Motors and More HRDMotors and More Training and Developmen.docx

Motors and More HRD
Motors and More Training and Development Plan
Derrick Williams & Hunter Davis
July 29th, 2018
Saint Leo University
In simple definition, a Human resource development plan is a
framework that is put in place in the workplace for the purposes
of assisting employees in developing their personal
organizational skills, abilities and knowledge. This is a very
important tool for most employers since it gives employers the
opportunity to help them in retaining their current employees
while also increasing their productivity through motivating
them. This paper will therefore focus on Motors and More
company as a case study in examining and developing a Human
resource development plan which will emphasize on new
employees, current employees and the management.

Motors and More, Inc. New Employee Orientation and Training
New employee training at Motors and More will consist of a
two-day orientation program followed by one day in a
classroom setting for manufacturing and operations employees
only. The orientation and training program is designed to
thoroughly explain M&M’s culture, mission, and goals and will
serve to start each new employee off on the path to success with
the company’s mission serving as the backbone. The goals of
the orientation itself are to lower new employee anxiety, reduce
turnover, save time, and develop realistic expectations all while
socializing the employees to their new working environment
(Ivancevich & Konopaske, 2013). The following is the training
and orientation plan to be used for new employees at M&M.
Day 1
· Company and industry overview
· Facility tour by department
· Compensation and benefits briefing
· HR briefing (Introduction to M&M’s HRIS, completion of W2,
state tax forms, and additional documents)
Day 2
· Company culture, diversity, and workplace etiquette training
· Employee mentorship program briefing and mentor
introduction
· Introduction to individual functional areas and department
managers
· Individual employee goals survey and interview
· Orientation feedback survey with Q&A session
Day 3 (Manufacturing and Operations Employees Only)
· Manager meet and greet
· Safety protocols briefing
· Department specific training video
· Equipment and supply briefing
Upon completion of the orientation program, new employees
will begin the on-the-job training phase. The length of time of

this phase depends on the level of experience, career path, and
age of the new employees. For example a new employee in his
or her early 20’s fresh out of technical training will require at
least one month of refresher skills instruction while shadowing
a current employee. A middle-aged manager will only require
one or two weeks to be brought up to speed on the goals of his
or her department. This customized training phase should be
directly related to mastering employees’ current skills and
attaining new abilities required to be successful. Needs
assessments are required to determine what type of training will
be necessary after the orientation to best meet the goals of the
company (Ivancevich & Konopaske, 2013).
Needs Assessment for New Employees
It will be necessary for the newly-formed HR department at
M&M to conduct needs assessments at the organization level,
the functional (job) level, and the individual level to identify
shortfalls and areas of need. For new employees, needs
assessments will be conducted on the individual level because
they do not yet have formal work experience at the company.
Surveys will be conducted on the last day of orientation to
identify the effectiveness of the orientation program and
identify areas for future improvement. In addition to the
orientation survey, department managers will conduct individual
interviews during and after the on-the-job training phase to
identify the current needs and future goals of new employees
and to recognize readiness levels of each employee after
training has concluded. Data from the surveys and interviews
will be compiled for evaluation by the HR department. The
purpose of collecting this data is to improve future training that
will meet individual and organizational objectives (McCain,
2007).
Training Content Development and Delivery for New
Employees
The training coordinator, currently under the newly created
Training, Health, and Safety Department will work side by side
with department directors to not only direct the new employee

orientation but also to obtain, develop, and facilitate training to
all employees both new and current. Job training content for
new employees must be developed internally by collaborating
with department managers and analyzing job performance data
and observations. Secondly, task analysis of current employees
which involves the identification of tasks coupled with the
knowledge and skills (KSAs) necessary to complete these tasks
will play a major role in the training content (Ivancevich &
Konopaske, 2013). Motors and More will rely heavily on on-
the-job training for new employees but will create and publish
basic training manuals for each job published in English,
Kurdish, and Spanish. This will allow for newly hired minority
employees to understand the core concepts of their jobs in a
timely manner. Hiring an outside trainer will not be necessary
initially as new employees can work alongside their individual
managers and mentors while following their training guides
during the on-the-job training phase.
A one-day classroom training course instructed by the training
coordinator and department managers will be used for new
employees in the manufacturing and operations departments
immediately following the two-day orientation. The purpose of
this one-day classroom training is to acclimate new employees
in these two departments with the safety protocols and
equipment they will use and to educate them on their effective
use.
The cost of training content will be minimal because M&M
employs a training coordinator responsible for creating training
materials. Additionally, in-house instructors (department
managers and training coordinator) will eliminate the need to
hire outside trainers. The majority of training funds will be
allocated to a dedicated space for new employee orientation and
employee training. These funds will be needed for the
following:
· 40 person classroom construction
· 40 Desks
· 20 Personal Computers

· Diversity, inclusion, and compliance videos
· Employee handbooks with job specific material
A performance analysis will be conducted at the end of an
employee’s training period. The training director, alongside
with the training coordinator and employee relations specialist
will ask questions, observe employee performance, and listen to
employee feedback in an effort to improve training methods
where gaps exist.
Current Employee Training According to Career Path
Current employees will receive annual and quarterly
refresher skills training directly related to their jobs. Those
employees identified as potential supervisors and managers will
be given the opportunity for leadership training. Annual training
for current employees will consist of diversity, regulatory,
safety, and compliance training while quarterly training will
consist of material that is focused on improving existing job
tasks and learning new procedures. As diversification begins to
expand throughout Motors and More, the previously mentioned
training publications will be available in English, Spanish, and
Kurdish. To support the restructured working environment, all
employees, both new and current will be offered free ESL
(English as a Second Language) courses taught once weekly by
volunteer instructors currently employed at M&M.
Managers will be made aware of specific employee goals
and aspirations through individual interviews so that methods
for career development and career progression can be employed.
What is most important is that employees are made aware of the
opportunities that are available to them and how to work
towards advancement in the future. An efficient way to make
employees aware of advancement opportunities will be using
email notifications whenever opportunities for advancement are
available. Internal hiring is an effective strategy that will best
serve the company through the retention of the most dedicated
employees. Women and minorities will be given the same
opportunities as their counterparts without question. In order to
provide current employees with a clear career development

path, M&M will make genuine efforts to:
· Match organizational needs with employees’ individual needs
and aspirations
· Educate current employees on available career advancement
pathways through career counseling and mentorship programs
· Empower employees to take action to advance their careers
within the organization
(Ivancevich & Konopaske, 2013)
A major goal in the expansion of M&M is to reduce
employee turnover. Providing current employees with more
opportunities to advance in their careers will help reduce high
turnover rates. M&M and its employees will use the career
planning process in Figure 1 for those employees who are
dedicated to advancing their careers while continuing to
contribute to the success of the company.
Figure 1.
Source: Ivancevich & Konopaske, 2013
Figure 1. Career Planning Process. This figure shows the
integration of individual and organizational needs for career
development.
Needs Assessment for Current Employees
Needs assessments for current employees will be conducted at
the job and individual level. At the job level, the specific
knowledge needed to perform certain jobs (KSAs) presently and
in the future will be identified through employee and manager
interviews and functional focus groups. Moreover, performance
reviews can evaluate if performance is meeting company
objectives on an individual basis and further serve to identify
the gaps between existing and required performance. Managers’
observations are an additional and simple tool for individual
needs assessments.
Annual organizational needs assessments will be conducted in
the form of inspections and surveys to measure the effectiveness
of company training programs and that all employees’ KSAs
meet or exceed industry standards (McCain, 2007).

Training Content Development and Delivery for Current
Employees
Refresher training content for existing employees will be
developed internally through the collaborations of the Training,
Health, and Safety Department staff and functional department
managers in the same way that new employee training is
developed. This training will be administered in classroom
settings on a quarterly basis and employee handbooks will be
readily available at all times in the HR office. Annual diversity
and compliance training will be conducted by functional groups
using standardized purchased content in the forms of videos to
be viewed via email links. Manufacturing and operations staff
will complete this training in the newly constructed classroom
while those employed in an office setting will complete this
training using their regular workstations. Current employees can
complete this training during work hours on a rotation so that
there are always a sufficient amount of employees available
during operating hours. The cost for training current employees,
like new employees, will be minimal. Foreseeable expenses
include publication costs, classroom equipment, and purchasing
standardized diversity and inclusion training material.
Manager and Supervisory Training
Motors and more will ensure that it conducts a
management training through a five day conference at least once
in a year. This annual training will be hosted by the human
resource personnel who will ensure that supplemental reading
materials together with food and snacks which might be used
during the training process are provided and available. During
this sessions, there will be time slotted for questions and
answers which will expose the management team to the
practical advice of the real world and prepare them on how to
handle relatable problems in the future. The conference will
also provide a platform to the managers to network with other
supervisors and this will ensure that they gain more experience
from their seniors. Motors and more will ensure that the training

will exhaust all management details and protocols which are in
line with the company’s policies (Comer, 1993).
Apart from the annual management and supervisory
training and conference, Motors and more will also expect its
managers and supervisors to undertake a formal course on
leadership at least once every year. This is necessary since it
will increase specialist knowledge of supervisors and managers
who will in turn train the rest of the team. Managers will be
trained in all manner of diversity and flexibility such that they
will be able to manage all the departments of Motors and More
company. The company will also ensure that it monitors the key
performance indicators of every manager and supervisors during
evaluations to be able to keep track of their performances. This
will be done every three months in order to ensure that the
company is raising excellent managers and supervisors
Conclusion
Since Motors and More has a low employment rate, this
paper will therefore conclude that the company should
implement the above employee training and development plans
in order to boost their productivity, employee retention and
management skills. In order to ensure that this training and
development plan becomes effective, Motors and More Inc. will
also apply the Kirkpatrick’s model here for evaluations. In the
first level of Kirkpatrick’s model, Motors and more will
evaluate employees through assessing their reaction towards the
training. It will accomplish this through the use of a survey
where participants will be asked to express their views on
meeting training objectives, rating facilitator’s skills, and rate
the relevance of content. In the second level of Kirkpatrick’s
model, employees will be evaluated through measuring their
learning. In this stage, Motors and more will assess the learning
through tests for knowledge, demonstrations, and role plays. A
pre-test and a post test will be administered to establish a
baseline for the trainings. The third stage of the Kirkpatrick’s
model will involve assessing behavior change on the job.

Motors and more will achieve this through the use of action
plans, performance contracts and work products to determine
the extent to which they are completed. Motors and more will
also use surveys and individual interviews of the participants to
measure their behavior after the training. The final stage of
Kirkpatrick’s model involve measuring the results and the
outcome of the training. Motors and more will apply this
through the measurement of any changes in metrics that may
have been addressed during training. These metrics may include
rate on investment, sales and changes in turnover. Motors and
more will track business metrics, conduct individual interviews
and focus groups and also use surveys to measure the final
outcome of the training (Ivancevich & Konopaske, 2013).
References
Corner, L., & Australian National University. (1993).
Development issues: Human resources development
coordination. Canberra: Research School of Pacific Studies.
Ivancevich, J. M., & Konopaske, R. (2013). Human resource
management. New York, NY: McGraw-Hill Irwin.
McCain, D. (2007). Motors and More Inc. – A Progressive HR
Case Study. doi:10.4135/9781473957213
Motors and More, Inc. Compensation Plan
Davis, H and Williams, D
MBA 533
Dr. Charles Oden
July 22, 2018

Compensation is referred to as the financial package given to an
employee for their work completed within the organization.
Compensation packages are used to attract new employees while
retaining the interest of current employees. Motors and More
Inc. is considered to have one of the best compensation plans
for the workers in the area thus attracting more workers.
Currently the firm pays mechanical engineers $ 70,000,
manufacturing engineers $ 68,000, process engineers 67,000 and
$ 58,000 for supervisors. The first reason why the plan is
regarded as the best is that of the different plans that favour the
workers. Some of the compensation packages include the health
plan, retirement plan and insurance for the workers who are
affected when serving the organization. The second reason is
that the company pays the compensation faster than other firms
which make its package more attractive to the employees. The
last reason why it is more attractive is the ease in getting the
compensation without elaborate protocols as witnessed in other
companies (McCain, 2016).
The market is experiencing a low unemployment rate thus the
firm has to meet the demands of the market in order to retain
attract new employees without increasing the benefits cost to
the disadvantage of the firm. The reason for meeting the
demand in the market is to help the firm compete favorably with
the existing companies in employing and attracting new
workers. The administration can increase the compensation for a
special category of workers who are necessary but are few in
supply so as to retain them in the organization. The company
cannot lag behind the market since this will demotivate the
workers and move to other firms which are offering better
packages in the market. At the same time when the firm

operates above the market, it might incur more expenses than
the revenue generated thus leading to losses to the organization
(McCain, 2016).
Different firms use different payment methods to meet the needs
of the employees so that they can be retained by the firm for a
long time. Some of the payment methods used by the
organization include incentives and bonuses, gain sharing,
profit sharing, commission, merit pay and on the spot awards
(Bryant & Allen, 2013).
On the spot award is the compensation given when the work is
completed. It helps in boosting the morale of the workers, and
work harder to be recognized by the management and
colleagues. The disadvantage is that, it might be used by the
management to award some favoured workers thus causing
anger among other employees towards the administration. Merit
pay focuses on performance and the advantage is that, it
increases the base gain by the employees. On the contrary merit
pay may not increase the productivity of the firm thus leading to
increased burden without benefits accompanying it.
Commissions are awarded based on the sales made. The
advantage is that, it encourages the workers to make more sales
to raise the firm’s sales. The disadvantage of the commission is
that, it discourages teamwork since the commission is paid to
individuals, not teams (Bryant & Allen, 2013).
The fourth pay method is profit sharing which the employees
get subject to the pre-taxed profit realized by the company. The
pay encourages the employees to work together for a common
goal since, all employees will benefit from the profits. It
discourages some workers because hard work is not rewarded
using this method. Gainsharing help in creating equality among
employees since all of the workers receive the same
incremental. On the contrary, it discourages the workers who
are more dedicated to their work because of the flat payment.
Incentives and bonuses are given to employees for work done
thus helping the firm to increase its productivity. The
disadvantage of this method is that, it may cause competition

among employees therefore affecting the performance of the
company (Bryant & Allen, 2013).
Motors and More, Inc. Proposed Benefits Package
Now more than ever it is important for Motors and More to
recognize the need for a competitive benefits package for their
employees. Employee benefits are part of the total rewards
concept and must meet the needs of employees who have been
with the company long-term and every new-hire involved in the
company’s expansion. M&M currently only offers minimum
wage and statutory benefits. Statutory benefits include:
· Social Security
· Workers’ compensation
· FMLA leave
· Unemployment compensation
The rationale for offering the following benefits package is
primarily labor market related and serves to attract a workforce
that will be dedicated to the goals of the company and combat
the high employee turnover rate. A secondary reason is to
satisfy the demands of government regulations and labor unions
(Ivancevich & Konopaske, 2013). Although the following
package is streamlined, it is considered competitive and will
leave room for expansion as the company is able to support the
cost of contributing to more employee benefits in the future.
Furthermore, M&M will need to research their competitors’
benefits packages and attempt to exceed them in order to gain
traction in a market that is currently oversaturated with
workers.
Health, Dental, and Vision Insurance
In order to remain compliant with the employer mandate of the
Affordable Care Act (ACA), organizations with 50 or more full-
time employees must offer health coverage. This makes health
insurance a requirement and not an added perk. M&M’s health
insurance plans should be sure to offer:
· Preventative care
· Treatment of illness, disease, and accidents
· Inpatient hospital stays

· Prescriptions
In addition to offering health insurance options, M&M can
choose to offer separate dental and vision plans for employees
to opt into on a voluntary basis. Although not mandatory, dental
and vision should be partially funded by the company as a way
to entice new employees and retain existing ones.
Additional Voluntary and Ancillary Benefits
Voluntary and ancillary benefits can be offered by M&M but
will be paid largely by the employee through pay deductions.
Much like health insurance options, offering these benefits will
aid in company expansion by recruiting a dedicated workforce.
Ancillary benefits that M&M can offer are:
· Retirement (IRA and 401k)
· Disability Insurance
· Life Insurance
· Tuition Assistance/Professional Development
Once production demands are met and adequate cash flow is
realized, M&M can begin to match employee contributions their
retirement funds up to 5 percent of their salary and provide
$1500 per year in tuition assistance.
Costs of Benefits (Deductions and Contributions)
Cost is a factor that M&M must consider when making
decisions on which benefits to offer. In order to be competitive,
the company will need to find an equilibrium between what they
can afford to offer and the benefits that employees need.
Contributing to employees’ health insurance premiums and
health savings accounts are a necessary part of this initial
benefits package (Namely, n.d.).
· Health Insurance Premiums. M&M should commit to covering
half of monthly health insurance premiums for employees as an
added incentive. This is normally a requirement in most states
that helps reduce the cost burden on employees.
· Health Savings Accounts (HSA). These accounts are designed
to reduce the cost of health insurance deductibles which are
often high for employees and are tax-exempt. Employees and
employers both contribute these accounts. Health savings

accounts will be initially offered to employees in the benefits
package.
As M&M continues to expand, the company can look into
increasing its options for funding health insurance deductibles.
Some additional future options are HRAs and FSAs.
· Health Reimbursement Accounts (HRA). These are funded by
the employer after a medical expense is incurred by an
employee. Although an attractive benefit, M&M can explore
HRA contributions as a future option but should not offer it
during its initial expansion.
· Flexible Spending Accounts (FSA). M&M employees can
contribute part of their paycheck (up to $2,650 per year) to an
FSA. Contributions are not taxed and can be used to pay for
qualifying medical expenses (Namely. n.d.).
In 2018, the national average cost of providing employee
benefits is equal to $11.31 per hour, per employee. This is on
top of what employees receive for basic wages or salaries.
Depending on salary range, total annual costs for M&M will
range from $10,000-$20,000 per employee. While this number
may seem high, the cost of continuing to only providing
statutory benefits is much higher as workers (no matter their
talent level) will migrate to competitors that offer more
attractive benefits. (Gartenstein, 2018).
Additional Workplace Perks for Future Implementation
In addition to the benefits listed above, M&M can begin plans
to introduce extra perks for employees before, during, and after
their workday. Once financially feasible, an employee gym and
childcare center can be built. Healthy lunches can also be
catered on Fridays with guest speakers and other educational
material available to promote healthy lifestyles.
Motors and More, Inc. Compensation Communication Plan
The last step in the employee compensation plan is
communicating with employees about their compensation and
benefits so that all employees understand their options. A
personalized communication strategy is necessary for each
audience within the company. For example, employees in the

manufacturing department will benefit from face to face
communication in large groups whereas office workers will
need computer based communication such as webinars and
videos. Certain mediums will be available to all employees in
the form of publications in printed brochure form and
intranet/email form. Managers will need to make sure they are
well-versed on all benefit and compensation options so that they
are able to assist their employees with any questions they may
have (McCain, 2007).
It is also imperative to measure how well employees
understand their benefits. In most cases, surveys reveal that
benefits are poorly understood to the degree that voluntary
enrollment numbers are lower than expected. It is not enough to
simply post information on the company intranet and expect
enthusiasm from audiences. HR managers must empower
employees to make educated decisions on what benefits and
compensation plans work best for them and their families. This
can be accomplished through the following mediums:
· Print
· Team Briefings
· Intranet Announcements
· Social Media
· Benefits Fairs
· Text Messages
· Email
(Fisher, 2017)
According to Fisher (2017), “Organizations that are highly
engaged with employees experience an earnings-per-share (EPS)
growth of 28 percent compared to 11.2 percent rate for
organizations with lower engagement practices” (p. 117). There
are now more ways than ever for M&M to engage employees
regarding their available compensation and benefits plans. As
shown in the list above, benefits fairs are an innovative way for
employees to learn about their available benefits in a fun, casual
environment. These fairs can also serve to recruit much needed
employees. Additionally, the increased usage of human

resources information systems (HRIS) will allow for employees
to receive basic information via text message as benefit
enrollment periods open and close.
Figure 1. Motors and More, Inc. Employee Compensation and
Benefits Communication Plan (EBCP). This figure explains the
details of the communication plan.
Audience
Message
Medium(s)
Desired Results
Timing
Regularity
Responsible Personnel
All Employees
General benefits explanation, Changes, Enrollment timelines
Group meetings, Town halls, Benefits fairs, Intranet, Email,
Text messages
Employee empowerment and education to maximize enrollment
During open enrollment
Annually or as needed
HR Director and HR managers, C&B Director
Manufacturing, Quality Control, Operations, & Cleaning Crew
Detailed benefits explanation
Group meetings, Town halls
Continued benefits education and empowerment
Ongoing
Quarterly
HR Director and HR managers, C&B Director
Office Workers (Sales Staff, Customer Service, Finance &
Accounting)
Detailed benefits explanation
Webinars, Small group meetings
Continued benefits education and empowerment
Ongoing
Quarterly
C&B Director

Managers
Detailed benefits explanation, Effective communication
practices
One-on-one counseling sessions with C&B Director
Enabled managers that can answer employees’ questions and
inform employees of changes as needed
Ongoing
Quarterly
C&B Director
The M&M compensation and benefits communication plan
will regularly consider factors such as timing, frequency,
mediums, and purpose while employing this internal
communication plan. More than just a plan, effective
communication regarding compensation and benefits should be
considered part of M&M’s prospector strategy because if the
desired results are achieved, the company can avoid turnover,
empower employees to make educated decisions, and remain
competitive in the market.
References
Bryant, P. C., & Allen, D. G. (2013). Compensation, benefits
and employee turnover: HR strategies for retaining top
talent. Compensation & Benefits Review, 45(3), 171-175.
Fisher, J. G. (2017). Who benefits from benefits? Strategic HR
Review, 16(3), 117-124. Retrieved from
https://saintleo.idm.oclc.org/login?url=https://search-proquest-
com.saintleo.idm.oclc.org/docview/1948746803?accountid=487
0

Gartenstein, D. (2018, June 30). Cost of Employee Benefits for
an Employer. Retrieved July 19, 2018, from
https://smallbusiness.chron.com/cost-employee-benefits-
employer-2694.html
Ivancevich, J. M., & Konopaske, R. (2013). Human resource
management. New York, NY: McGraw-Hill Irwin.
Case Study. doi:10.4135/9781473957213
Namely. (n.d.). Employee Benefits Guide For Mid-Sized
Companies. Retrieved July 19, 2018, from
https://library.namely.com/employee-benefits/
Human Resource Forecast Plan
Human Resource Forecasting
Derrick Williams & Hunter Davis
August 5th, 2018
Motors and More, Inc. 3 Year HR Forecast
Motors and More, Inc. must continue to use its prospector
strategy moving forward in the next three years in all aspects of
its expansion. This prospector strategy has made M&M
competitive in the marketplace thus far and it will be the
driving force in its successful expansion and continual
significance. This strategy will be applied to recruiting and
hiring initiatives specifically targeting college and trade-school
graduates, veterans, and the expanding minority population in
the local area. Furthermore, the need to adapt to new
technological trends while offering new products will also be
key. The following HR Forecast will address five key critical

issues (listed below) that when combined, will play a major
factor in the organizational goals of M&M during its expansion.
· Labor supply and demand
· Production defect reduction
· Diversification of the workforce
· Company president’s outside business ventures
· Additional product development
Addressing Labor Pool Supply and Demand
The demand for skilled and qualified labor currently far exceeds
that of the supply. This is mainly attributed to two factors. The
first being the location of the company in a small southern town
with a population of only 28,000 people, the second being that
the company has yet to take advantage of the growing labor
pool of minorities in the area. Because the marketplace is so
competitive, M&M must take drastic action to discover ways to
successfully recruit in a stagnant and possibly shrinking labor
pool. Harnessing a qualified or trainable labor pool must be an
essential piece of M&M’s organization goals and expansion
strategy. In some cases, the company will need hire qualified
workers from outside the local area. The following two areas
have been identified as special initiatives to further tap the
market’s labor pool.
Internship Programs
The HR department will develop a strategy to advertise
and recruit for newly developed internship programs. The local
technical school and community college will be targeted within
the first year. As the program progresses, during years two and
three, interns will be recruited regionally after identifying other
high potential areas. By developing a successful internship
program, M&M will enjoy increased labor capacity and
productivity as well as decreased recruiting and training costs
for those interns who eventually become full-time employees.
The internship program will also serve as a grassroots public-
relations and marketing strategy as interns are likely to share
their experiences with friends and classmates, thus opening the
door to more qualified employees. The majority of costs for the

internship program will originate from program planning and
evaluating interns, making it a low-cost way to source talent
locally and regionally (Maertz, 2014).
Veteran Recruiting
The president of M&M is a well-known patriot and
veteran, therefor, recruiting veterans will also be a priority
during the next three years of expansion. Nearly a quarter of a
million veterans enter the civilian workforce each year making
it a talented and respected labor pool that offers educated,
disciplined, and professional individuals ready to hit the ground
running (military.com, n.d.). M&M will develop a dedicated
veteran recruiting strategy and begin by targeting job fairs at
regional military bases and posting job openings military job
boards. Additionally, veterans currently employed by the
company can be offered incentives to refer other former military
applicants. Company marketing towards veterans will need to
increase to build brand recognition within the military
community. A final step in the veteran recruiting process for
M&M will be to take advantage of government sponsored
programs like HireVetsFirst.gov and TurboTap.org that will
streamline the veteran hiring process with free job postings
viewed only by veterans and current military members in the
transition phase. A successful veteran recruiting plan will help
differentiate M&M from competitors, establish it as a “military
friendly” company, and advance its image in the community
(military.com, n.d.).
Addressing Production Demand Increases and Product Defects
As Motors and More, Inc. continues is expansion in the
next three years, the company must never lose sight of outside
trends such as changes in the workforce, technological
advances, and its competitors. To remain a key-player in the
marketplace, M&M must anticipate the need to take advantage
of new technology to supplement labor pool deficiencies and
improve product quality. In doing so, the company will be able
to successfully increase product output without compromising
quality. Product defects can result in class action lawsuits that

no-doubt will be damaging to M&M’s reputation and bottom
line.
Investing in cutting edge manufacturing technology will
play a major role in both the short and long-term goals of
Motors and More. Advanced computer-based manufacturing
machinery is now available to perform tasks previously
delegated to the human workforce aimed at decreasing
productions errors and long-term operating costs (Anderson,
2018). The following steps will be taken to address and reduce
production defects during the next three years of company
expansion and will continue to be used further in the future.
· Preventative maintenance for high-speed production
· Regular inspection and testing
· Improved communication channels between engineers and
production supervisors
· Sourcing high-quality raw materials
These four simple steps will ensure product defects are greatly
reduced (Eagle Technologies, n.d.). Taking advantage of
technological innovations in manufacturing will also ease the
burden of an overworked manufacturing department with no
choice but to use aging technology to meet the demands of
increased production. Adding personnel to the quality control
department is not necessarily the best answer to combat
production defects. M&M will guarantee that all employees in
the manufacturing department are consistently trained and have
access to resources like new technology, thus reducing costly
production defects (McCain, 2007).
Human resource (HR) forecasting in human resource
management (HRM) refers to the process of the projection of
future labor needs and the impact such effects can have on the
company. HR forecasting involves both long-term and short-
term staffing requirements and needs that are likely to arise as a
result of the expected sales, growth and expansion, among other
such factors that affect a company’s labor needs. Strategic HR
planning is good for the organization in different ways.
Resource planning identifies future staffing needs, forecasts on

availability of personnel while suggesting possible substitutions
(Katariina, 2012). All these play a vital role in ensuring
guaranteed efficiency, avoid possible risks such as shortage of
labor force. This paper presents a-3-year HR forecast for a
company, Motors and More, which has three assumptions in
place. First, the HR department assumes that the company’s will
diversify as a result of hiring more Hispanics, Kurds and
persons from alternative workforces. Secondly, the company’s
HR believe that the president will open another company
creating the need for someone to manage its daily operations to
take over from the president who will be moving to the new
company. Lastly, the company believes that an additional
product will be developed and thus there will be the need for
capacity expansion and improvement of the production lines.
Since the company is planning on hiring people with
diverse backgrounds and culture, there will be the need for the
company to have a well stated corporate culture that binds all
the employees of the company together. Corporate cultures are
always geared towards the achievement of the company’s
missions and vision as stated in the preambles Katariina (2012)
asserts that a consistent working rules and corporate cultures
guides employees towards the need of the company’s
operations, gluing people together due to the common working
patterns thus building teamwork and cohesiveness within the
organizations. There will also be the need for training and
development. Training ensures that the company employees a
workforce with the necessary skills that can develop the
company. Training, research has shown, improves skills,
interests, and attitudes towards the working in the company.
This in turn improves productivity and therefore improving
sales and profits. Training is also necessary to introduce the
new employees to the company’s technology and machinery in
the manufacturing segment, for example. Training also helps
minimize conflicts within the organization while improving the
productivity of the workforce while making them respect their
differences. Diversity training fosters good employee

relationship and engagement thereby creating a good
environment in the working business. The company should also
learn to empower both the management so as to institutionalize
diversity within the organization. Such results in a positive
impact on the productivity of the company. Some of the major
companies that have benefited from the education of employees
on diversity are The Coca Cola Company, Apple Inc., Walmart
Inc., Toyota, and Boeing Company.
The consciousness while emphasizing the importance of the
company’s organizational culture. The education should also be
able to management responsibility and accountability; and
ensure the incorporation of diversity management as a part of
the overall organizational development and as an integral part
of the entire change process.
Since the president is leaving, there will be vacancy in the
office. This will necessitate the appointing of those who can
assume the role of the president either in acting or full capacity.
The firm is therefore going to incur additional costs in the
recruiting of these individual, especially if the person will be
outsourced. Training and career development will be given top
priority in order to train the new staff on the various
requirements of the company and their roles. Training is
important as it develops the employee both professionally and
managerially adding stimulation to employees’ work. The
company will also have to link rotation with career development
planning.
This is vital because it helps employees to understand their
developmental needs as is presented in their job assignments.
When the employee joins the new position, the company should
ensure both job-related and development-related objectives can
be defined by the new recruit. While training the company will
create a well-established training program that will serve to
introduce the new recruit to the company. A good training
program should have well set out goals (Richardson & Yan,
2007).The employees should also be provided with a chance to
determine the knowledge skills and abilities that they are

willing to learn. The new manager will also be trained on the
company’s culture, policies, and the various procedure that
guide the company activities. Statement of objective, mission,
and the vision of the company as well as its core values should
be communicated in advance. Tracking the training program is
also an aspect that should be given priority. Tracking the
employee will help understand if the employee is aware or
understands their roles in the company. Early tracking, as soon
as the employee begins working, is recommended. This is
particularly necessary as it can help notice issues that require
attention in advance and solve them. It will be advantageous to
the company as risks will be recognized and mitigated in
advance to prevent losses due to poor management. Training
offers the company another advantage of improving
productivity, reducing employee turnover due to good
performance, and reducing supervision.
The company is planning on project line extension; however, it
does not have enough capacity necessary for expansion. This
means the company will have to consider making another
company elsewhere. This will help to service the growing
production demands and the company goals of the amount of
production required and targeted production capacities. By
acquiring another company, the company will also have to incur
other expenses in recruiting the employee that will work in the
new company. Both skilled, semiskilled, and unskilled labor
will be necessary to work in the various departments. While the
company is venturing in new products, the recruitment of new
workforce that will work on the new products will be required.
This will see them even train the current employees so. As the
company grows, the integration of training on the new product
techniques. This will help boost retention and improve
productivity for the company. Brand extension will see the
increase in the employee work base. The company is also
expected to be confronted by increased labor cost due to
increased hiring and payment of new hires. The company will
look into the possible constraints and hardships it is likely to go

though in case of the employment. It will have to find ways of
mitigating possible risks and/or reducing them.
With the complexity of economics and its diverse nature, it is
commonly hard in theory to determine the future employment
and recruitment needs. Various factor such as technology, the
microeconomic environment, and other external factors all
contribute to the dynamic nature of the economic environment
of a particular place.
Motors and More has a large task to undertake in the next three
years. Planning on the employment of new recruits, a manager,
the inclusion of people from diverse backgrounds, and the
development of extensions on the existing product lines all
require money. The company will therefore have to incur more
resources especially financial resources in the ensuring these
new recruits and the strategies taken are productive and of
importance to the company (Richardson & Yan, 2007). The
company should therefore be prepared with the necessary
sources of the various funds that will be required for
expansions. Deciding on whether to use available resources in
servicing the rising labor demand or to borrow from credit
lenders remains the decision of the company and how feasible
such decisions will be.
The above HR Forecast will be implemented by Motors and
More, Inc. for the next three years at minimum. If executed
properly and efficiently, M&M can remain a well-respected
manufacturer that sets itself apart from its competition far into
the future. Planning a long-term expansion requires top-notch
preparation and communication between all departments. The
HR forecast is the final piece of the human resources plan for
M&M that provides an accurate estimate of required employees
and matching skills (IIBM, 2015). Additionally, the plan
provides the remaining infrastructure needed to meet the
organizational goals of the company during what should be not
only considered an expansion, but should also be considered a
major enterprise overhaul.

References
Anderson, K. (2018, June 05). Automation Anywhere drives
productivity by supplementing manpower with digital
workforce. Retrieved August 3, 2018, from
https://siliconangle.com/2018/06/05/automation-anywhere-
drives-productivity-by-supplementing-manpower-with-its-
digital-workforce-imaginenewyork18/
Eagle Technologies. (2014, August 05). Ways to Reduce
Product Defects in Manufacturing. Retrieved August 3, 2018,
from https://eagletechnologies.com/ways-to-reduce-product-
defects-in-manufacturing/
IIBM LMS. (2015). Planning and Forecasting in Human
Resource Management - IIBM Institute LMS. Retrieved August
4, 2018, from
http://www.iibmindialms.com/library/management-basic-
subjects/human-resources_management/recruitment/planning-
forecasting/
Katariina, T. (2012) The Role of Diversity Management in
Human Resource Management In Hotel Business. Saimaa
University of Applied Sciences Business and Culture, Imatra
Maertz, Carl P. Jr, Stoeberl, P. A., & Marks, J. (2014). Building
successful internships: Lessons from the research for interns,
schools, and employers. Career Development
International, 19(1), 123-142.
doi:http://dx.doi.org.saintleo.idm.oclc.org/10.1108/CDI-03-
2013-0025
Case Study. doi:10.4135/9781473957213
Military.com. (n.d.). Five Things to Help Recruit Veterans to
Your Business. Retrieved August 3, 2018, from
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National Institute of Labour Studies: Flinders University.

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