The modern time is about change in variables existing in the environment that surrounds any organization. The corporate therefore has to plan the uncertainty in a limited time span focusing on training and development of staff ( Delay,201 1,p. 2). The most critical component for success of the organizations rest on how competent and knowledgeable their staffs are. Likewise the investment has to made on the human resource so that they are efficient and effective enough to reach the company goals.
HARDIN is a process that identifies the flaws in the incident that is happening n any organization. The main motive of HARDIN is to find out what is the defect that is preventing the organization to reach the target. Therefore HARDIN helps to identify the deviation between what is currently happening and what should be occurring. Star Group, a company which has a number of staffs to reach the goal of the organization has a global nonbinding processes and the materials. It inboards new employees to the organization in order to make the entrants get familiar with the organization’s culture.
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As HARDIN focuses on gap analysis to reach the standards of the organization, the odder concept believes that HARDIN should be future oriented and positive rather than being reactive and negative. Star group therefore introduces Johnson & Associates to analyze the on boarding process to find out if the on boarding process is actually being effective to the new employees to get the overview of the organization. Like any growing company, Star group has faced many challenges in creating standard global processes and controls. Nonbinding materials across the group reflect this, with the sites developing their own documents over a number of years.
Consequently these artifacts vary greatly in style, branding, content, formatting and quality. Analysis of the process-related information and interviews with key stakeholders highlighted a number of “pain points’ commonly experienced with the existing nonbinding process. The step of data gathering was further elaborated through a qualitative approach I. E. Developing a questionnaire and distributing it to the participants of the induction program because the survey questionnaires can gather hard data that can be analyzed objectively from large groups of people’, ).
Finally the other data gathering process that was actually implemented was through the formation of the pilot group. The pilot group thus was interviewed with a number of questions to decide if the nonbinding process was actually effective to new starters. Some of the ‘pain points’ were summarized in six common themes: 1 . Lack of documented processes and procedures Each stake holder reported a worrying lack of documented processes and procedures, not just in nonbinding but other Human resources and Shared Business Services functions.
Particular concern was raised about visibility to geographically dispersed processes. 2. Quality and consistency of nonbinding information The pilot group along with the stakeholders reported that nonbinding materials had some flaws in it. Inconsistent content Lack of Standardization Lengthy induction presentations Time and accuracy challenges in manually copying employee details provided during the recruitment to other systems such as SAP and Active Directory Challenges in delivering the LOG ON information to non- PC or kiosks users. 3. Lack of manager accountability
Managers believe that they do not include the responsibility for nonbinding Managers do not receive training in successful nonbinding practices, processes or strategies Nonbinding commonly viewed as an HER function Nonbinding commonly viewed as a series of administrative task rather than an opportunity to provide new starters with a great first impression No evaluation of the success of the nonbinding experience for the new employees. The review also suggested that the manager had to call the new starter to congratulate them which was rarely done by the managers. . Delay in conformation of commencement date The commencement date for a new starter is not negotiated in the recruitment process which led to the delay Of other downstream processes such as SAP and network set up. 5. Lack of SAP training resources IT and systems training is not provided in any formal way due to resource and time constraints. One SAP trainer divides time between locations which results in inadequate training among new starters and existing employees. 6. Lack of Workflow No process exists to drive or track completion of nonbinding tasks.
Sites rely evilly on the use of checklists, follow-up emails and phone calls from the human resources. Specific pain points reported by the stakeholders included: Allowance of sufficient lead-time for pre-commencement activities such as visa and work permit applications Lack of mechanisms to ensure mid-year new starters were fully engaged in different program sessions. No controls or process to trigger nonbinding processes for Contractors, particularly non- payroll and short-term consultants such as PTA Timing of prerequisite compliance checks such as medical clearances.