ADM 1370 Lecture Notes - Lecture 2: Verizon Communications, Rocksteady

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orchidkangaroo617

31 Jan 2018

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The human resource manager can help reconcile the con icts of work habits and attitude that arise within the exchange program. The human resource manager can help with the training and coaching of the employees who came from the other location to making sure that they are working ef ciently and they know what and how to do their tasks properly. The human resource manager will be able to improve communication throughout the organization, with better communication, less misunderstandings will occur. Bill and jake will be get more time for time to manage other aspects of rocksteady since the human resource manager will take over the important business aspects like hiring employees and training them. It can take a long time to nd a good human resource manager that is ready to take on such a big role right when they start. Hiring a human resource manager is another expense added to the business.

Related Questions

You are the senior human resource professional in a company and part of the senior strategic management team. The company is a service company that operates five teleprofit centers of 300 representatives each in the following Florida cities: Jacksonville, Orlando, Gainesville, Tampa, and Miami. The CEO has asked the senior strategic team to develop a HR plan that will allow the company to grow by two more teleprofit centers, which will be located in Jacksonville, Florida.

Considering turnover, length of training, hiring success and learning curve for new employeesdevelop a reasonable âhire aheadâ plan, which keeps newly trained employees ready to take the place of employees who leave or are promoted to other positions. The âhire aheadâ plan must allow no more than 3% of the employee base in each of the new teleprofit centers to consist of newly trained employees.

The following factors should be considered while developing the plan:

â¢ There is a human resource budget of $3.5M.

â¢ From the HR Budget, $200K will be dedicated for recruiting and selection.

â¢ Recruiting costs will increase by 30%, but the HR budget will not increase.

â¢ Recruiting will be conducted through Monster, CareerBuilder, Sologig, and in various print publications in the listed cities.

â¢ There will be 4500 applications received per month from the recruiting efforts.

â¢ Average turnover of the teleprofit representatives in the company is 7% per month.

â¢ Average turnover of the teleprofit representatives in Jacksonville is 5% per month.

â¢ New representatives receive two weeks of training in the classroom and two weeks of âside-by-sideâ training before they are on their own.

â¢ All trainer positions are exempt.

â¢ It takes nine months for a representative to be considered âfully trainedâ.

SELECTION PROCESS

Choose as many, or as few, of the following steps to create the selection process that applies best to your plan. All applicants who pass these steps will be hired.

o Pre-screening- performed by a human resource assistant (nonexempt position) - cost of $20 per applicant; 95% of applicants prescreened are successful and are passed on to a recruiter.

o Interviewing- completed by a recruiter (exempt position) - cost of $70 per applicant; 50% of applicants who are interviewed are successful and are then tested. o Employee testing- administered by a human resource assistant- cost of $30 per applicant; 50% of those tested are successful and will have a drug screening check done.

o Drug screening- coordinated by a human resource assistant- cost of $35 per applicant; 95% will have a successful drug screening and then have a background check completed.

o Background check- coordinated by a human resource assistant using a third party contracted provider- cost of $25 per applicant; 60% will have a successful background check and will be submitted to a credit check.

o Credit check- conducted by a human resource assistant-cost of $35 per applicant; 60% will fail the credit check.

ISSUES TO ADDRESS

The following list represents a minimum guideline of issues that should be addressed:

ï How does this current hiring process affect the successful filling of current position vacancies?

ï What process changes can be made to help your budget concerns?

ï How many new employees have to be hired each month to meet the objectives of the âhire aheadâ plan?

ï What is happening to the vacancy rate? ï What is the vacancy rate?

ï What can be done to improve your vacancy rate?

ï What can be done to understand the turnover rate?

ï What can be done to improve the turnover rate?

ï How does this scenario affect the bottom line of the company?

periwinklerabbit1

Subject: Management issues affected by the instability of Social Security

I read the question then I come up with my opinion please read my opinion them tell me what is your opinion, (what are you agree with or disagree with)

Here is the question:

As a benefits manager, how might the potential demise of Social Security affect the decisions you make regarding other benefits that you have the option of providing to your employees? How might it affect your company's human resource planning process?

Here is my opinion

As a benefits manager acknowledging that the demise of social security is pending, I would be tasked with finding more robust retirement planning options without significantly increasing the cost to the company. Increasing company 401k matching is a solution, but one that might not be necessarily a financial option. I think that mandatory employee training on the status of social security and the importance of retirement planning is crucial to addressing this problem. Most employees are not exposed or do not take this time to understand possibly confusing topics such as SS and retirement. People think that retirement planning is something they can put off for the future. I think that a financial advisor who specializes in retirement planning should be provided at the firmâs expense to employees. Also, possibly changing the bonus structure at the firm where part of an employeeâs bonus is deposited into an additional retirement investment vehicle separate from a 401K. This would promote retirement saving activities without additional costs to the firm.

Please leave me your comments what is your opinion (what are you agree with or disagree with my opinion)

â¦..

beigeeel743

On Monday, May 26, Tina Brown walked into Innovative Patios to begin her new job as Payroll Manager. She was met by Julie Thornbury, President and major shareholder of the company. Julie got to the point: Good, you're here. I need a payroll plan by Friday. This place is a mess.

Yesterday I got a call from Human Resources & Skills Development Canada. He said we aren't filing ROEs. Do you know what they are?

We've got employees telling us that they get more tax deducted than their friends who earn the same amount. Jim, our production manager is barking that he should have a tax credit for his kid. We've been fined for sending in employee taxes late. I don't get it. I pay two people to run the administrative side of things and they mess things up.

I hear there are changes in the pipeline. I heard about the federal budget, but I don't know if we will benefit or not. Will it be just more paperwork? The bottom line is that I don't want any more government types coming around here threatening me. Tell me what we have to do.

Company History

Innovative Patio is a private corporation that installs patios stones made from recycled material. The company was started twenty years ago by Julie's parents Elena and Seamus. Elena and Seamus were immigrants to Canada and earned a living through a small landscaping business. They hired workers on contract and paid in cash for many years until they were audited by the tax department.

To avoid further problems, they incorporated the company five years ago, but their workers on the payroll, and hired Mary as a bookkeeper to fill out all the government forms.

Payroll Department

Mary quickly became Innovative Patios office manager, human resources manager, financial administrator, and payroll manager. The workload was overwhelming and she convinced Julie to hire Liza to help her. Liza suggested they use Quicken to keep track of all accounts including payroll.

Mary and Liza fill out all cheques by hand for the ten employees and fill out all the government forms by hand. The company's remittances are based on a checklist Mary developed in 2009 (See Exhibit), Mary is unhappy because she works very hard, but everyone complains about things being wrong. When Julie landed a large contract that would require 15 more people to be hired, Mary recommended that Julie hire a professional payroll manager. I can handle the other stuff, but the Canada Revenue Agency and the employee complaints are driving me crazy. I just can't keep up. I will be as helpful as I can.

Julie led Tina to her office and rushed off to take care of a crisis on the loading dock. Before Tina could get settled, Mary walked in, I am so happy to meet you. Just tell me what you need and Liza and I will get it for you. The employees are paid bi-weekly and this Wednesday is a payday. I haven't prepared anything

because I knew you would be here.

Exhibit: Mary's 2009 Remittance list

Item	Amount	How much to remit	When
Payroll	Annual $500,000	$1,000 payroll remittance	Monthly Pay balance plus interest when assessment arrives
CPP	4.95% earnings (to annual max)	$2,062.50	Monthly
EI	1.98% earnings (to annual Max)	$49,000	Year-end
GST	Net annual subject to HST $200,000 at 13%	$1,500	Monthly Use the refund to go toward payroll remittances due

Please answer the following questions:

a) Who are the key stakeholders in this case?
b) What are the resources needed?
c) What resources are available?
d) What is the main issue in this case?

Thank you in advance!

apricotsalmon963

ADM 1370 Lecture Notes - Lecture 2: Verizon Communications, Rocksteady

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