The manager of Motors and More needs to develop a recruitment and retention plan to hire additional employees due to increased product demand. The plan calls for hiring 11 new employees across various departments including manufacturing, operations, sales, marketing, customer service and HR. The company also has a high employee turnover rate that needs to be addressed through improved promotion practices, incentives, flexible work arrangements and training programs. Finally, the summary establishes the need for an HR department to help streamline recruitment and retention functions.

1. RECRUITMENT AND RETENTION PLAN
1
RECRUITMENT AND RETENTION PLAN
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Recruitment and Retention Plan
MBA 533
January 25, 2015
Recruitment and Retention Plan
Given the increase in product demand, I would need to hire a
number of employees in different functional areas. Since the
emphasis of Motors and More is on innovation, growth and
product development, the areas that will require a huge number
of new employees include marketing and sales, manufacturing,
operations, customer relations and HR. In order to meet the 96%
output requirement, there will be need for hiring an additional
five employees in the manufacturing and operations
departments. Because of high automation in the company, this
number of employees will be enough in streamlining operations.
The employees in the manufacturing and operations departments
will be responsible for new product developments and making
modifications to guarantee production efficiencies (Arthur,
2004).
There will also be the need for increasing the sales and
marketing personnel by 25%, which will involve hiring an
additional 6 employees to cater for the needs of the expanding
market. Employees in all the departments will come from
different demographic backgrounds. Motors and More will also
hire two additional customer service representatives. The
primary function of these representatives will be responding to
and resolving customer queries. Lastly, the HR department will
require four additional employees responsible for formulating

2. policies and procedures, conducting employee appraisals and
formulating training programs.
The turnover rate at Motors and More has currently been higher
than normal. This might be due to a variety of reasons. First,
the high turnover rate might stem for unfair promotion practices
in the company. Even though approximately 48% of Motors and
More employees are minorities, the senior and supervisory
positions are primarily held by Caucasian men. This lack of
inclusivity might be demoralizing some employees and make
them feel detached from the company. According to Truss,
Mankin, & Kelliher (2012) lack of inclusivity can lead to high
turnover rates. Furthermore, the company might not have proper
reward structures for compensating the employees. Failure to
provide necessary incentives can reduce job satisfaction and
increase the turnover rates.
Lack of flexible working arrangements is another factor that
might be contributing to increased turnover in Motors and More.
Employees might feel overburdened due to the high
expectations to meet consumer demands, a factor that might
decrease their commitment at work (Arthur, 2004). The absence
of a functional HR Department also implies that the company
has deficient training programs. This can also increase turnover
rates. It is worth noting that turnover can have negative costs
and implications for the organization. Monetary costs might
stem from advertisements to fill vacant positions, induction of
new employees and leaver administration costs. Some other
costs of turnover might include reductions in productivity,
interruptions to workflows and a drop of staff morale (Truss et
al., 2012).
In order to recruit the appropriate candidates at Motors and
More, I will conduct various types of interviews. One will be a
personal interview with the prospective employees at a private
office. There are various benefits of this type of interview.
Mathis, Jackson, & Valentine (2013) assert that personal
interviews endow both parties with an opportunity to seek

3. further clarification. It also provides firsthand information,
which might be more accurate and reliable. Furthermore, the
face-to-face interview provides an opportunity to read from the
nonverbal behaviors of the interviewee. According to Arthur,
(2004), nonverbal cues such as facial expressions, gesture and
posture can help to unravel the personality of an interviewee.
The other interview technique that I will employ is phone
interviews. This will entail calling the prospective candidates
and asking them the interview questions. Some of the reasons
that I will use this technique include geographical distance of
some applicants, cost effectiveness and its usefulness in
screening potential employees.
In order to recruit the appropriate applicants, it will be crucial
to come up with some ingenious strategies. A major strategy
will be through employee referrals. This will involve
encouraging employees to recommend potential candidates from
their existing professional and social networks. Since the
employees have a better understanding of the skills and abilities
of the recommended candidate, they are more likely to refer
qualified people. Employee referrals are also efficient and cost
effective ways of making quality hires (Truss et al., 2012).
Nevertheless, this could also open up some avenues for
discrimination. For example, since many of the senior
executives are Caucasian men, they may tend to favor referrals
for white males.
Apart from employee referrals, other recruitment strategies will
be mainly internal. Motors and More will advertise the job
openings through electronic and physical job postings as well as
in organizational memos and newsletters. Furthermore, the
company will publicize vacancies in internet job boards and
local periodicals. Motors and More will also utilize audio and
visual media sources aimed at encouraging walk-in applicants.
These strategies are also cost efficient and reach a wider target
base (Mathis et al., 2013). Representatives from the HRM
department will conduct the interviews and select the candidates
with the best match for the vacant position. Some of the main

4. aspects that the interviewers will be looking for in the
applicants include level of education, skills, communication
capabilities, wok experience and special factors such as
willingness to travel or willingness to work under minimal
supervision.
In order to retain the current employees at Motors and More, it
will be vital to initiate various measures. The first measure will
be introducing vibrant training and career development
programs at the organization (Arthur, 2004). The training will
focus on various topics including multicultural awareness,
conflict resolution skills, communication skills and the
regulatory framework governing the automobile industry. In
addition, the training will equip Motors and More employees
with the necessary skills and competencies required to perform
their duties optimally. As Truss et al. (2012) vividly point out,
the training and career development programs are important
because they empower employees to build on their strengths and
increase their chances for promotion in the organization. The
programs can also lead to increased employee motivation and
commitment to the organization.
Another applicable measure for retaining current employees will
be providing incentives, which can take the form of
nonmonetary or monetary compensation (Arthur, 2004).
Increasing basic wages, offering health coverage and providing
paid vacations can help to increase contentment among
employees from Motors and More, which can lead to higher
retention rates. Providing flexible working hours and better
working conditions will also be essential for improving
retention rates at the organization. It is worth noting that in
order to ensure the success of the retention strategies; the senior
management should play a central role. According to Mathis et
al. (2013), senior executives should be responsible for
communicating the vision and mission of the company to
employees, providing appropriate mentorship and coaching,
serving as role models and ensuring proper allocation of
resources towards the initiatives. The participation of the senior

5. management will help to give employees direction and
assurance that the company is catering to their needs. Overall,
high retention rates will lead to increased productivity, fewer
conflicts and alignment of goals to business strategy. In
assessing the effectiveness of the recruitment efforts, I will rely
upon various metrics such as recruitment cost ratios and
turnover ratios. The lower the ratios, the more successful the
efforts will have been.
References
Arthur, D. (2004). Fundamentals of human resources
management (4 ed.). New York, N.Y.: American Management
Association.
Mathis, R. L., Jackson, J., & Valentine, S. (2013). Human
Resource Management. New York: Cengage Learning.
Truss, C., Mankin, D., & Kelliher, C. (2012). Strategic human
resource management. Oxford ; New York : Oxford University
Press.
The manager of the Carpet City outlet needs to make an
accurate forecast of the demand for Soft Shag carpet (its biggest
seller). If the manager does not order enough carpet from the
carpet mill, customers will buy their carpet from one of Carpet
City’s many competitors. The manager has collected the
following demand data for the past 8 months: Month
Demand for Soft Shag Carpet (1,000 yd.)
1
9
2
8
3
7

6. 4
8
5
10
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11
7
13
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HR ORGANIZATIONAL DESIGN
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HR ORGANIZATIONAL DESIGN
2
HR Organization Design
January 18, 2015
HR Organization Design
The HR Department plays a critical role in ensuring that the
organization’s vision is aligned to the strategy. There are
various HR components in Motors and More that need to be
streamlined in order to reduce the number of HR employees and
simplify the recruitment, hiring, training and monitoring
functions in the organization. Currently, there is no functional
HR department at the organization. For Motors and More to
realize its strategic goals, one of the new strategies will be
instituting a functional HR department in the organization. This
department will be responsible for various functions including
recruitment, promotions, safety, employee relations,
compliance, training and development as well as benefits and
compensation (Mathis, Jackson, & Valentine, 2013). A lean HR
department will enable Motors and More to make cost savings
while catering to the needs of all the diverse employees in the

7. organization.
In the new structure, the HR Director will be at the helm of the
department. The holder of this position will be responsible for
overseeing the day-to-day running of the department. He/she
will also have the responsibility of allocating the necessary
resources required for optimal functioning of the department. In
addition, the HR Director at Motors and More will be
responsible for advising and counseling other departmental
heads on issues pertaining to the development of policies that
govern employment, organizational relations, employee
development as well as training needs of the organization
(Arthur, 2004). The company expects the HR director and other
senior executives to display high levels of integrity,
accountability and ethical conduct when dispensing their duties.
Motors and More HR Director will also have the responsibility
of studying new and existing regulations in order to ensure that
the company complies with all the established federal and state
laws governing the manufacturing industries. The position of
the director will only have one qualified individual.
Assisting the director in the HR department will be a number of
managers. One will be the HR manager for diversity at Motors
and More. This manager will be responsible for coming up with
policies that foster tolerance and inclusivity at the organization.
A primary function of the holder of this position will be coming
up with ways of empowering the Kurdish and Hispanic
employees to participate more actively in organizational
processes. The manager will propose policies that can help in
integrating these minority groups into the mainstream
organizational culture of Motors and More. The other major
responsibility of the HR diversity manager will be overseeing
the training and development of employees especially on the
grounds related to multiculturalism and diversity awareness
(Arthur, 2004). Such training can help the firm to realize
success with the prospector strategy that it aspires to pursue.
This position will only have one holder.
The other important position in the HR department will be that

8. of the compensation manager, which will have two qualified
individuals. The holders of this position will be responsible for
researching, maintain and establishing the pay system for
Motors and More. They will also be responsible for handling
employees’ benefits. This will entail formulating reward
systems as well as designing and making adjustments to pay-
per-performance plans (Mathis et al., 2013). Other duties will
include negotiating with worker’s unions, developing and
maintaining personnel record systems, ensuring that all
packages are legal and analyzing profit sharing schemes.
Through coming up with ingenious incentive and reward
structures, the compensation managers will be able to improve
the motivation and morale of Motor and More employees, which
will subsequently reduce turnover rates in addition to improving
job satisfaction and engagement (Arthur, 2004). The
compensation managers will also handle labor related issues.
They will play a central role in contract negotiations,
management communications, contract interpretation and
dispute resolution.
There will also be two managers for the professional and
organizational development at Motors and More. The holders of
this portfolio will be responsible for various initiatives, with the
main one being overseeing training program delivery and
planning. The individuals in this post will also be responsible
for implementing the strategic leadership program and
overseeing grants management. Furthermore, the holders of this
office will play an important role in staff development and
leadership processes. Under this role, they will be in charge of
team building, conflict resolution, change management,
strategic planning and coaching. The managers for professional
and organizational development will also have the obligation of
making performance appraisal and periodic employee
evaluations. The HR operations manager will coordinate with
all the other executives to ensure smooth implementation of HR
policies.

9. The new HR organizational chart for Motors and More is
depicted in the following chart:
References
Arthur, D. (2004). Fundamentals of human resources
management (4 ed.). New York, N.Y.: American Management
Association.
Mathis, R. L., Jackson, J., & Valentine, S. (2013). Human
Resource Management. New York: Cengage Learning.
Running head: BUSINESS STRATEGY REPORT
1
BUSINESS STRATEGY REPORT
2
Business Strategy Report: Motors and More
MBA 533
January 11, 2015
Business Strategy Report: Motors and More
Motors and More Inc. pursues an ingenious strategy that has
enabled it to sustain its competitive advantage in the automotive
industry. Nevertheless, the competitors in this industry have
also devised some inventive techniques for increasing their
market shares and attracting more customers. Many of these
competitors have succeeded because of their vibrant HR
departments and sound strategic initiatives. The Porter’s five
forces analysis of competitive position can aid to evaluate the
attractiveness of the company’s business strategy and highlight
the nature of the automotive industry where Motor and More
primarily operates.
According to Wheelen & Hunger (2012), one of porter’s forces

10. is the threat of new entrants. On the competitive landscape
where Motors and More operate, the threat from new entrants is
relatively low. This is because this industry is capital intensive
and prospective investors require immense capital to compete
with the already established firms. Furthermore, there is
stringent government regulation overseeing this industry and it
is very difficult for new entrants to achieve economies of scale.
Since Motors and More Inc. already has the capabilities and
resources for operating efficiently, the threat of new entrants
does not have a significant implication on its strategic cascade.
The other force that affects business strategy and competitive
advantage is supplier power (Noe, Hollenbeck, & Gerhart,
2011). In the automotive industry where Motor and More
operates, the supplier power is weak. This is because suppliers
are many in number and the materials for manufacturing
automobiles such as metal and plastic are widely available. This
is advantageous to the company since it can be able to acquire
raw material at friendly prices and minimize operational costs
(Pearce & Robinson, 2011). The other important force in Porters
model is the bargaining power of buyers. In the automotive
industry, the buyer power is strong.
There are various reasons for the buyer power being strong.
First, the number of buyers is significantly high. Furthermore,
the buyers can easily choose among alternative car brands and it
does not cost them much to switch to other vehicle brands or
use other transportation modes (Iveta, 2012). In order to attract
more customers, Motors and More has embarked on a strategy
that focuses on product quality and customer responsiveness.
The company manufactures customized vehicles and ensures
that all its products meet the federal and international
specifications governing issues such as safety and sustainability
standards.
The threat of substitutes in the industry, which is the other
important force, is relatively strong in the automobile industry.

11. This is because there are many alternative modes of
transportation with which to choose from including bicycles,
planes, trains and motorcycles (Nieuwenhuis & Wells, 2003).
These substitutes can provide the same convenience, making
them appealing to many customers. Moreover, most of the
alternative modes of transportation cost cheaper and are
sometimes more environmentally friendly, which can make them
attractive choices. Motors and More Inc. has strived to utilize
environmentally friendly practices in various spheres of
operation in order to ensure that it appeals to its wide customer
base.
The other force in Porter’s model is competitive rivalry. As
Noe, Hollenbeck, & Gerhart (2011) vividly point out, the
intensity of rivalry or competition can have significant
implications on the capacity of the firm to generate adequate
margins. In the automotive industry, the competition is very
stiff. Some of the major competitors of Motors and More
include Toyota Motor Corporation, Mazda, Hyundai, Peugeot
and Ford. These competitors have invested heavily in research
and development (R&D) as well as advertising campaigns to
reach more customers. Motors and More strives to confront the
competitive rivalry through investment in quality production,
continued emphasis on emergent technologies and leveraging on
cost effective mediums of advertisement such as social
networking platforms. These mediums harnessed by Motors and
More have the possibility of reaching a wider target clientele at
relatively lower costs and yielding valuable feedback that can
help in product developments/modifications (Wheelen &
Hunger, 2012).
It is worth noting that strategy plays a very critical role in
company performance. First, it helps in creating goal clarity.
Management and other senior executives at Motors and More
can use strategy to align the operational aspects of the business
to the vision and mission of the organization. This can help
employees to develop shared goals and synergy needed to meet

12. strategic objectives (Pearce & Robinson, 2011). In addition,
strategy is also an important tool for managerial decision-
making. The senior management for companies such as Motors
and More can use strategic plans to guide them in important
decisions such as those related to restructuring, mergers and
acquisitions, corporate social responsibility as well as
international expansion.
Nevertheless, for business strategy to realize its intended
outcomes, various measures must be in place. For example, the
senior management should play an instrumental role in all the
phases of strategy formulation, design, implementation, control
and evaluation (Wheelen & Hunger, 2012). The senior
management also has the responsibility of ensuring that it
provides all the required resources for successful strategy
implementation. Some of these resources include the financial,
human capital and material resources. Strategic management
allows companies such as Motors and More to understand their
internal and external environments via the use of tools such as
SWOT analysis, Porter’s five forces analysis and PESTEL. All
these can aid management in formulating sound strategic
decisions that can translate to overall profitability of the
organization (Noe et al., 2011).
From the case, it becomes apparent that various components to
the HR strategy will be important for supporting the overall
company strategy. First, Motors and More should create a HR
Department since it currently lacks one. This department will be
responsible for overseeing all the needs of the employees
including employee development and employee relations.
Another vital component in the HR department should be
continued emphasis on training and development. The training
should primarily focus on multicultural competence (Iveta,
2012). This is because Motors and More currently have
employees from diverse cultural backgrounds but has failed to
integrate them into leadership positions. The training will aid to
ensure that all employees appreciate and embrace diversity,
which is essential for increasing cohesiveness and inclusivity.

13. The other HR component that will be critical for supporting the
overall company strategy will be introducing new incentives for
the employees. Even though Moto and More currently offers
some incentives, it can motivate more employees through
increased financial, material and nonmonetary rewards such as
paid vacations (Noe et al., 2011). This will aid to reduce the
high turnover rates and increase employee engagement. The
other important component will be empowering the HR
department with the function of conducting employees’
appraisals and evaluation. This will aid to identify the
weaknesses and impediments that are preventing employees
from accomplishing their tasks effectively and institute
contingency measures for better performance.
References
Iveta, G. (2012). Human Resources Key Performance Indicators.
Journal of Competitiveness, 4 (1), 117-128.
Nieuwenhuis, P., & Wells, P. (2003). The automotive industry
and the environment : a technical, business and social future.
Cambridge : Woodhead Pub.
Noe, R., Hollenbeck, J., & Gerhart, . (2011). Fundamentals of
Human Resource Management (4 ed.). New York, NY: McGraw-
Hill/Irwin.
Pearce, J. A., & Robinson, R. B. (2011). Strategic management :
formulation, implementation, and control (12 ed.). New York:
McGraw-Hill/Irwin.
Wheelen, T. L., & Hunger, J. D. (2012). Strategic management
and business policy : toward global sustainability (13 ed.).
Upper Saddle River, N.J.: Pearson Prentice Hall.