Alternative Solutions to Strategic Human Resources Problems

Alternative Solutions to Strategic Human Resources Problems

LOWE’S

Lowe’s growth is important to the organization. The growth is important to all organizations that are trying to bring in more money. Lowe’s is a home improvement company that is focused on the customer. “The organization uses the “how to” in order to enhance the customer service. The company said it would add Northeast and Southeast divisions to its Southern, Central and Western ones. The changes will start on Jan. 1. Lowe's, based in Mooresville, N.C., said the new structure would allow the company to focus on customer service as it adds stores in major cities (New York Times 2003)”. The more the earnings in one quarter, Lowe’s raise the goal for earning in the next quarter. The rise was due to the demand for the products and services that Lowe’s was sale in 2003. The high demand caused Lowe’s to hire more people friendly candidates. Lowe’s forecasts the labor by the stores that were built by 2006. Lowe’s sat the organization’s goals focused around the customer. Lowe’s evaluate each other within and outside the organization by doing employee and customer surveys. Lowe’s reduce surplus due to having enough business to not allow downsizing. There are fast transfers due to more stores going up. Lowe’s do not have to start worrying about retraining because the organization have specialized people working in each department. The organization will not have a high level of overtime if the company is hiring correctly. Lowe’s is an American organization that will not be seen as an organization that outsourced. Lowe’s is working on something to help with the ozone layer. American loves working on something meaningful. Recruiting is something that Lowe’s Human Resources (HR) take pride in. In order for Lowe’s to match the organization’s vision the HR Department has to ensure that each individual are hiring people friendly employees. Lowe’s make it easy to fill out an application. The organization has an online application that is easy to navigate through.

T-MOBILE

T-Mobile Wireless is a telecommunication company that is ranked number 4 in America’s Top Wireless Carriers. T-Mobile has great customer service said by J.D. Power and Associates. The customer service keeps the company in business. The hiring process for T-Mobile is almost a 12 week process. The recruiting of new delighted reps was not easy for the organization. The 12 week process cost money. For every sec that a rep is in after call work, T-Mobile has to have 45 people to take a call. In order to have those people T-Mobile Wireless has to have a recruiting team that will be able to select great people. A potential candidate can apply online or go into one of the call centers. The HR representative is nice and friendly. T-Mobile understands what is needed to keep an organization growing. The customer service is a product that is being sold every time a representative has built a relationship with the customer. T-Mobile Wireless promoted from within over 81% in 2007. T-Mobile forecasts that the Big Five Initiatives help get the organization to the next level of earnings. T-Mobile determines the demand for supply by the call flow. The call flow is the amount of customers that are calling into the 22 call centers. The organization hire by the amount of seats that are needed for a specific time of the day there are a large number of calls made into customer care. T-Mobile set goals at every level. Once each level meets the goal the organization ends up with an award. T-Mobile evaluates the organization by scoring the representatives by the customer’s experience. The organization also does follow up calls. On the follow up calls the representative asks the customer a series of questions. T-Mobile determines the organization’s strengths and weaknesses through the customers and employees. Example: The customer says that T-Mobile Wireless customer care reps were too transactional. So T-Mobile coached the reps on what being genuine sound and look like. The representatives are able to be themselves on the call and create a world class experience with the customer.

TOYOTA

Toyota started manufacturing automobiles in the United States in 1957. By November of 2006 it had open its 10 Manufacturing facility in the state of Texas. This phenomenal growth and philosophy has been built on two words “Why Not”. One question was asked, can a car company have an impact on the community and the economy. Another question was asked can a car company improve lives and have an impact on the environment. The Toyota Motor Manufacturing Kentucky (TMMK) can do just that as Toyota’s largest North American facility. People are carefully selected to join Toyota based on their potential and a judgment that there is a fit with the job and with Toyota’s culture (Liker & Meier, 2007). Toyota are like other companies that bear problems like attendance, lack of motivation, resistance to change and even reluctance to accept the philosophy of Toyota Production System (TPS) which is there production model. To encourage the desired behavior, Toyota creates a balance between reward and punishment. In 2005 Toyota rewarded over 60% of its employees with perfect attendance. In 2006 there were more than 400 employees who had achieved 15 consecutive years with perfect attendance (the length of the program) (Liker & Meier, 2007)! Some of the festivities includes entertainment from Jay Leno, Bill Cosby and Brooks and Dunn. One of the easiest ways to lose your job at TMMK is an excused absent. A repeat offender is said to have let his or her team down and is not looked upon favorably.

TMMK commitment and philosophy to its employees are second to none in its industry. They had recently accepted