American Plastics faced declining revenue, quality, and productivity during an economic downturn. The newly appointed HR Director, Janet, must quickly reinvent the HR function to become a strategic partner and improve employee perceptions. Janet discovered job descriptions were vague, titles did not reflect roles, recruiting was outsourced without assessment, onboarding was brief paperwork, training was generic online courses, expertise was not captured when employees left, and performance evaluations were seen as burdensome. The management of talent is a strategic service HR can offer to support business strategies, but culture change is needed to move HR from transactional operations to a business focus.

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HRM 498 Week 5 Strategic HRM Plan
American Plastics had fared rather worse than its competitors
during the economic downturn. With revenue, quality, and
productivity down, management set several goals to reverse
the company’s fortune. One area in need of improvement was
human resources and “Janet,” the newly appointed HR Director
faced a daunting challenge: to quickly re-invent the Human
Resources function, reposition it a strategic partner to the
business, and improve employee perceptions of her
department. Her predecessor retired after leading a major
reduction in force causing a significant exodus of key talent,
some unexpected. Janet was charged with finding a way to
retain top talent and develop a steady but highly-qualified
stream of candidates to fill regular as well as critical positions.
The CEO agreed with her that differentiating the human
resources function was essential for the company’s strategic
plan to succeed.

2. In her first two weeks on the job Janet discovered:
§ Job descriptions were inconsistent, long but vague lists of
high level “duties and responsibilities” and qualifications
§ Job titles didn’t reflect the work people did, used instead as a
framework for budgeting and compensation as many were
doing unique work requiring different knowledge and skills.
§ Aside from providing a coordinating function, human
resources had outsourced recruiting to third parties who
presented candidates based on their internet postings and
other sources. No matter the level or criticality of the open
position, human resources rarely conducted interviews or
assessments before or after handing over the third party
resumes to the hiring organization and would get involved
again only when a candidate was selected.
§ HR’s participation in the onboarding process of new
employees was limited to having them attend a half-day
orientation session where, between a video and a slide
presentation about the company, they filled out benefits-
related, payroll, ID and other paper forms.
§ Training and Development (T&D) had largely been
outsourced to several companies that provided generic on-line
courses.
§ The recent departure of several mission-critical employees
disclosed no systematic means of capturing expertise from
employees; when they left, their knowledge left with them.
§ The Performance Employee Evaluation Program didn’t align
with anything, was viewed by managers and individual

3. contributors alike as a burdensome annual chore that
interfered with people’s “real jobs.”
The management of talent is one of a handful of strategic services human
resources can offer. The decline of traditional HR functions through automation, self-service, and
outsourcing demands a “culture change” within human resources: adopt a business focus by an
organization still structured largely around benefits administration, time and attendance reporting, labor cost
processing, and similar transactional operations.
Write a communications plan not to exceed 1,050 words to support the strategy of American Plastics.
Justify why they were important for your strategic HRM planning process.
Recommend how to address these considerations.
Focus on resolution of the human resource management challenges in order to support operational
strategies.
Cite all sources according to APA formatting guidelines.
Click on the Assignment Files tab to submit your plan.