Gap Analysis: Riordan ManufacturingGap Analysis: Riordan ManufacturingGap Analysis: Riordan ManufacturingIntroductionRiordan Manufacturing is faced with an interesting, but not uncommon occurrence among businesses, especially larger businesses and ones that have been around a while. Riordan is faced with a motivation and production problem, with much of this believed to be stemming from an inadequate and archaic total rewards system compounded by the problem that the HR department seems to not be getting the type of attention this department needs in a growing, global organization. This paper is designed as a way of exploring the intricacies of this problem and producing a problem statement that will identify the actual problem and not just one of the problems. Before any of this can be explored, though, the issues affecting Riordan must be analyzed. By doing this, there will be opportunities that will be revealed, which brought together with the stakeholder’s perspectives, should give some insight into some proper end-state goals. First, the issues at hand will be explored.
Situation AnalysisIssue and Opportunity IdentificationRiordan is being faced with a variety of issues. It is imperative to bring as many of them as possible to light and try to find an opportunity in the issues. Not all the issues may be affecting the overall problem, but only by identifying them, can Riordan decide this and can they also have the opportunity to act on them at a later time, as these issues may be affecting some other part of the business. But for the specific problem at hand it is important to look at the issues and find the ones that have an opportunity to give Riordan relief. In the next following paragraphs, issues will be identified and the corresponding opportunity will be revealed along with these issues.
It becomes immediately clear that Riordan is having difficulty in motivating a vast amount of “different” types of employees. Currently, Riordan has a wide array of age ranges as well as nationality differences and with both of these comes cultural and generational differences. There is a good opportunity buried in this issue though. Riordan has the opportunity to explore these differences now, listening to the employees needs as well as studying the differences and by doing so, can gain better insight into how to motivate the individuals within these various segments. With the proper motivation, productivity in the workplace will have a chance to flourish.
In connection with the above issue, Riordan seems to have a few issues that may correlate and even exasperate the issue. One of the other issues that have become evident is the fact that the company has waited a long time to do anything about the issues at hand despite early and often warnings from the employees and even those within the leadership team. One of the other issues involved in this is that some of the members of this leadership team are not very cohesive. In addition, when a problem has been brought forward, the company is not getting a complete buy in from the leadership team, as each of them have differences in opinion. There is an opportunity in these issues, that the organization will have the opportunity to perhaps examine the make up of the leadership team and make some changes if necessary. The fact that they have waited so long to do something has not slipped the minds of the employees either and with this there is an opportunity that if the leadership team makes substantive moves, those within the organization will see a commitment that has not been seen previously and in seeing this, the employees should gain a sense of urgency and seriousness, but also a sense of relief knowing something is being done. In regard to the issue of the leadership team not buying in to the ideas or not being on the same page, the team now has an opportunity to come together and take an active role in what is going on in the organization. By using value leadership, the team can be great examples of an organization that wants to change for the betterment of the organization as a whole.
Two final issues identified also possibly go hand in hand. The organization is losing people rapidly and the retention rate of Riordan is starting to become a major issue. The company also seems to have a bad and/or outdated compensation system. Riordan has an opportunity with both of these issues to explore the many employee surveys that have been conducted but failed to be acted upon. They are in a good position of already having years of surveys, where some companies will have to start from the beginning. These surveys can help with the compensation issue also and the company can look into some benchmarking solutions from other companies. It is quite possible that Riordan will find the concept of total rewards as being
Permanent
When is a company in the “deep end” of the IT market willing to hire and retain highly successful individuals? You are right. You know it to be true. If you ask the people looking to hire you, you should ask them about their time in IT before taking the leap; it does not go hand in hand. The fact is, people who go into the IT department immediately after starting their job, have been doing it for many years, and they know how a typical IT job looks. If you look at how the IT hiring company went about the hiring of its employees after they have been in the IT department for 15 years, you would see how people look to their future employers and how they manage their retirement to the point where a typical business person has become a financial success.
The hiring of employees into the IT field is, with the exception of some in the HR industry, pretty much a “labor problem” with low morale, lack of diversity, and a relatively quick, low number of exits at the current management level.
So do you think it’s fair to say that most hiring agencies in general still make great money?
To be fair, the management of many employers makes an excellent money on it.