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use the book Human Resource Management (15th edition) by Mathis, Jackson, Valentine, and Meglich (ISBN: 9781305919075). i added page (76-77) under Human resource management file. the requirement for this assignment is under debate discussion file. human_resource_management__15th_ed___76_77p_.pdf debate_discussion.docx Unformatted Attachment Preview 76 S e c t i o n 1 The Environment of Human Resource Management Critical Thinking Challenges   1. Discuss how globalization has changed jobs in an organization where you have worked. What are some HR responses to those changes? 2. What steps can HR professionals take to ensure that mergers and acquisitions are successful? How can HR help during the integration process? 3. How can an organization maintain its image while dealing with a talent surplus? If layoffs are necessary, what would you recommend managers do to ensure that survivors remain committed and productive? 4. As the HR manager for a multinational corporation, you want to identify HR competencies that are critical for global companies. Visit the website for the World Federation of People Management Association (www.wfpma.com) to research the topic and to identify differences in the body of knowledge in different parts of the world. Case 5. As the HR Director of a U.S.-based company that is looking at global opportunities in China, you have been asked by the company president to prepare an outline for an HR strategic plan as part of the company’s expansion process. You need to develop an HR strategic plan that will integrate the goals, objectives, and strategies of the HR department with those of the company. The plan also needs to support the objectives of other departments within the company. To get ideas on how to develop an HR strategic plan, go to www.workinfo.com. A. What is the process to use for identifying the components of the HR strategic planning process? B. What other company strategic objectives must the HR strategic plan integrate and support? HR’s Performance Consulting at Ingersoll Rand Many people who work in the HR profession focus their efforts on improving the typical HR activities that are performed in a firm, including staffing, training and development, compensation, and performance appraisal. However, they sometimes overlook the important strategic objectives of their employers. This is why managers in other areas of a company often fail to see the importance of HR staff. There doesn’t seem to be any real connection between what the HR function does and what the firm is trying to accomplish strategically. Therefore, HR professionals need to get involved with performance consulting in companies, which requires them to be more proactive in their approach to managing HR activities. This is what Craig Mundy focused on when he was given the opportunity to take over the HR area in Ingersoll Rand’s Climate Solutions, a large and valuable business unit within the company that was created by merging Trane and Thermo King under one operational umbrella. The unit employs 25,000 individuals and has locations in over 60 nations. Performance consulting was particularly important to Climate Solutions because the global economic downturn occurred right after the unit was created, which means that costs had to be managed while the organization tried to make global gains. The HR group worked with managers to create positive talent plans to help the unit reach its strategic goals. In particular, the following issues were addressed by HR: • • • The key gaps that stopped individuals from accomplishing their objectives were highlighted. Diverse approaches that effectively reduced gaps were identified. Solutions tied to talent management were created and utilized. Copyright 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. 77 C h a p t e r 2 Human Resource Strategy and Planning Another step involved developing a talent solutions framework that enabled leaders to identify the causes of performance problems in the organization and to develop fixes. The framework is based on workforce planning, which involves finding out the firm’s talent requirements. Once these needs are known, leaders can determine how and when employees will be hired. Developing individuals once they are hired is the next issue that is addressed in the framework, followed by how to improve employee engagement and retention. Finally, performance needs to be monitored so that successes can be documented. Using this talent solutions framework at Ingersoll Rand enabled the HR group to play a more strategic role in the company.52 Questions 1. Why do HR personnel need to think more strategically in companies? Why might such an approach enable HR to be taken more seriously by other managers? 2. How would you evaluate the talent solutions framework developed for the Climate Solutions unit at Ingersoll Rand? Is the approach something that you could use as a line manager or as an HR professional, or should it be changed or developed further? Supplemental Cases   Analytics at PricewaterhouseCoopers Xerox This case illustrates how turnover in a company was dealt with by surveying current and former employees to develop better HR strategies. (For the case, go to www.cengage.com/management/ mathis.) This case highlights the challenges of employee ­retention during stressful and unpredictable times when Xerox was undergoing a significant shift in its strategic focus. (For the case, go to www.cengage .com/management/mathis.) Where Do You Find the Bodies? Pioneers in HR Analytics This case identifies problems associated with HR planning and recruiting in a tight labor market. (For the case, go to www.cengage.com/management/ mathis.) HR analytics at four different organizations helped solve several problems, and this case shows how analytics can be used. (For the case, go to www .cengage.com/management/mathis.) end Notes   1. Adapted from Dori Meinert, “Hiring Frenzy,” HR Magazine, June 2013, pp. 31–35. 2. Chris Bradley, “Managing the Strategic Journey,” McKinsey Quarterly, July 2012, pp. 1–12. 3. Chris Bradley et al., op cit, p. 1. 4. Stephen Hall et al., “How to Put Your Money Where Your Strategy Is,” McKinsey Quarterly, March 2012, pp. 1–12. 5. Geri Tucker, “HR at the Corner of People and Strategy,” HR Magazine, May 2014, pp. 42–44. 6. Adapted from Stephen Hall et al., “How to Put Your Money Where Your Strategy Is,” McKinsey Quarterly, March 2012, p. 9. 7. Arne Gast and Michele Zanini, “The Social Side of Strategy,” McKinsey Quarterly, May 2012, pp. 1–10. 8. “Crowdfunding,” T+D, October 2013, p. 17; Tessa MacDougall, “A New Corporate Social Responsibility Strategy: Integrated Corporate Crowdfunding,” June 16, 2014, Crowdfund Insider Online, Copyright 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. The second Debate Discussion exercise in this class relates to the endof-the-chapter case in Chapter 2 (pp. 76-77): Case: HR’s Performance Consulting at Ingersoll Rand HR can become more valuable in helping organizations meet their strategic goals by getting involved with performance consulting. At Ingersoll Rand’s Climate Solutions, the HR group worked with managers to create positive talent plans and developed a talent solutions framework that identified and corrected the causes of performance problems. 1. Why do HR personnel need to think more strategically in companies? Why might such an approach enable HR to be taken more seriously by other managers? 2. How would you evaluate the talent solutions framework developed for the Climate Solutions unit at Ingersoll Rand? Is the approach something that you could use as a line manager or as an HR professional, or should it be changed or developed further? Your assignment is to 1) read the case, 2) answer these questions, 3) present/defend your ideas with thoughtful logic or relevant evidence, and 4) respond to at least two other students posts with other thoughtful analyses. Your posts should be comprehensive (multiple lengthy paragraphs), as well as concise and detailed. Grades are assigned using a rubric with the following dimensions: 1) logic/support, 2) clarity/conciseness, 3) depth, 4) length, 5) contains multiple postings/responses. ... Purchase answer to see full attachment