HRM Planning Final Paper.rv2

Running head: HUMAN RESOURCE MANAGEMENT PLANNING 1
Human Resource Management Planning
Group [ B]
Group Member Names
Mandy Cornell
Tiahease Frias
Annie Jones
Christina Schmitt
HRM-600
DeVry University-Keller School of Management
Professor Dr. Burnell Carden
June 20, 2016

Table of Contents
Company Background p. #
HR Strategic Plan p. #
Staffing Strategy p. #
Total Rewards Strategy p. #
Training and Development Strategy p. #
Performance Management Strategy p. #
HRIS p. #
Conclusion p. #
References p. #
Appendix p. #
Work Breakdown Log p. #
Executive Summary 4
I. Company Background
Company Background
Mission, Vision and Values
Internal Company Environment
Competitive Analysis
Strategy
II. HR Strategic Plan
HR Strategic Plan
III. Staffing Strategy

Current Labor Force and Future Workforce Needs
Core Competencies & KSA’s
Job Analysis
Recruitment Channels
Selection Method
Diversity
Legal & Ethical Requirements
IV. Total Rewards Strategy
Total Rewards Strategy
Meet, Lead, or Lag Strategy
Equity Strategy
Wage Incentive Method
Linkage to Performance Management
Benefits – other rewards
V. Needs Assessment
Needs Assessment
Training Need/Method
Training Budget/Future
Employment Development/Talent Management
Performance Management Strategy
Performance Appraisal Method used at Motors and More, Inc.
Feedback Methods
Policies on Performance Improvement, discipline or Termination

Linkage to T&D, Total Rewards, Talent Management, and HRIS
VI. HRIS
References
Appendix
Executive Summary
I. Company Background
Company Background
Motors and More, Inc. manufactures small motors and accessories for industrial and
home services while providing a business to business sales function for their clients. Motors and
More, Inc. approaches their sales with a prospector strategy in efforts to maintain advanced
positioning and recognition within the highly competitive market. A decentralized organizational
structure has been selected to allow independent judgment in research and development
endeavors throughout all levels of the company.

A highly successful sales force has led to necessitate a staffing expansion to
accommodate the expected 96% increase in manufacturing volume. Low unemployment among
the small town will limit the availability of skilled applicants. Recruitment efforts must include
reaching out to the nearby technical school and college. Motors and More, Inc. is committed to
supporting the community and community involvement. Currently the workforce is highly
homogeneous and would benefit by the diversified applicant pool throughout the community.
Mission, Vision and Values
The mission of Motors and More, Inc. is to design innovative new products, manufacture
them and get them to the market before competitors. The design and production efforts are
conducted in a forward thinking method to remain at the forefront of the market.
The vision of Motors and More, Inc. is that they strive to be the industry leader, to be
innovative and forward thinking in their product and production efforts.
The president of Motors and More, Inc. is very patriotic and has a vision to be the leader
of the market while supporting community involvement and integration.
Internal Company Environment
The internal environment consists of 116 employees of which 88% are Caucasian males.
Currently there is only one minority female in a management role. The manufacturing
department employees hold a high school diploma or GED. Some internal skills training is
offered, but advanced training are needed. The atmosphere is fast paced and promotes innovative
research and development ideas that will sustain them in a highly competitive market.
Currently Motors and More, Inc. does not have an HR department. Initial focus will be on
developing the HR department while integrating HR concepts throughout the company.
Additional efforts of concentration will be placed on developing a diversity program for

recruitment, skills training and advancements. Positioned in a small town of 28,000, made up of
a diverse pool of potential applicants, focus will be aimed at recruiting a workforce that will
improve or balance out the existing company diversity levels. Management level recruitment
efforts will also be directed toward the technical school and college that is 50 miles from the
administration headquarters. Diversity training will be a critical part of the on-boarding and new
hire orientation process to limit the tensions demonstrated by the lack of contact within the
community.
Competitive Analysis
The market is highly competitive and after conducting a SWOT analysis Motors and
More, Inc. will be able to align a plan of action to address all areas to remain a market leader for
the industry.
There are many strengths including placing an emphasis on product growth, innovation
and new product development. The company strategy focusing on developing the opportunities
that exist such as promoting an aggressive product marketing approach, targeting recruitment
efforts toward expanding the demographic diversity and the technical school and college that is
located within 50 miles from the administrative office.
Areas that cannot be overlooked are the threats and weaknesses of the company. A threat
to the company is that the market is saturated with competition and the strength of larger
corporations. Ares of weakness or that leave the company vulnerable include an increased
customer demand and low unemployment rate.
Strategy
Motors and More, Inc. will follow a balance score card strategy while guiding the
company through business ventures including factors such as Finance, Internal Business

Processes, Learning & Growth and Customers. Each of these areas will be developed to support
efforts to be a market leader beating competition in innovative technology and methods. The
balance score card approach infuses the methodology into every facet of the organization and
policy to reach the business goals, mission and vision. (Mukherjee, T.K., & Pandt, S. 2009)
II. HR Strategic Plan
HR Strategic Plan
Motors and More do not presently have and Human Resource Department. This will be a
new Human Resource Department that will focus on a plan to successfully manage the
employees to be a positive asset to the organizational. The strategic plan will develop a recruiting
and hiring team which will also train and develop new and current employees. Organizational
goals will heavily depend on the Human Resource Department bringing other department
together to obtain the organizational goals successfully.
Human Resource will help build an organization that will deliver the strategy and create
competitive advantage (Ulrich, Allen, & Brockbank, 2009). The type of culture the new
Human Resource strategy envision is to be able grow, retain and develop the current and
new employees that’s committed to being a part of the organization for the long haul.
 HRM role in company: Encouraged Human Resource professionals to focus on
outcomes more than activities and defined four roles that reflected the outcomes
they should deliver (administrative expert, employee champion, strategic partner,
and change agent). To evolved these ideas in HR Value Proposition by focusing
on the creation of value to employees and line managers inside and customers and
investors outside the company (Ulrich, Allen, & Brockbank, 2009). HRM always

need to know and understand the organization financial status, goals and
objectives.
 Rationale for HRM seat at C-Suite in this company (and generally) HRM will
ensure that all staff understand their importance to business results. Human
Resource transformations occur when leadership enacts a vision, mission, and set
of core competencies which then align with a cultural shift to embrace those
enactments (Ulrich, Allen, & Brockbank, 2009).
 Workplace Culture Theory and Method Human Resources organizational
planning and design will (including strategy development, goal deployment,
organizational design), senior leadership development and coaching (including
succession planning, high potential development, 360 coaching), and
organizational effectiveness leadership (including change management and team
effectiveness (Ulrich, Allen, & Brockbank, 2009). Human Resource will
continue to acknowledge and show appreciation for the employees of Motors and
More, Inc. by putting a rewards system in place that identify all set goals for all
employees at every level.
 HR Metrics. Human Resource will know when the desired culture is attained by
adopting several means such as engagements and commitments survey given
quarterly or semiannually and use the information received and put a plan of
action in place.
 Stakeholder Value Chart
STAKEHOLDER POSSIBLE MEASURES
Employees  Greater competence for present and future

jobs
 More engagement
Leaders and Leadership  Able to export talent to the rest of the
company
 Shared focus on what the strategy is
 Help make strategy happen
Customers  Willingness to engage in long-term
relationship with organization
 Percentage of new projects won from
competitiveness
Regulators  Trust the organization to do the right thing
 Give organization voice in defining
regulations
Analysts/Investors  Belief in growth strategy
 Higher confidence in future earning
Community  Receive recognition as employer of choice
 Encourage safe and positive employee
work practice.
(Ulrich, Allen, & Brockbank, 2009, p. 35).
III. Staffing Strategy
Current Labor Force and Future Workforce Needs
Motor and More’s existing labor force consists of predominately white males. There are
116 employees covering eight departments including HR, Finance, Manufacturing, Quality
Control, Operations, Maintenance and Cleaning, Customer Service and Marketing and Sales.
The marketing and sales force has been working diligently resulting in orders that demands an
increase in production of 96%. As a result of this increase the existing level labor force is
deficient to meet the demand and must be increased.
The HR department will be expanding as previous discussed. Other departments that
must expand include finance, manufacturing, quality control, maintenance and customer service.
The finance will experience an increase in orders and payroll. The finance department will need

an additional professional to manage the increased orders and another payroll clerk to process the
increase in payroll records.
The greatest staffing increase will be experienced in the manufacturing department due to
the demand in orders and production. The production demand predicted is 96%. With an existing
staff of 69 it is anticipate the workload will nearly double as should the staff to support the
demand. The initial staffing order will consist of 60 machine and equipment operators. There
will be a slight increase to first-shift. Without a building expansion a second-shift will be needed.
An additional Manager will be required to oversee this shift.
With the expansion of a second-shift an additional quality control person must be
available to assure the work meets company standards. This position will need to be filled with
an experienced quality person, since they will be the sole representative. This may be
accomplished by transferring one of the quality control professionals from the first-shift to the
second-shift. This will allow a less experienced person to be trained on first-shift.
Under the lead of the operations department, additional maintenance personnel will be
needed to service machines and equipment on the second-shift. Maintenance repairs will not be
able to wait until the first-shift crew reports as it will negative impact second-shift production
results. Adding one experienced machine and/or equipment worker will be sufficient to repair
and maintain the demand on the second shift.
The customer service department will feel an immediate impact due to the large increase
in sales volume. The department will add 1 supervisor and 3 additional customer service agents.
The increase in customer service representatives places a higher demand on the only supervisor
that is in place currently.

This is a preliminary staffing model and may be adjusted as a shift is experienced due to
staffing transfers and promotions.
Core Competencies & KSA’s
Competencies, Knowledge, Skills and Abilities by Department
HR Finance
C Bilingual (English, Spanish, Kurdish) C Bilingual (English, Spanish, Kurdish)
C Customer service skills C Customer service skills
C HR Degree C Finance or Accounting Degree
C Management Experience C Management Experience
C Mathematical proficiency C Mathematical proficiency
C Read/Write C Operations experience
S Microsoft applications C Read/Write
S Outlook S Marketing experience
S Technical skills S Microsoft applications
S Typing proficiency S Outlook
SC HR knowledge and experience, Degree S Quality control experience
S Technical skills
S Typing proficiency
Manufacturing Quality Control
C Factory Maintenance C Engineer degree
C Read/Write C Operations experience
S Equipment Operation C Read/Write
S Machine Operation S Equipment Operation
S Manufacturing S Machine Operation
S Mechanically inclined S Manufacturing
S Shipping and Receiving S Microsoft applications
S Technical skills S Outlook
S Quality control experience
S Shipping and Receiving
S Technical skills
Operations Maintenance

C Operations experience C Read/Write
C Read/Write C Technical Degree
C Supply Chain Management Degree S Equipment Operation
S Equipment Operation S Machine Operation
S Machine Operation S Manufacturing
S Manufacturing S Mechanically inclined
S Mechanically inclined S Microsoft applications
S Microsoft applications S Outlook
S Outlook S Shipping and Receiving
S Quality control experience S Technical skills
S Shipping and Receiving
S Technical skills
Customer Service Marketing/Sales
C Management Experience C Factory Maintenance
C Mathematical proficiency C Management Experience
C Operations experience C Marketing or Sales degree
C Read/Write C Mathematical proficiency
C Sales experience C Read/Write
S Manufacturing C Sales experience
S Marketing experience S Marketing experience
S Microsoft applications S Mechanically inclined
S Outlook S Microsoft applications
S Quality control experience S Outlook
S Shipping and Receiving S Technical skills
S Technical skills S Typing proficiency
Chart Key: C – Competencies, S – Skills (KSA), CS - Both
Job Analysis

A completed job analysis can be found in Appendix A for the Quality Control Inspector
position. I referenced the Job Description for Quality Control Inspector as the reference for
completion of the job analysis. (Quality Control Inspector Job Description)
Recruitment Channels
Recruitment efforts will focus on on-line resources including Monster and Linked-In, that
will reach large pools of applicants in and outside of the community. A focus will be placed on
reaching out to the local Colleges and Technical school. Attempts will be made to hold a job fair
at the schools to attract higher education and those nearing graduation for the technical and
management positions. College students may also be drawn to the second shift job opportunities.
For those that are nearing graduation the mentor program may be worth pursuing.
Staffing goals will target under-represented groups and minorities such as ethnic groups
and women to hire, train, and promote. Efforts will be made to sync hiring, transfers, promotions
and training goals to include a diversity focus. Ways to accomplish this will be to reach out to
career link, community center and local business. Advertising in local newspapers and seeking
papers that target minority groups.
Finally internal postings will be made available to existing staff to promote transfers and
advancements where possible. Hold a company job fair to reach the community and a large
diverse applicant pool. At the job fair share information on the company initiatives and mentor
program to show commitment to diversity within the company.
Outsourcing reference and background checks will reduce time constraints without
adding excessive costs. Outsourcing references will also assure bias and keep the process the
same for all candidates.
Selection Method

The selection methods that will be used during the hiring process will include a mix of
methods. These methods include utilizing an applicant tracking software for collection, pre-
screening to eliminate those that do not meet the minimum qualifications, interviewing with a
face-to-face behavioral description and comprehensive structured interview methods. (Hr-Guide)
The applicant tracking software will track and organize the applicants by skills, abilities,
education and experience. Making use of a developed HRIS applicant tracking system will save
time and allow a qualified applicant pool to remain available when needed.
Utilizing both the behavioral description and comprehensive structured interview
methods will reference a benchmarking system (Grahm-Leviss, 2012) that has listed the three
C’s competency, critical thinking, and core values, (Grahm-Leviss) that will assure the best fit is
selected for the company during the interview process.
Utilizing hiring techniques in an effort to hire the right person for the job the first time
around will minimize hiring costs saving on expenses. (Hewertson, 2015)
Diversity
Create a diversity policy supported by executive management. (Pless & Maak, 2004)
Include policy that focuses on the diversity initiative and obtain commitment agreements from
all employees.(Pless & Maak) The diversity policy should not only include what the action will
be, but why this is important to the company and all employees. (Pless & Maak) Hold trainings
to educate current staffing and include the same training as part of the On-boarding process.
Coordinate Mentor program to assist in transfers, promotions and newly hired employees
to ensure their success as well as the company’s success. This action will show the employees
that management supports the efforts and expects support and involvement from all employees.
Legal and Ethical Requirements

Motors and More is not mandated to institute an Affirmative Action Plan. Since the
diversity is extremely poor throughout the company. The current staff is comprised of 88%
Caucasian males, instituting a voluntary affirmative action program will show the existing staff
and the community the direction Motors and More, Inc. is heading.
The HR department will set specific guidelines and ensure they are followed to assure all
hiring, transfers, promotions and trainings follow EEO guidelines. EEO guidelines exist to assure
equal access to all applicants and employees regardless of sex, race, religion, and ethnic
backgrounds.
IV. Total Rewards Strategy
Total Reward strategies play a very important role in attracting, motivating and retaining
talented personnel. Motors & More Inc. desired goal is to lead the industry with both pay and a
total rewards package. The total rewards strategy will focus on wage incentives to support
employees in meeting or exceeding sales quotas, improve product development efforts and
increasing production output. Sales quotas have been set and minimum, mid and maximum
bonuses have been set to drive the sales workforce to continue to exceed expectations.
The product development area will receive ample time and materials to assist them in
creating new product offerings. The level of new product development will be supported through
bonus incentives and increase in base wage to assure continued development.
Any production improvements will be financially rewarded for good suggestions that are
implemented into practice. The higher the level of production reached, the higher the wage
incentive received.
The Human Resource department will strategically link performance and training efforts
to the earnings and rewards package. The Effects of Reward Type on Employee Goal Setting,

Goal Commitment, and Performance article “links cash rewards to better pay”, which leads to
employees setting more difficult goals resulting in “better performance”. (Presslee, Vance and
Webb, 2013) Compensation, benefits, work/life balance, career development, and performance
recognition are all part of a comprehensive total reward program.
Currently Motor & More Inc. offers only the traditional compensation plan that includes
minimum wage and statutory benefits. Benefit package improvements include recommendations
to reduce turnover, expand recruitment channels, and to motivate and challenge current
employees while preparing for future needs. Much like the sales and production efforts,
compensation efforts must take the role of leading the market. As a leader Motors and More will
be striving to employ only the best staff. One way to retain and recruit the best candidates is to
focus on compiling a diversified and desirable benefits package. Compensation is made up of
two primary areas: salary administration and benefits.
Employees can be motivated by controlling their incentives (Stroh, L., Brett, J.,
Baumann, J., & Reilly, A.1996), such as compensation incentives. Offering a diversified
compensation package is an excellent method to meet the varied needs of Motors and More Inc.
employees.
Meet, Lead, or Lag Strategy
A lead approach has been selected to stay in line with corporate goals and the desire to be
the leader in the industry and beat all competitors to the market. No other strategy will assure this
is maintained.
A lead incentive strategy will align the pay incentives with product and production
implementations that will assist in retaining the role of a leader to the market. The compensation
strategy must align with the staffing strategy if the company wishes to retain and recruit top

talent. This can also act as a leveraging tool to sway the top talent in the applicant pool toward
Motors and More and away from competitors in the current highly competitive recruiting market.
Equity Strategy
An External Market Equity strategy has been selected to maintain a competitive pay
incentive matching local market that is competing for the same labor market. The base wage for
internal comparison will focus on aligning all staff on an equal basis with other like positions and
duties. This will assure equality of wages as the diversity levels are increased.
The market comparison will include like manufacturers, parts dealers and other
employers looking for human resource professionals, management, finance, customer service,
and skilled production workers. Statistical data can be gathered from sources such as BLS and
Salary.com to compare wages, education, skills and competitor details.
Wage Incentives Method
As a method to increase sales and product development variable pay options are available
for those that excel in their job performance. Sales incentives must be so sales professionals
strive to reach all possible businesses that will utilize the current and new product lines.
Production improvement efforts will be supported with wage incentives that improve methods
and efficiencies on the production line.
Although not a direct wage incentive offering the ability to enter the mentor program,
offering educational assistance and varied trainings; staff is able to gain knowledge, skills and
abilities that may lead to transfers and promotions.
Following Maslow’s Hierarchy of Needs thought process many employees may have
limited needs such as balancing home and work life through the use of the flexible work
schedule or working 2nd shift and receiving a shift differential pay incentive.

Linkage to Performance Management
Employees can be motivated by controlling their incentives (Stroh, L., Brett, J.,
Baumann, J., & Reilly, A.1996), such as compensation incentives. People are motivated
differently as outlined in Maslow’s Hierarchy of Needs chart found above. Many things
influence employee needs, including age, family status, health, culture and generational
differences. Conducting a need assessment will help determine if employee needs are currently
being met. Benefits may need to be adjusted or simply shared through correspondence and
education to employees of what benefits they have and have access to.
A recruitment tool may be to educate applicants of the existing flexible scheduling,
mentor program and tuition assistance program to help them navigate their way up the corporate
ladder. For existing employees, providing an education on existing programs and how they can
work to benefit them as they grow with the company. Many may not be aware that a mentor
program or tuition reimbursement program are accessible to them; they may feel they are only
targeted to mid to upper management levels.

The management team must also receive an education on the programs such as the
mentor program to help them mold an existing employee with potential into a highly desirable
member of the team.
Benefits – other rewards
“Communication is key in benefits administration—Employees need to know exactly
what they’re getting and how they’re getting it when they enroll.” (Sansom, N., 2016)
There are many different benefits that employees desire, want and need. Employees of
differing demographic and socioeconomic class have diverse needs that can be met with different
benefit options. As one generation prepares to leave the workforce and yet another is just
entering employers are left with “leadership, skills, and knowledge gaps that could threaten the
organization’s future”. (McCormick H., 2015) This is why offering a mixed grouping of benefits
is extremely important as an attempt to meet as many employee needs as possible and
economical. Voluntary benefit options also permits employees to meet their individual needs that
the basic employer plan may not. Not all benefits and incentives have to be monetary in nature,
offering a mentor program and training can act as a voluntary tool to move up the corporate
ladder. Employees have responsibilities outside of work and offering a flexible work schedule in
addition to paid vacation and personal leave will ease the struggles of balancing work and home
life. Reducing the stress felt from conflicting needs will permit employees to remain focused at
work reducing mistakes and increasing productivity.
The benefits to be offered and introduced to Motors and More include the following:
Benefits Package
Medical Flexible Work Schedule
Dental Educational Assistance
Voluntary Benefits Professional Association Fees

Life Safety Toe Reimbursement
Retirement (401K)
Safety Incentive Spot
Recognition
Vacation Leave Mentor Program
Personal Leave Training Program
Variable Pay EAP Program
Shift differential pay for 2nd shift
staffing
V. Needs Assessment
In order for our company to perform at its highest, we will conduct a needs assessment.
First, I would like to give you an understanding of what this means. A “need” is a discrepancy or
gap between “what is” and “what should be.” A “needs assessment” is a systematic set of
procedures that are used to determine needs, examine their nature and causes, and set priorities
for future action. In the real world, there is never enough money to meet all needs. Needs
assessments are conducted to help program planners identify and select the right job before doing
the job right (Kaufman, Roger 1979). Assessments will be conducted annually and will utilize
the best information available in order to make sure this get done. In order to be successful
within an organization, it is imperative to understand the needs of the people. It can be
determined from doing these types of assessments, those things that may need improving
including systems, office policies and procedures and if the pay is reasonable for the employees
and positions. In order to do this, the following steps will be utilized of the phase needs
assessment model:

 Prepare a Management Plan
 Identify Concerns
 Determine Measureable Indicators
 Consider Data Sources
 Decide Preliminary Priorities
Training Need/Method
In order to train our employers we will conduct monthly training courses that will include
management and employees. Having well train employees will help keep the business growth
high and allow the company to keep great talent. We all know hiring great time will include lots
of time and money. In order to great a high impact employee training, we must do the following:
 Identify our business impact
 Analyze our gap skills
 Layer our training methods
 Evaluate Effectiveness and Sustain Gains
Training Budget/Future
Training is very expensive and costly when it comes to your business. Depending upon
the amount of time needed to train each and every employee, within the organization, will

determine the amount of funds that need to be allocated. Our future goal is to make sure all
employees are performing at the same level and are very knowledgeable of their positions.
Employment Development/Talent Management
Employee development is very important within any organization. Within this area, we
will make sure management is providing monthly one-on-one’s; which will allow the employee
to know what area they need improvement. This will allow management to build up their staff
and allow them great opportunity to growth within the organization. We can also place team
leaders in position that will be available to guide the employee for assistance and help them
when needed. We will conduct monthly huddles to allow the employees to bring forth any
concerns with training, systems and additional information that will assist in helping the
company growth. Having employee development available is important because:
 Current information about the organization and future trends helps employees create
more realistic career development goals
 Focus on skill development contributes to learning opportunities
 Opportunities for promotion and/or lateral moves contribute to the employee's career
satisfaction
 A greater sense of responsibility for managing one's own career contributes to self-
confidence
 Career planning and development clarifies the match between organizational and
individual employee goals

 It's cost-effective to use your own staff talent to provide career development
opportunities within your department
 Career development increases employee motivation and productivity
 Attention to career development helps you attract top staff and retain valued employees
Performance Management Strategy
“The fundamental goal of performance management is to promote and improve employee
effectiveness. It is a continuous process where managers and employees work together to plan,
monitor and review an employee's work objectives or goals and his or her overall contribution to
the organization” (HR Council).
Management at Motors and More, Inc. continuously works towards identifying,
measuring, and developing the performance for all current employees and future needs.
Management utilizes the results align employee performance to company. The performance
appraisals process followed can be viewed in Appendix B - Performance Appraisal Process.
Performance Appraisal Method used at Motors and More, Inc.
Motors and More, Inc. will use a combination of several methods to gather the most
reliable evaluative data of current and future training needs. For employees to be measured on an
individual basis, the company will pull data from the employee performance goals and align
them with the company goals.
The company will utilize the graphic rating scale. The graphic rating scale has been used
by company for many years and has proven to be very reliable and consistent. A sample graphic
rating scale is outlined below:
Quality of work Quantity of work Dependability Oral/ written
communication

Outstanding
Average
Unsatisfactory
The company will also utilize the 360-degree appraisal method. This method has been
selected, because greater depth information will be collected for each employee. Mangers will
learn more than just how well their employees perform at their job; they will also learn how well
they communicate with others, employees and management.
The final performance appraisal method utilized at Motors and More, Inc. is
Management by Objective. “This is an objective type of evaluation which falls under modern
approach of performance appraisal. In MBO method of performance appraisal, manager and the
employee agree upon specific and obtainable goals with a set deadline. With this method, the
appraiser can define success and failure easily” (HR Zone, 2014).
Feedback Methods
Motors and more Inc. have designed feedback methods to inspire, motivate, and engage
all employees on each level throughout the company. The first step is to compile all information
gathered from employee performance reviews.
Once this information has been compiled it will be combined with employee objectives,
which the employees will evaluate against actual performance levels. Feedback will be gathered
on the following form which will be attached to the appraisal:
Do you agree with the performance appraisal
given?

Please explain why or why not you agree with
the performance appraisal given.
Once a consensus is achieved, the performance appraisal will be signed. New goals will
be set to incorporate the outstanding goals and training needs will be accessed.
Policies on Performance Improvement, discipline or Termination
The following policies will affect all current and future employees of Motor’s and More
Inc. Each step may be omitted or reoccur depending on the severity or the nature of the
performance or misconduct shown.
Step 1: Oral Warning
The first discipline action will be an oral warning and discussion of the misconduct.
Management must meet with the staff member to discuss the unsatisfactory performance or
misconduct which will outline the appropriate corrective action. The employee should be
informed that this is the first step in the disciplinary process and that failure to correct the
performance or misconduct may result in further disciplinary action. A written record that an oral
warning has been given and what corrective action was discussed with the employee will be
documented for future reference in the employee’s file.
Step 2: Written warning
Step 2 in the disciplinary process is the written warning, followed by a discussion.
Management will initiate a written warning and discussion. The written warning document to the
employee should specify the following:
 Unsatisfactory performance or misconduct
 Corrective action to be taken by the staff member

 Continuous unsatisfactory performance or misconduct may result in further disciplinary
action, including termination of employment.
A copy of the written warning that has been given to the employee and what corrective
action was discussed with the employee will be documented for future reference in the
employee’s file.
Step 3: Probation
If unacceptable performance or misconduct continues, Management may place the staff
member on probation. Management should give the staff member a document that includes the
following information:
 Unsatisfactory performance or misconduct
 Corrective action to be taken by the employee
 The period of time in which to demonstrate acceptable performance which will include
the following
o The date of the follow-up review
o Notice that continued unsatisfactory performance or misconduct may result in
termination of employment
A copy of the probationary letter that has been given to the employee and what corrective
action was discussed with the employee will be documented for future reference in the
employee’s file. During the probationary period, management should make every effort to assist
the employee in attaining the desired level of performance or conduct.
Step 4: Termination

If during, at the conclusion of, or subsequent to the probationary period, the employee’s
performance or conduct is still unacceptable, management will determine if termination is
appropriate. The decision to terminate will be based on the following:
 A review of the facts and circumstances
 Documentation
 Whether or not Motor’s and More Inc. policy has been followed.
If the decision is made to terminate, management should give the employee a letter
outlining the reason for the termination and the effective date of the termination.
Linkage to T&D, Total Rewards, Talent Management, and HRIS
In the article Unlocking the talent development puzzle, a survey was conducted to
discover challenges of development professionals; “the data indicates that many talent
development functions have similar ones, including aligning learning and business goals,
measuring the impact of learning, and addressing skills shortages/talent gaps. (Miller, Rothwell,
Stopper, & Zaballero, 2015) Focusing on talent development will encompass a process to link
training and development efforts to fill skills gaps both current and future, uses rewards to
perpetuate continued employee learning, and is able to manage all of this information through
the HRIS system.
The Human Resource department will play a critical part in linking the needs with the
talent and development goals. Each department will have a summary of current staffing skills
sets and areas that need developed. The company goals both short and long-term are referenced
when setting training and development plans. With current staffing expansions a review of
current staffing skills will be matched with expansion goals. Areas that are not readily available
through existing staff will have a recruitment plan designed to fill these gaps.

The HRIS system will assist the entire process from beginning through completion. The
HRIS system will be accessed for current skills and identify skills gaps. The system will also be
accessed to monitor applicants meeting these needs. On-boarding will make the ease of
transitions from applicant to employee and through additional training and development of the
newly hired employees. Talent development will also link employee development to
performance evaluations and supported by incorporating the company rewards program.
Department heads will be involved in the entire process from recruitment to training,
development and promotions.
VII. HRIS
Company HRIS Needs
The Human Resources Department will provide capability, accountability, and flexibility
to meet the demands of the business strategy. With Motor’s and More Inc. integrating a Human
Resource Department, the company will need to implement a sophisticated data collection
system that is easily accessible to all employees, compatible with existing systems, flexible and
expandable with the company’s growing and continuously changing environment.
The HRIS is to allow for HR to implement its strategy (in relation to the
business strategy of the organization) by utilizing information systems for strategic decision
making along, with the use of a wide range of application available and ease-of-use capabilities
for both line managers and senior leadership to have direct access to personnel information
required for management (Armstrong, 2006).
The implementation of an HRIS will give benefits to our organization by:

• Increased accessibility to Human Resources Information.
• Create standardization and streamline process across organizations.
• Maintain current and historical data.
• A higher internal profile for Human Resources (Armstrong, 2006).
The primary purpose for this type of Information System (IS) is to provide strategic
decision making by compiling and analyzing data on personnel from the organization’s (both
macro/micro) perspective to make informed decisions on the utilization of human resources,
employee development and organizational health (Armstrong, 2006)
The implementation of the HRIS is necessary in order to achieve the following:
• Maintain employee history (training, education, and performance)
• Tracking daily transactions (time & attendance, leave, sick time)
• Meet local and federal government regulatory requirements
• Conduct workforce analytics to review internal heath and organizational performance
workforce diversity and organizational mix (Bhavsar, 2011).
The HRIS will allow for all employees to be able to find answers regarding
administration, policies, hiring among others. Buy instead of hosting an HRIS can provide a
peace of mind to our company because to buy can give a warrantee on the software instead of
making the software. Once the company chooses and HRIS, all employees will be trained on
how the software is used and the different features the system will offer. This system is very
beneficial as the main goal of it is to help lower costs while offering beneficial information in a

prompt and efficient way by improving human resource management in an analytical approach.
A HRIS can help with all aspects of the HR department
Schema/Chart
Need Possible Solutions
Inadequate/ long payroll process Automated payroll and more accurate employee time
cards.
Lack of reporting and analysis tools Flexible designs that feature databases that are integrated
with a wide range of features available.
Database availability Centralized and accessed easily from anywhere within the
company, which also serves to reduce redundancy within
the organization.
Vendors Recommendation
HRIS Benefits
Kronos  One completely automated system
 Small or midsize business
 Self-service application
 Fully Integrated.
o HR. Timekeeping. Scheduling. Payroll. Hiring. And more.
 . Purchase Options
o Subscription Service (AKA Saas or PEPM)
o Licensed Purchase
o Licensed Hosted

HRnet Source • Access Control
• Analytics
• API
• Applicant Tracking
• Benefits Administration
• Cloud Platform
• Collaboration Tools
• Dashboards
• Document Management / Sharing
• Employee Information Tracking
• On-Premise Platform
• Performance Management
• Regulatory Compliance Management
• Self-Service Portal
Sage HRMS  Benefits Administration
 Employee Information Tracking
 Human Resources (HR) Management
 Payroll Management
 Risk Management
 Self-Service Portal
Our recommendation is for Motor’s and More Inc. to begin implementing the Kronos
HRIS. This vendor has flexible rates based on what the company needs and the ability to add
features without having to purchase a new system.

VIII. Conclusion
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Appendix
Appendix A. Job Analysis – Quality Control Inspector

Appendix B. Performance Appraisal Process

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