RESUME Name xxxxxxxxx Address                      Cell phone: xxxxxxxx email: xxxxxxxxxxxxxx Profile Skilled in handling the public with diplomacy and professionalism. Background in General medical Practice, Registered Medical Assistant. Ability to work in a fast-paced, intense environment smoothly. Team player with diligent work habits. Bilingual in English and Spanish. U.S. Permanent Resident and Driver License. Professional Experience All Health Care Services 2019 - Current Registered Nurse Body Care Med Spa 2015-2018 · Electrolysis · Laser · Tatto Andalusian Social Service, Spain (General Practitioner) 07/2010 to 09/2012 · Helping patients with their diseases and injuries in ED. · Sorting diseases of importance in health public and reported to sanitation department · Using procedures like cardiopulmonary resuscitation, even some surgeries · Giving attention to the patients if they have an accident on the street near to the hospital Physician (Alhameña de Hosteleria), Almeria, Spain 06/2009 to 07/2010 · Treating patients with rheumatic diseases · Scheduling duty hours for medical staff Hospital Isaias Duarte Cancino, Colombia 06/2007 to 06/2009 Health Administration. (Specialist) · Making contracts with physicians and Service providers · Coordinating the surgery area and hospitalization area. · Overseeing Nurses and Physicians · Guaranteeing a safety environment to work with inpatients. Hospital Primitivo Iglesias, Cali, Colombia 06/2005 to 06/2007 · Physician (General Practitioner) Hospital Jose Rufino Vivas, Dagua, Valle, Colombia 09/2004 to 2005 · Social service. (General Practitioner) Education Nurse Practitioner 2020 Florida Board of Nursing – Florida National university Registered Nurse 2019 Florida Board of Nursing - The University of The State of New York Electrologist 2018 Board of electrolysis of Florida American Board of Surgical Assistant. 02/2015 Certified Surgical Assistant. Aurora, CO. American Registry of Medical Assistant. 11/2014 Registered Medical Assistant. Westfield, MA. Un.

1. RESUME
Name xxxxxxxxx
Address
Cell phone: xxxxxxxx email: xxxxxxxxxxxxxx
Profile
Skilled in handling the public with diplomacy and
professionalism. Background in General medical Practice,
Registered Medical Assistant. Ability to work in a fast-paced,
intense environment smoothly. Team player with diligent work
habits. Bilingual in English and Spanish. U.S. Permanent
Resident and Driver License.
Professional Experience
All Health Care Services
2019 - Current
Registered Nurse
Body Care Med Spa
2015-2018
· Electrolysis
· Laser
· Tatto
Andalusian Social Service, Spain (General Practitioner)
07/2010 to 09/2012
· Helping patients with their diseases and injuries in ED.
· Sorting diseases of importance in health public and reported to
sanitation department

2. · Using procedures like cardiopulmonary resuscitation, even
some surgeries
· Giving attention to the patients if they have an accident on the
street near to the hospital
Physician (Alhameña de Hosteleria), Almeria, Spain
06/2009 to 07/2010
· Treating patients with rheumatic diseases
· Scheduling duty hours for medical staff
Hospital Isaias Duarte Cancino, Colombia
06/2007 to 06/2009
Health Administration. (Specialist)
· Making contracts with physicians and Service providers
· Coordinating the surgery area and hospitalization area.
· Overseeing Nurses and Physicians
· Guaranteeing a safety environment to work with inpatients.
Hospital Primitivo Iglesias, Cali, Colombia
06/2005 to 06/2007
· Physician (General Practitioner)
Hospital Jose Rufino Vivas, Dagua, Valle, Colombia
09/2004 to 2005
· Social service. (General Practitioner)
Education
Nurse Practitioner
2020
Florida Board of Nursing – Florida National university
Registered Nurse
2019

3. Florida Board of Nursing - The University of The State of New
York
Electrologist
2018
Board of electrolysis of Florida
American Board of Surgical Assistant.
02/2015
Certified Surgical Assistant. Aurora, CO.
American Registry of Medical Assistant.
11/2014
Registered Medical Assistant. Westfield, MA.
Universidad Santiago de Cali. Colombia.
Physician (General Practitioner).
1997-2004
Universidad Javeriana, Cali. Colombia,
Public Health Administration Specialist.
10/2007
Computer Skills
Microsoft Word and Excel, Power Point, Front Page Internet,
Electronic Medical Record and Electronic Health record.
5/26/2020 Print Preview
https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=978
1285872643&id=30222998&nbId=116383&snapshotId=116383
&dockAppUid=101& 1/3
Chapter 16: Implementing HR Strategy: High-Performance
Work Systems: 16.4b Establishing a Communications Plan
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning

4. 16.4b Establishing a Communications Plan
Building support for an HPWS and implementing it will be more
readily accomplished if a
member of top management plays the role of sponsor, or
champion, and spends a
substantial portion of his or her time in that role communicating
with employees about the
reasons and approaches to change. The champion and top
managers then need to work
closely with middle managers to make the change happen.
According to research by Dr.
Ethan Mollick at the Wharton School at the University of
Pennsylvania, because middle
managers operate in the trenches of an organization amid both
its people and processes,
they can have a big impact on a firm’s performance and how
fast changes take place.
Nonetheless, major transformations should not be shouldered by
middle managers alone.
Rather, the CEO and the senior management team need to
establish the context for change
and communicate the vision more broadly to the entire
organization. For example,
executives at Harley-Davidson tried to institute employee
involvement groups without first
demonstrating their own personal commitment to the program.
Not surprisingly, employees
were apathetic and in some cases referred to the proposed
changes as just “another fine
program” put in place by the personnel department. The
executives learned the hard way
that commitment from the top is essential in order to establish
mutual trust between

5. employees and managers.
Similarly, the CEO of a business consulting company was
adamant that his 24 vice
presidents understand a new initiative and give a short speech at
an introductory session.
On the day of the program’s launch, however, the CEO himself
did not show up. The
message to the vice presidents was clear. The CEO did not think
the change was important
enough to become an active participant. Not surprisingly, the
change was never
implemented.
Although we have emphasized the importance of executive
commitment, top-down
communication is not enough. Two-way communication not
only can result in better
decisions, it may help to diminish the fears and concerns of
employees when facing
changes. For example, prior to being purchased by a competitor,
Solectron Corporation, a
winner of the Baldrige National Quality Award, tried to
implement high-performance work
systems to capitalize on the knowledge and experience of its
employees. A pilot program
showed immediate gains in productivity of almost 20 percent
after the switch to self-
managed teams and team-based compensation. Although
Solectron’s rapid growth of more
than 50 percent per year made it unlikely that middle managers
would be laid off, the loss of
control to empowered teams made many of them reluctant to
implement a high-performance
work system.

6. javascript://
javascript://
5/26/2020 Print Preview
https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=978
1285872643&id=30222998&nbId=116383&snapshotId=116383
&dockAppUid=101& 2/3
If the managers had participated in discussions about
operational and financial aspects of
the business, they might not have felt so threatened by the
change. Open exchange and
communication at an early stage pay off later as the system
unfolds. Ongoing dialogue at all
levels helps reaffirm commitment, answer questions that come
up, and identify areas for
improvement throughout implementation. Recall that one of the
principles of high-
performance work systems is sharing information. This
principle is instrumental to success
both during implementation and once the system is in place.
Navigating the Transition to High-Performance Work Systems
Different organizations implement high-performance work
systems in different ways. In start-
up firms, managers have the advantage of being able to put
everything in place at once.
However, when organizations have to be retrofitted, the process
can be a bit more
cumbersome. For example, when Honeywell switched to a high-
performance work system
in its plant in Chandler, Arizona, employees attended training
programs and participated in

7. the redesign of their jobs while the plant was shut down to be
reequipped with new
technology. When the new plant was reopened, self-managing
teams were put in place, and
a new pay system was implemented for the high-performance
workforce.
Not every organization has the luxury of suspending operations
while changes are put in
place. For example, in already existing organizations, the pieces
of the system often have to
be changed incrementally rather than as a total program.
Nevertheless, establishing an
implementation plan that provides a timetable and process for
mapping key business
processes, redesigning the work flow, and training employees
can keep the effort from
bogging down.
Communication at all levels is the key to successful
implementation of a high-
performance work system.
javascript://
5/26/2020 Print Preview
https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=978
1285872643&id=30222998&nbId=116383&snapshotId=116383
&dockAppUid=101& 3/3
© Andrey_Popov/ Shutterstock.com
Adhering to New Procedures

8. Following the new procedures required to implement an HPWS
is often the hardest part of
the job. As Ruth Wright, manager of the Council for Senior
Human Resource Executives,
puts it, “Procedure is the ‘rug’ on which alliances [between the
firm’s stakeholders] stand.
Pull it out by making a unilateral management determination or
otherwise changing the rules
of the game, and the initiative will falter. Procedure keeps the
parties focused.”
HR managers are in a good position to help employees in
transition handle what they are
going through in terms of changes. When the old ways of doing
things are abandoned,
many experienced employees begin to feel like beginners again
on the job. This can be
stressful and sometimes polarizes employees. As a coping
mechanism, many are likely to
fall back on older routines. Texas Instruments created its High
Performance Organization
Development unit to facilitate the transition to a high-
performance work system. Other
organizations such as Merck, Ford, and Deutsche Bank have
also developed special HR
units to manage organizational change. Unilever created a
transition team of senior line and
HR managers to oversee the implementation of high-
performance teams and develop an
implementation road map.
Chapter 16: Implementing HR Strategy: High-Performance
Work Systems: 16.4b Establishing a Communications Plan
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning

9. © 2020 Cengage Learning Inc. All rights reserved. No part of
this work may by reproduced or used in any form or by any
means -
graphic, electronic, or mechanical, or in any other manner -
without the written permission of the copyright holder.
http://shutterstock.com/
javascript://
javascript://
5/26/2020 Print Preview
https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=978
1285872643&id=30222997&snapshotId=116383&dockAppUid=
101&nbId=116383& 1/2
(1)
(2)
(3)
(4)
LO 1
What is the first thing you think about when
you read the word “PEST”?
Chapter 15: International Human Resources Management: 15.1
Analyzing Your International Environment
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])

10. © 2016 Cengage Learning, Cengage Learning
15.1 Analyzing Your International Environment
In Chapter 1, we highlighted some of
the global trends affecting human
resource management. The global
environment of today is much different
than it was 10 years ago. Because
political, economic, social, and
technological conditions are constantly
shifting across the world, how people are managed in those
changing environments will shift
as well. To systematically help companies manage in the global
environment, political,
economic, sociocultural, and technological (PEST) analysis acts
as an audit of a company’s
environmental influences to help it determine its strategy and
HR response. On your own
you may not be able to change these environmental factors, but
it is important for you to
understand what they are so you can take advantage of
opportunities and steer clear of
threats found within the different country environments in
which your company may operate.
Conducting a PEST analysis entails scanning different
contextual environments to
understand the long-term trends and how they might impact a
company. As an HR
manager, PEST analyses can help you to
spot business or personnel opportunities, and it gives you
advanced warning of
threats,
spot trends in the business environment so you can proactively

11. adapt to these
changes,
avoid implementing HR practices in a particular country where
they may fail, and
break free of old habits and assumptions about how people
should be managed
to help bring about innovative ideas for the entire company.
To conduct a PEST analysis, you should first decide upon the
appropriate environmental
factors that need to be considered and assessed. See Table 1 for
a list of factors. Next, you
should assess how these factors affect your company’s
international operations. Finally,
based on these PEST factors and how your company forms its
international operations, you
should develop the appropriate HR practices in the appropriate
locations and for the
appropriate employees. Below, we begin by showing you how to
perform a PEST analysis—
something completely different from an analysis of issues you
may be facing with household
insects and rodents.
javascript://
javascript://
5/26/2020 Print Preview
https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=978
1285872643&id=30222997&snapshotId=116383&dockAppUid=
101&nbId=116383& 2/2

12. Chapter 15: International Human Resources Management: 15.1
Analyzing Your International Environment
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning
© 2020 Cengage Learning Inc. All rights reserved. No part of
this work may by reproduced or used in any form or by any
means -
graphic, electronic, or mechanical, or in any other manner -
without the written permission of the copyright holder.
5/26/2020 Print Preview
https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=978
1285872643&id=30222998&nbId=116383&snapshotId=116383
&dockAppUid=101& 1/4
Chapter 16: Implementing HR Strategy: High-Performance
Work Systems: 16.4c Evaluating and Sustaining the Success of
the
System
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning
16.4c Evaluating and Sustaining the Success of the System
Once high-performance work systems are in place, they need to
be monitored and
evaluated over time. First, there should be a process audit
(Determining whether the high-
performance work system has been implemented as designed) to

13. determine whether the
system has been implemented as it was designed and whether
the principles of high-
performance work systems are being reinforced. Questions such
as the following might be
included in the audit:
Are employees actually working together, or is the term “team”
just a label?
Are employees getting the information they need to make
empowered decisions, and
are they engaged?
Are training programs developing the knowledge and skills
employees need?
Are employees being rewarded for good performance and useful
suggestions?
Are employees treated fairly so that power differences are
minimal?
Second, the evaluation process should focus on the goals of
high-performance work
systems. To determine whether the program is succeeding,
managers should look at metrics
such as the following:
Are the behaviors the organization desires being exhibited on
the job?
Are quality, productivity, flexibility, and customer service
objectives being met?
Are quality-of-life goals being achieved for employees?

14. Is the organization more competitive than in the past?
Implementing an HPWS is one thing. Sustaining it is another.
As with any change activity,
there will be missteps during the system’s implementation for
any number of reasons. Xerox
Corporation found that when it implemented teams without also
changing the compensation
system to support teamwork, it got caught in a bad transition.
The teams actually showed
poorer performance than did employees working in settings that
supported their individual
contributions. Xerox’s executives concluded that they needed to
change the entire system at
once because piecemeal changes were actually detrimental. In
other words, building and
fostering high-performance work systems must be an ongoing
activity. Perhaps the job is
never fully completed.
javascript://
5/26/2020 Print Preview
https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=978
1285872643&id=30222998&nbId=116383&snapshotId=116383
&dockAppUid=101& 2/4
Moreover, even though an HPWS can increase employee
satisfaction and engagement,
because the work teams in such a system are performing at their
peak, burnout can be an
issue. For example, employees of Facebook are the youngest
and most satisfied of workers

15. in big U.S. tech firms, but a recent survey found they are also
the most stressed out. If
there are not enough staff members to manage the volume of
work, stress is almost
guaranteed.
Employee poaching by competitors can be an issue, too.
Motorola’s Indian division
discovered this firsthand. The division strategically recruited its
employees and put together
a high-performance work system, thereby capturing a significant
amount of India’s mobile
device business. Later the division discovered that its
employees were being hotly sought
after by other companies such as Nokia. Consequently,
Motorola had to look for new ways
to retain and motivate the division’s workforce.
Finally, high-performance work systems should be periodically
reevaluated in terms of new
organizational priorities and initiatives. Because a high-
performance work system is built to
deliver value to customers and thereby increase a firm’s
strength, as their needs change, so
too should the system. When change occurs, it should be guided
by a clear understanding
of the business needs and exhibit a close alignment with
strategy.
Small Business Application
Are Your Employees Engaged, or Do You Need an HPWS?
Companies with disengaged workforces suffer from problems
that do not seem to
get better, including excessive employee turnover, lower

16. productivity, and profits.
When employees are engaged, however, the results can be much
different. One
Gallup study reported that firms with top engagement scores
had 18 percent higher
productivity and 16 percent higher profitability. According to a
study by the
Corporate Executive Board, engaged employees outperform
average employees by
20 percent and are 87 percent less likely to leave their
organizations than highly
disengaged employees. Because there simply is not enough
margin for error when it
comes to performance in today’s highly competitive
environment, in a small
business, engagement can have an even bigger impact.
As a small business owner, how do you know if your employees
are engaged or
not? One way would be to survey them. Gallup has come up
with a 12-question
survey designed to gauge employee engagement that includes:
Do you have the materials and equipment you need to do your
work right?
At work, do you have the opportunity to do what you do best
every day?
In the last seven days, have you received recognition or praise
for doing good
work?
javascript://

17. 5/26/2020 Print Preview
https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=978
1285872643&id=30222998&nbId=116383&snapshotId=116383
&dockAppUid=101& 3/4
Does your supervisor, or someone at work, seem to care about
you as a
person?
Is there someone at work who encourages your development?
At work, do your opinions seem to count?
Barb Taylor Krantz, the author of HR Professionals, Leadership,
Personal Growth,
has a better idea about how to measure engagement: Why not
just talk to your
employees? There is no way a CEO of a large company could
talk to all of the firm’s
employees. Small businesspeople have that luxury. Do not do it
during a
performance evaluation but during a relaxed and casual
conversation, Clough
suggests. Ask employees to talk about why they work for your
organization, what
motivates them to achieve, and what success on the job looks
like. Which aspects
of their jobs are most satisfying, and how could they contribute
more in those areas?
What challenging goals can they set for their own development?
If they cannot
answer these questions, chances are good that they are not
engaged.
So how can you increase the engagement of employees other

18. than by asking them
to work harder than they already are? Simply looking for a
quick fix to engagement
is not likely to be a solution because engagement is a
measurement. “People who
think their holy grail is increasing their employee engagement
score are sorely
mistaken,” says HR blogger Gautam Ghosh. “For world-class
companies like
Southwest Airlines, employee engagement is a way of life that’s
taken them years to
build into their cultures. It’s not a strategy or program to them.
It’s just part of their
corporate DNA.”
Thus, what you may need to do as a small business owner is
look at the culture of
your firm, rethink how you operate, and implement the concepts
in this chapter. In
addition to the suggestions in this chapter, two good
publications that can help a
small business person implement an HPWS are The HR
Scorecard: Linking People,
Strategy, and Performance by Dave Ulrich, Mark A Huselid, and
Brian E. Becker,
and The Power of Full Engagement: Managing Energy, Not
Time, Is the Key to High
Performance and Personal Renewal by Jim Loehr and Tony
Schwartz. As this
chapter has explained, research has shown that high-
performance work systems
can successfully be used by small- and medium-sized
organizations as well large
ones.
Sources: Barb Krantz Taylor, “Are Employees Going Above and

19. Beyond?” The Bailey Group (July 10,
2009), http://www.thebaileygroup.com; “The Backlash against
Employee Engagement,” RiseSmart (April
2, 2010), http://www.risesmart.com.
Chapter 16: Implementing HR Strategy: High-Performance
Work Systems: 16.4c Evaluating and Sustaining the Success of
the
System
Book Title: Managing Human Resources
http://www.thebaileygroup.com/
http://www.risesmart.com/
5/26/2020 Print Preview
https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=978
1285872643&id=30222998&nbId=116383&snapshotId=116383
&dockAppUid=101& 4/4
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning
© 2020 Cengage Learning Inc. All rights reserved. No part of
this work may by reproduced or used in any form or by any
means -
graphic, electronic, or mechanical, or in any other manner -
without the written permission of the copyright holder.
5/26/2020 Print Preview

20. https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=978
1285872643&id=30222998&snapshotId=116383&dockAppUid=
101&nbId=116383& 1/2
LO 3
What obstacles do you think managers might
face when implementing a high-performance
work system?
Chapter 16: Implementing HR Strategy: High-Performance
Work Systems: 16.4 Implementing the System
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning
16.4 Implementing the System
So far we have talked about the
principles, practices, and goals of high-
performance work systems.
Unfortunately, these design issues pose
probably less than half of the challenges
that must be met to ensure an HPWS is
successful. Much of what looks good in
the planning stage gets messy during
implementation. The American Society for Training and
Development (ASTD) asked
managers and consultants to identify the critical factors that can
make or break a high-
performance work system. The respondents identified the
following actions as necessary for
success (see Figure 16.5):
Make a compelling case for change linked to the company’s
business strategy.

21. Ensure that change is “owned” by senior and line managers.
Allocate sufficient resources and support for the change effort.
Ensure early and broad communication of the effort.
Ensure that teams are implemented in a systemic way.
Establish methods for measuring the results of the change.
Ensure continuity of leadership and appoint “champions” of the
initiative.
Figure 16.5
Implementing High-Performance Work Systems
javascript://
javascript://
5/26/2020 Print Preview
https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=978
1285872643&id=30222998&snapshotId=116383&dockAppUid=
101&nbId=116383& 2/2
Implementing High-Performance Work Systems
© Cengage Learning
Many of these recommendations are applicable to almost any
change initiative, but they are
especially important for broad-based change efforts needed to
implement high-performance

22. work systems. Some of the most critical issues are discussed
next.
Chapter 16: Implementing HR Strategy: High-Performance
Work Systems: 16.4 Implementing the System
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning
© 2020 Cengage Learning Inc. All rights reserved. No part of
this work may by reproduced or used in any form or by any
means -
graphic, electronic, or mechanical, or in any other manner -
without the written permission of the copyright holder.
5/26/2020 Print Preview
https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=978
1285872643&id=30222998&nbId=116383&snapshotId=116383
&dockAppUid=101& 1/1
LO 4
Is having a high-performance work system
enough to give a firm a competitive
advantage?
Chapter 16: Implementing HR Strategy: High-Performance
Work Systems: 16.5 Outcomes of High-Performance Work
Systems
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning

23. 16.5 Outcomes of High-Performance Work Systems
Organizations achieve a wide variety of
outcomes from high-performance work
systems and effective human resources
management. We have categorized
these outcomes in terms of either
employee concerns such as quality-of-
work-life issues and job security or
competitive challenges such as the
firm’s performance, productivity, and profitability. Throughout
the text, we have emphasized
that the best organizations find ways to achieve a balance
between these two sets of
outcomes and pursue activities that improve both.
Chapter 16: Implementing HR Strategy: High-Performance
Work Systems: 16.5 Outcomes of High-Performance Work
Systems
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning
© 2020 Cengage Learning Inc. All rights reserved. No part of
this work may by reproduced or used in any form or by any
means -
graphic, electronic, or mechanical, or in any other manner -
without the written permission of the copyright holder.
5/26/2020 Print Preview
https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=978
1285872643&id=30222998&nbId=116383&snapshotId=116383

24. &dockAppUid=101& 1/2
Chapter 16: Implementing HR Strategy: High-Performance
Work Systems: 16.4a Building a Business Case for Change and
Engaging
Stakeholders
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning
16.4a Building a Business Case for Change and Engaging
Stakeholders
Change can be threatening because it asks people to abandon the
old ways of doing things
and accept new approaches that, to them at least, are untested.
Managers have to build a
case that the changes needed to implement a high-performance
work system are in place.
Figure 16.6 shows how to “build a bridge” with the firm’s
stakeholders such as its
employees, the unions it works with, and other groups when
implementing a high-
performance work systems. One of the best ways to do so is to
show these groups
where the business is today—its current performance and
capabilities. Then show them
where the organization needs to be in the future. The gap
between today and the future
represents a starting point for discussion. When executives at
TRW wanted to make a case
for change to high-performance work systems, they used
employee attitude surveys and
data on turnover costs. The data provided enough ammunition to
get a conversation going
about needed changes and sparked some suggestions about how

25. they could be
implemented.
Figure 16.6
Building Cooperation with Stakeholders
Source: Adapted from the Conference Board of Canada.
Some research studies have found that unions can be a barrier to
high-performance work
systems, perhaps because unions are concerned that the
efficiencies achieved might be so
great that workers can be eliminated. To help get unions on
board, managers should try
to create “win-win” situations in which all stakeholders,
including unions, gain from the
javascript://
javascript://
javascript://
5/26/2020 Print Preview
https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=978
1285872643&id=30222998&nbId=116383&snapshotId=116383
&dockAppUid=101& 2/2
implementation of high-performance work systems.
Organizations such as Shell and
Novartis have found that “interest-based” (win-win) approaches
work best.
Similarly, multinational firms need to gain the support of their
supply-chain partners and

26. customers abroad. For example, Celestica, Inc., a Toronto-based
provider of electronics
manufacturing services and products, started out as a single,
wholly owned subsidiary of
IBM. Today, however, the spin-off company has dozens of
electronics manufacturing and
design centers around the world. Being sensitive to different
cultures and their ways of
doing business as well as building relationships with them has
been critical to the success of
Celestica’s high-performance work system.
Last, but certainly not least, getting the firm’s HR department
on board is a crucial because
it’s an enabler of a company’s human capital. When high-
performance work systems are
used in their firms, managers perceive their HR departments as
having more strategic
value.
Chapter 16: Implementing HR Strategy: High-Performance
Work Systems: 16.4a Building a Business Case for Change and
Engaging
Stakeholders
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning
© 2020 Cengage Learning Inc. All rights reserved. No part of
this work may by reproduced or used in any form or by any
means -
graphic, electronic, or mechanical, or in any other manner -
without the written permission of the copyright holder.
javascript://