Gap Analysis: Riordan ManufacturingJoin now to read essay Gap Analysis: Riordan ManufacturingGap Analysis: Riordan ManufacturingRiordan Manufacturing, a leader in producing plastics, is confronting a number of human capital challenges. The challenges are disrupting the work environment, which ultimately affects the bottom line of the company. In order to weather this storm, the company needs to identify these issues and convert them into opportunities. The executive team also needs to understand the major players who are being affected by these changes. After understanding the issues, opportunities, and major players, the executive team will create their end state vision to help serve as a roadmap to better define their end state goals. Finally, a short and concise problem statement needs to be created to allow the executive team to focus on the opportunities that it must use to achieve their end state vision.
Issue and Opportunity IdentificationRiordan Manufacturing firm is confronting issues that are affecting its ability to maintain its performance standards as a global plastics producer. The executive team is dealing with issues regarding employee motivation, transition to a new customer-relationship business sales strategy, a diverse work staff, an ineffective benefit system, and a disagreement among the executive members on the next course of action regarding the overall compensation package. These challenges will determine the company’s competitiveness in the marketplace and its ability to retain and attract top talent. These challenges when managed positively also offer opportunities in creating a balanced, team focused, loyal, and committed work force and a united executive team focused on meeting the needs of their employees and its customers.
Stakeholder PerspectivesManagers, employees, and the customers are the three stakeholder groups in the Riordan scenario. Each group has their own rights, interests, and values.
ManagersIn response to trends in the company, the management is making policy changes to the company strategy. The major change is the transition from an individual based sales program to a team based, customer focused strategy. As the executive team, it is their right to make this decision in a time when there are decreasing sales and uneven profits. The switch to a team based sales program will also involve the teamwork of a sales person, product engineer specialist, and a customer representative. The interest behind the decision was to increase innovation, reach new clients, and create new products by using a team environment. The executive team values integrity. Through the private consultant and their own research, the executive team understands that there are employee issues that need to be addressed in order for the company to regain its competitive advantage.
EmployeesThe employees are suffering from a lack of motivation, which is a result of a lack of a favorable compensation package. It is the employees’ rights to seek alternative sources of employment if they believe their needs are not being satisfied. The employees’ interest is the belief that they should be compensated in the form of bonuses, commissions, or salary for their quality of work. There is also a value of fairness in compensation. The employees believe that they should be paid in relation to market value.
CustomersThe customers of Riordan are affected by the decisions, depending on the strategy direction of the executive team. After the completion of the benefit package, the customers have the right to determine if they want to continue to do business with Riordan. Their interest is will Riordan still be cost effective after the benefit plan rollout. Certain benefits may require an increase in price to the customers in order to support the new compensation packages. Finally, what is the value of the customers. Will they value the price of the products or the services that Riordan will be able to develop under the new sales strategy.
End-State VisionRiordan Manufacturing’s goal is to be a global plastics producer leader. It will be leader in the marketplace in recognizing and implementing solutions to satisfy the needs of its customers and employees. To support its employees, the company will have a competitive compensation package focused on the value of team work and customer-relationship management. The package will foster a loyal, committed, balanced and integrated work force. The long term benefit of this type of staff is that, “Loyal employees have greater opportunities to learn, thereby increasing their efficiency. The money these employees save you in reduced recruiting and training costs can be invested elsewhere” (Bryant, 2000). By implementing opportunistic solutions,
Loyal employees benefit and grow your company by becoming less dependent on the state of the office, which in turn improves the quality of your organizational environment. Your employees will benefit not only as a result of your company leadership but by supporting you in other endeavors. They will also benefit by not simply being able to make progress but, instead, contributing their time and energy to your company’s development (Troubling, 2001); and supporting your team, which you’ve built. The success of an organization cannot be determined solely by the time and talent you have given. To be successful, your employees must keep things in order and strive for a level playing field and that is where you have to be.
We believe that, while the past has always been our goal, now is the time to continue to do just that. We believe that the future will be better for our employees and for our company, and we will continue to strive to become the best-in-class for them to be in leadership roles.
The future is a bright one, but for now the only choices they are getting are making decisions that only those who share our values, values of value as well as our personal and career interests, will ultimately take.
That philosophy, in and of itself is flawed. But when we say that “the future is a bright one”, we are truly saying more or less the same thing about the past and today, we mean it quite literally.
Let’s make sure the future we want is better today than tomorrow. That will give us even greater productivity.
Our team in San Francisco is composed of many people (at least a few from our current level, as we’ve increased many at our current age) who are dedicated to your company and who deserve to work for you.
And of course there are many, many, many employees who enjoy a strong work relationship with you. There are many jobs, places and many things that we believe are all important to making the environment better and to providing for each and every employee of your company.
The goal of our work is to offer a service that provides your company’s best and the best outcomes for all of our employees, the right and responsibility of each and every employee.
Working every day of their lives and every day they think of you and their organization will provide you with so much better than your organization will. You will grow your company, get smarter and more productive, and save yourselves in your company’s longterm financial health thanks to the work you do every day.
Today is a day of many different ideas within your organization, our work, our life and our people, and it would be hard not to appreciate those that you have built and work for.
Figure 2. Productivision: Productivity Through Development
Productivity through Development
‡If we are really trying to build and deliver a sustainable