PAC Resources Inc.’s Human Resource Practices

Topic: Business Words: 1082 Pages: 3 Updated: Feb 23, 2024

Introduction
Problems
Solutions
Plan of Implementation
Buy-in and Support
Implementation
Measurements
Conclusion
References

Introduction

This report focuses on PAC Resources Inc.’s case study and human resource (HR) practices. The information will identify difficulties in each of the five human resource functional domains and propose answers to one strategic problem found in each room. A plan for implementing the answers will be developed along with ways to obtain buy-in and support for the project. The implementation process and methods to address problems that may occur during the implementation will also be discussed. Finally, the report will recommend measures to evaluate the plan’s success.

Problems

The main problem in recruitment and selection is the lack of diversity in the workforce. PAC Resources Inc. has a primarily male workforce, and more women and people from other backgrounds are needed to improve diversity (Gusdorf et al., 2011). The problem in training and development is the lack of a structured program. No formal training program exists, and employees are not given enough opportunities to develop their skills.

The problem in performance management is the lack of communication between managers and employees. No clear feedback is given to employees, and no system is in place for recognizing and rewarding high performers (Gusdorf et al., 2011). The problem with compensation and benefits is the lack of competitive salaries and benefits. Employees are not being paid at market rates, and no incentive program is in place to retain high performers. The problem in employee relations is the lack of employee engagement. There is a lack of communication between employees and management, and employees do not feel valued or heard (Gusdorf et al., 2011).

Solutions

Develop a diversity recruitment program to attract and hire more women and people from diverse backgrounds. Provide unconscious bias training to hiring managers to ensure fair and equal hiring practices (Ozkeser, 2019). Partner with local organizations to create a pipeline of diverse talent. Develop a formal training and development program that allows employees to develop their skills and advance their careers. Implement a mentorship program to guide and support employees (Ozkeser, 2019). Offer tuition reimbursement for employees to pursue further education and certifications.

Implement a regular performance review process that includes clear and constructive employee feedback. Develop a recognition and reward program to incentivize high performers and retain top talent (Ozkeser, 2019). Provide training to managers on how to effectively manage and motivate their teams. Conduct a market analysis to ensure that salaries and benefits are competitive. Implement an incentive program to reward high performers and retain top talent (Ozkeser, 2019). Develop a comprehensive benefits package that includes health insurance, retirement plans, and other employee perks. Increase communication and transparency between management and employees through regular town hall meetings and open-door policies. Implement an employee feedback system to gather employee input and suggestions (Ozkeser, 2019). Create employee engagement programs to promote a positive and inclusive work environment.

Plan of Implementation

The implementation plan will be in a matrix format with headings: HR functional area, action required, action by, and time needed/deadline(s) for each area of HR.

Table 1: Implementation Plan for PAC Inc.

HR Functional Area	Action Required	Action By	Time Required/Deadline
1. Recruitment	Increase diversity in the candidate pool	HR Department	Continuous
	Implement a blind resume review process.	HR Department	Within six months
	Attend job fairs and industry events.	HR Department	Quarterly
2. Training	Develop a diversity and inclusion training program	HR Department	Within three months
	Provide training for all employees on unconscious bias	HR Department	Within six months
	Offer cross-functional training opportunities.	HR Department	Ongoing
3. Performance	Create a performance management system	HR Department	Within six months
	Conduct regular performance evaluations.	Managers	Ongoing
	Use objective criteria for promotions and salary increases	Managers	Ongoing
4. Compensation	Conduct a pay equity audit	HR Department	Within 6 months
	Establish a salary range for each position (Ozkeser, 2019)	HR Department	Within 6 months
	Offer competitive benefits and perks	HR Department	Ongoing
5. Employee Relations	Implement a diversity and inclusion committee (Ozkeser, 2019)	HR Department	Within 3 months
	Create an anonymous employee feedback system (Ozkeser, 2019)	HR Department	Within 6 months
	Address and resolve any complaints or issues promptly	Managers and HR Department	Ongoing

Buy-in and Support

To gain approval and backing for the proposal, the following measures will be executed. Create a presentation that identifies the HR functional areas’ issues and how the proposed solutions will tackle them (Ozkeser, 2019). Offer evidence and studies to justify the necessity for changes and the advantages of the proposed solutions. Solicit feedback and recommendations from employees and management to ensure that the plan is all-encompassing and addresses all concerns (Ozkeser, 2019). Design a communication strategy to keep employees and management informed during the implementation phase.

Implementation

Possible problems that may emerge throughout the implementation process are the next ones. Opposition from employees or management who are not in favor of the alterations (Ozkeser, 2019). Insufficient resources or budgetary constraints, and difficulty in assessing the plan’s effectiveness.

To tackle these issues, the following approaches will be employed: Design a change management strategy that integrates methods for handling resistance to change. Perform a cost-benefit analysis to guarantee that the plan is viable and financially feasible. Create a measurement strategy that incorporates metrics to assess the plan’s success.

Measurements

To measure the effectiveness of the plan, the following numerical metrics will be used: The proportion of underrepresented groups in the workforce will increase from 25% to 35% within the next two years. Employee satisfaction scores will increase by at least 10% in the next year.

At least 80% of employees will report feeling engaged and connected to the organization, compared to the current rate of 60%. Turnover rates will decrease from 20% to 10% within the next two years. The average rating of employee performance will increase by at least 1 point on a 5-point scale in the next year. Absenteeism rates will decrease from an average of 3 days per employee per year to 2 days per employee per year within the next year.

Conclusion

In conclusion, PAC Resources Inc. faces challenges in each of the five functional areas of HR. The proposed solutions aim to address these challenges and improve the overall HR practices of the organization. The implementation plan includes an action plan and strategies for obtaining buy-in and support, addressing implementation problems, and measuring the project’s success. By implementing these solutions, PAC Resources Inc. can create a more inclusive and engaged workforce, improve employee satisfaction and retention, and ultimately increase the organization’s success.

References

Gusdorf, M. L., MBA, & SPHR. (2011). PAC Resources, Inc: A case study in HR practices. Society for Human Resource Management.

Ozkeser, B. (2019). Impact of training on employee motivation in human resources management. Procedia Computer Science, 158, 802–810. Web.