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This way, each job/position in the company is aligned to the organizational structure and objectives; more importantly, each position is optimally functioning or utilizing for greater performance and efficiency in the company.
As a supplement to the staffing development in the company, Plastec would also greatly improve when job specifications and positions were properly aligned also with the individual needs of the employees, specifically provision of quality health benefits, compensation, and incentives for high-performing and diligent employees. It is suggested that an employee program be developed as a response to this need, and the HR department will be the best department that will address these employee needs. In order to boost employee morale and provide employees with job fulfillment and satisfaction with the company, HR and management should develop employee programs that seeks to enhance their skills and talents, whether these are in the realm of sports, culture and the arts, and other endeavors employees might want to pursue.
Issue #2: Better assessment and evaluation of Plastec workforce more serious concern in the company is the conduct of trainings that aims to provide education to employees, specifically on the issue of workplace relations and interactions. As determined in Paul's exit interviews of employees who have resigned from Plastec, one of the reasons why employees leave the company was the prevalence of "off color jokes" and "innuendos" in the workplace, which can be potentially male-dominated. Thus, among the suggested trainings that both operations and management staff need to go through are workplace relations training, centering on the issues of awareness, knowledge, and confronting diversity in the workplace. Inherent also in these staff trainings are management-operations and employee-employer relations training, to alleviate future problems that may arise out of the differences in functions between operations staff and management.
Issue #3: Re-organization of HR, Operations and Management Divisions
However, in order to develop these trainings and staffing changes and developments, a re-organization, or development of the organization structure and roles, needs to be conducted. In this re-organization, additional staff and positions need to be developed and filled-up, to aid Paul (HR Director) in his functions, which include screening and interviewing potential applicants for the company. Additional positions include a training officer, who will develop training modules for the employees, while a training assistant would help provide assistance in the creation and development of training programs (which will include drafting compensation and benefits scheme, as well as employee wellness programs). Moreover, the improvement of the HR division would also entail the improvement of staff qualifications, which will include the inclusion not only of education credentials, but also skills credentials, during the screening and selection processes.
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