This assignment is divided into TWO different parts and should be handled as such, with each part with its abstract main body, conclusion and reference.
• Garey, R. W. (2011). Business literacy survival guide for HR professionals. Alexandria, VA: Society for Human Resource Management.
o Chapter 2, “The Seven Competencies”
• Haines, S. G., & McKinlay, J. (2007). Reinventing strategic planning: The systems thinking approach. San Diego, CA: Systems Thinking Press.
The Systems Thinking Approach by Haines, S. G. Copyright 2009 by Systems Thinking Press. Reprinted by permission.
o Chapter 5, “Smart Start: Plan-to-Plan (Step #1)”
o Chapter 6, “Environmental Scanning and the Parallel Involvement Process”
o Chapter 9, “Internal Current State Assessment (Step #4–Part One)“
o Chapter 10, “External Current State Assessment (Step #4–Part Two)”
• Skaržauskiene, A. (2010). Managing complexity: Systems thinking as a catalyst of the organization performance. Measuring Business Excellence, 14(4), 49–64.
Retrieved from the Walden Library databases.
• Tracey, J. B., & Nathan, A. E. (2002). The strategic and operational roles of human resources: An emerging model. Cornell Hotel and Restaurant Administration Quarterly, 43(4), 17–26.
Retrieved from the Walden Library databases.
• U.S. SECURITIES AND EXCHANGE COMMISSION. (2016). EDGAR. Company Filings. Retrieved from https://www.sec.gov/edgar/searchedgar/companysearch.html
To find a particular company’s Form 10-K filings, use the Company Search for the SEC’s EDGAR database. On the returned listing of filings for the company, enter “10-K” in the Filing Type box near the top of the page to filter for only Forms 10-K that have been filed.
HR GAP ANALYSIS
Here is what is required for the HR Gap Analysis, specifically to be used as a graphic in your Week 2 Paper and your Annual HR Operating Plan (AHROP).
The HR Gap analysis needs to include 3 columns only, exactly as written below:
HR Gap Analysis for
Key Organization Strategies Key HR Strategies Gaps Between HR & Org Strategies
Directions to complete HR Gap Analysis:
• Key Organization Strategies (2 – 5) – (big) organization-wide strategies for the company that are part of the organizational strategic plan (you can make assumptions about this based on your knowledge of the company you chose).
• Key HR Strategies (2 – 5) – These are the strategies that HR currently has in place to support the organization’s strategic plan.
• Gaps Between HR & Organizational Strategies – Identify gaps that currently exist in HR and that need to be addressed by the Human Resources Department in the year ahead to help the company achieve their organizational strategies and general business objectives.
• The gaps, when coupled with the HR SWOT analysis, will serve as the basis for the HR strategies that need to be developed in your Annual HR Operating Plan (AHROP).
o Write these strategies as strategies, i.e., as one sentence showing movement one way or another (e.g., improve or decrease, grow or decrease, etc.) and that are specific and measurable (see the Haines text for help writing them, because they must contain verb, be in the form of a forward moving statement, and be measureable). You may need to assume what these are from information you have read about your company. Very few organizations publish any planning documents, so make assumptions – but they must be informed and intelligent.
o Include this table or matrix as either a figure in the body of the paper or as an Appendix, making proper reference to it in your plan. For the AHROP, it must be in the Appendix, as directed.
• HR SWOT Matrix
HR SWOT Analysis: MUST DO’s and HOW TO’s
Here are the Guidelines:
This HR SWOT Analysis Matrix document provided is the format you MUST use in recording the HR Strengths, Weaknesses, Opportunities and Threats for your chosen organization’s HR Department. *You CANNOT alter any aspect of this matrix, i.e., so do not leave out any labels, do not change language, do not add language, etc., because this is the business standard that is used.
• The strengths and weaknesses focus on the internal factors that arise within an organization, e.g., strong or weak leadership, low/high turnover, stellar reputation (or not), employee loyalty, competitive compensation packages (or not), litigation (lots or none), succession plan in place (or not), abundant talent (or not), etc .
• The opportunities and threats focus on the external factors that occur/originate outside of an organization but impact it in some way, e.g., the economy, federal mandates, pending legislation, business climate, completion, etc.
List as many elements as you can in each of the 4 categories, since these are key to planning, and in planning, you need to capture as much as you can as data points to use in planning the future. There should be at least 6 – 8 in each category
Part 1(Using Apple Inc as the Test Company)
For this Discussion, review this week’s Learning Resources, especially the article “Managing Complexity: Systems Thinking as a Catalyst of the Organization Performance,” and think about a workplace situation which you have experienced or have read about, where short-term (or short-sighted) thinking was turned successfully into strategic thinking, or strategic management, to really produce the best outcome. Quick fixes and short-sighted approaches are not always the best outcome in the long run.
Post an analysis of what you would have done to turn a case of short-term thinking into strategic thinking and management, and what you would need to do to get others to be willing to follow your lead on this shift in thinking and managing. What obstacles might you anticipate?
(Be sure to support your work with specific citations from this week’s Learning Resources and any additional sources.)
Part 2 (Using Apple Inc as the Test Company)
To complete this Assignment, write a 3- to 4-page paper addressing the following:
• First, using the required template, conduct a SWOT analysis for your organization’s HR, identifying their internal strengths and weaknesses, along with the external opportunities and threats (Note: Assumptions may need to be made based on company background available).
• Next, identify your organization’s top 3-5 business strategies (assumptions and critical thinking will need to be used).
• Conduct an HR Gap Analysis and identify what HR strategies are in place to support the key 3-5 strategies of your chosen organization. In contrasting current HR strategies against the key strategies of that organization, gaps will likely be identified.
• Since strategies are rarely made public, since competitors would find that very helpful to them, you will need to make assumptions about what they are, and you can do this based on the company’s website and their 10-k Form (https://www.sec.gov/edgar/searchedgar/companysearch.html).
Note: To find a particular company’s Form 10-K filings, use the Company Search for the SEC’s EDGAR database. On the returned listing of filings for the company, enter “10-K” in the Filing Type box near the top of the page to filter for only Forms 10-K that have been filed.
• These gaps in HR strategies are needed to support the company’s planned direction as depicted in their key strategies, and will, together with the findings of the SWOT analysis, become the new HR strategies in the next HR Operating Plan.
• Discuss the HR SWOT and Gap analyses and present each as a Matrix in the Appendix:
• Appendix A: 1-page Gap Analysis Matrix as a Table with 3 columns (Organizational Strategies written as strategies, HR Strategies also written as strategies, and HR Gaps). within that discussion which you refer to. *A strategy is written as a single sentence with an action verb showing movement (e.g., to improve, to increase, to implement, etc.). Discussion occurs only in the paper, not in the Matrix.
• Appendix B: 1-page 4-Quadrant HR SWOT Analysis using the provided Template addressing Internal HR strengths and weaknesses, and external opportunities and threats. * Discussion occurs only in the paper, not in the Matrix. This Gap Analysis Matrix will become an Appendix (Appendix A) in your final Human Resources Operating Plan.