You have been promoted from a human resource generalist to the position of deputy HR director for CapraTek. Your supervisor has assigned you to help implement a workforce strategy, but she has told you that you are to use tools that include the traditional HR areas of recruitment and selection, training and development, compensation, and employee relations.

You have been promoted from a human resource generalist to the position of deputy HR director for CapraTek. Your supervisor has assigned you to help implement a workforce strategy, but she has told you that you are to use tools that include the traditional HR areas of recruitment and selection, training and development, compensation, and employee relations. Your boss is very traditional and is known as a no-nonsense professional. Others see her as inflexible and behind the times.You cannot use workforce planning, workforce management, succession planning, leadership development, reorganization, or other materials in this course.

Consider the following conditions as you approach the implementation of a new workforce strategy for CapraTek:

  • CapraTek is having difficulty retaining all forms of engineering professionals (civil, mechanical, and electrical).
  • The new president is forward-looking and has stated the HR organization is anchored in the past and overly focused on compliance.
  • While there are no problems with CapraTek managers seeking promotion, the quality of these same people is mediocre, at best.

Resources:

Readings

Use the Capella library to read the following:

Use the Internet to complete the following:

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