all the current issues (in no particular order) you believe the HR department is currently experiencing with regard to TM tasks – you have identified fourteen (14) areas of attention. 

Your notes indicate the current talent management practice issues:

  • Relies heavily on external recruiting services for degreed/career positions, and on temporary employee services for non-degreed paraprofessional recruiting, these recruiting services often take longer than expected to produce results. 
  • The HRIS system is 12 years old and was not designed to scale up for growth or upgrade. 
  • Uses multiple other external vendors to conduct various TM tasks.
  • The company does not provide career counseling, coaching, or career development programs – resulting in a turnover of mid-career talent.
  • There is a lack of employee awareness or knowledge of TM benefits and advantages.
  • The interview methodology is outdated: containing old questions, old techniques, and old interview approaches.
  • The onboarding process is segmented which causes delays due to departmental delays in completing their part of the process, e.g., IT, security, operations, etc.
  • Organizational reluctance to accept and accommodate remote employees.
  • Outdated employee rewards and recognition system.
  • Outdated performance management system.
  • No clear position or process for internal hiring priority.
  • No Diversity, Equity, and Inclusion (DEI) focus or plan.
  • The company’s benefits plan is outdated with no plan or system to gather employee feedback to identify employees’ needed or desired benefits.
  • Overall general neglect, underinvestment, or low priority sentiment from executives and managers on HR TM functions.

After a great deal of thought, you have decided to ask executive management for time and resources, over the next budget year, to overhaul the entire HR department; you envision a complete departmental restructuring and have proposed starting an HR modernization project focused on TM practices. 

Develop a 4 page modernization project plan addressing the following:

  1. Identify areas for modernization.
    1. Categorize each of the company’s fourteen current issues into one of the four TM strategic areas 
      1. The four strategic areas are Talent Acquisition Strategies, Total Rewards Strategies, Employee Engagement Strategies, and Learning and Development Strategies. 
  2. Describe needed organizational culture changes. 
    1. Discuss why organizational principles such as the company’s mission, values, and vision will need to be changed or reprioritized to effectively address the 14 current issues you have identified and categorized. 
  3. Examine management and leadership’s role in change management. 
    1. Investigate and disclose reasons why management and leadership’s roles may become critical toward creating positive change when addressing the 14 current issues. 
  4. Conduct an environmental scan. 
    1. Research current trends associated with at least five of the 14 current issues and disclose a course of action to meet those trends with an applicant or employee-benefit focus. 
  5. Recommend a global mindset and globalization focus. 
    1. Justify why a global mindset and a globalization focus might be important in addressing some of the 14 current issues. 
  6. Select a team to participate in the modernization project. 
    1. Select team members, from across the company, you believe will be beneficial in addressing and moving forward the corrective action for the 14 identified issues.
    2. Discuss why the team members were selected.
  7. Prioritize the 14 identified issues
    1. Provide a rationale for the top five issues to be addressed. 
    2. Focus on prioritizing areas that have the most impact and can be accomplished in an expedient amount of time. 
  8. Provide 2 quality academic resources.

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