In order to implement our proposal for doubling the output of the SMC Corporation, we must hire and train over 50 new employees. Including in the training process will be another challenge, which is to assess and retrain SMC's existing workforce including supervisors and directors. Our firm is coping with a larger issue; we must change the corporate culture of SMC as well. As stated in our previous analysis, we are looking to hire and promote minorities and women in a company that has always had a predominantly white-male staff. Our training system is multi-faceted, concentrating not only on tasks and technology but on culture and attitudes as well.
We want to evaluate existing and potential (to an extent) employees viewpoint on SMC's staffing policies and how they view the company culture. We will conduct short formal interviews with all existing employees about their feelings and use this to determine what king of organizational development interventions will be needed (Dessler, 2000). On more rudimentary level, the human resource department along with HGK heads will keep our eyes and ears open to the attitudes of our employees, as we know that increasing the workforce by over 50% will require some immense human relations tactics. .
Before training begins, all company heads and employees involved in training will be required to attend an in-house workshop on the legal aspects of training. This workshop will be pre-pared by the HGK. Specifically, HGK will analyze training needs of three different groups: existing employees, new hires and supervisors and managers.
Due to the enormous nature of corporate change, HGK sees this as a perfect opportunity to sit down and evaluate each existing employees needs on a personal level and well as departmental.