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Management & Leadership TOC o "1-3" h z u 1.0 Introduction PAGEREF _Toc467563769 h 12.0 Potential resources and skills gaps relating to the changes necessary to the meet organisational objectives PAGEREF _Toc467563770 h 22.1 My personal, professional plan PAGEREF _Toc467563771 h 5Conclusion PAGEREF _Toc467563772 h 7List of References PAGEREF _Toc467563773 h 8Appendices PAGEREF _Toc467563774 h 10 1.0 IntroductionSekoal Branded Footwear is a popular producer of quality footwear and has an average of 400 employees who work at Rushden, Northamptonshire. The company was established in the late 1970s, and since then, it has undergone diversification to different regions across the globe such as Asia in search of cheap labour and raw materials to reduce the cost of production. The company focuses on the traditional fashion of footwear and the average time of production is eight weeks. The company emphasises on its traditional technique of production. Nevertheless, there has been an increase in concern as the company has witnessed inconsistencies in sales performance and low-quality products. In addition, the customer service is rated as poor; thus, there is a need for improvement in its efficacy. A people strategy was implemented whose focus was to give line managers for HRM activities the responsibility to enhance quality, sales, and customer services. The HR policy involved three major aspects that include productivity management, reformation of the compensation package, and a ‘build’ recruitment approach. There is a need to identify the prospective resource skills gap in relation to the changes that are required to meet the organisational goals. As well, taking the
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