The Performance Employee Evaluation Program

American  Plastics had fared rather worse than its competitors during the  economic downturn. With revenue, quality, and productivity down,  management set several goals to reverse the company’s fortune. One area  in need of improvement was human resources and “Janet,” the newly  appointed HR Director faced a daunting challenge: to quickly re-invent  the Human Resources function, reposition it a strategic partner to the  business, and improve employee perceptions of her department. Her  predecessor retired after leading a major reduction in force causing a  significant exodus of key talent, some unexpected. Janet was charged  with finding a way to retain top talent and develop a steady but  highly-qualified stream of candidates to fill regular as well as  critical positions.  The CEO agreed with her that differentiating the  human resources function was essential for the company’s strategic plan  to succeed.
In her first two weeks on the job Janet discovered:
Job descriptions were inconsistent, long but vague lists of high level “duties and responsibilities” and qualifications
Job titles didn’t reflect the work people did, used instead as a  framework for budgeting and compensation as many were doing unique work  requiring different knowledge and skills.
Aside from providing a coordinating function, human resources had  outsourced recruiting to third parties who presented candidates based on  their internet postings and other sources. No matter the level or  criticality of the open position, human resources rarely conducted  interviews or assessments before or after handing over the third party  resumes to the hiring organization and would get involved again only  when a candidate was selected.
HR’s participation in the onboarding process of new employees was  limited to having them attend a half-day orientation session where,  between a video and a slide presentation about the company, they filled  out benefits-related, payroll, ID and other paper forms.
Training and Development (T&D) had largely been outsourced to several companies that provided generic on-line courses.
The recent departure of several mission-critical employees disclosed  no systematic means of capturing expertise from employees; when they  left, their knowledge left with them.
The Performance Employee Evaluation Program didn’t align with  anything, was viewed by managers and individual contributors alike as a  burdensome annual chore that interfered with people’s “real jobs.”
The management of talent is one of a handful of strategic services  human resources can offer. The decline of traditional HR functions  through automation, self-service, and outsourcing demands a “culture  change” within human resources: adopt a business focus by an  organization still structured largely around benefits administration,  time and attendance reporting, labor cost processing, and similar  transactional operations.
Write a communications plan not to exceed 1,050 words to support the strategy of American Plastics.
Justify why they were important for your strategic HRM planning process.
Please cite correctly and identify references.
I need this by 2pm EST on 01/15/2018 no exceptions. Do not accept if you cant deliver.
No plagarism.

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