You are on page 1of 4

WEAVETECH: HIGH PERFORMANCE CHANGE CASE STUDY AND ANALYSIS

1
MILESTONE ONE

Milestone One

Southern New Hampshire University

WeaveTech: High Performance Change Case Study and Analysis

OL 600

STRATEGIC AND WORKFORCE PLAN


WEAVETECH: HIGH PERFORMANCE CHANGE CASE STUDY AND ANALYSIS
2
MILESTONE ONE

Business Metrics

Workforce Plan

Organizational Operations

Federal Laws and Regulations

Human resource and strategic workforce plan


1. For the development of a strategic workforce planning, there are certain factors that need to be
considered. These factors include proper business metrics, workforce plan, organizational
operations and also the relevant federal laws and regulations (Ruth Mayhew, 2014). Considering
the scenario of WeaveTech, the business metrics include sales, profitability, production statistics,
and employment retention. Regarding the sales, within the next three years, it always needs to be
increased. WeaveTech needs to implement such designs that have not been utilized within the
clothing and hosiery industry. For instance, the company needs to incorporate the absolute new
arrived 3D tech shirts and clothing’s and also the weather sensitive clothing’s which are attaining
demand in the present market. The technological team of WeaveTech should come up with such
designs and newly installed technology within the clothing’s that shall gain the attraction of the
present generation.

This in turn will enhance the profitability. It can be observed that the scenario of WeaveTech
improved with the condition of the company was quite stable with the implementation of total
quality management and performance based pay. This needs to be constant. With the increase of
sales, WeaveTech needs to understand the cost per unit which will enhance the production
statistics. It needs to be made a part of the WeaveTech manager’s job for tracking the different
production metrics. Another business metrics include the employee retention (Bert Markgraf,
2011). For the three year plan, this does not need any change because WeaveTech knows with
the replacement of employees, labor expenses, decrease in productivity institutional memory and
organizational morale is lost.

2. Within the three year workforce development plan, it is essential to identify the elements of
strategic workforce plan. WeaveTech needs to investigate regarding whether the organization
employees are resistant to change. The next step is appropriate time framing. WeaveTech needs
to evaluate the cost per hire, which includes the time spent by recruiters on sourcing and
interviewing the candidates. The next factor is the diversity (Sam Ashe Edmunds, 2011).
Locating venues which attracts huge number of applicants will help in WeaveTech expansion.
And this in turn will enhance the sales of the company. The next step is to make a final decision
regarding how much strategic workforce plan will be distributed to the workers at different
varying levels within organization. It is a fact that the business demand of WeaveTech is to
enhance the cultivated bias for action which in turn increases the sales. WeaveTech needs the
WEAVETECH: HIGH PERFORMANCE CHANGE CASE STUDY AND ANALYSIS
3
MILESTONE ONE

production oriented environments that will benefit from the HR metrics which measures whether
the company can take up business demands.

3. The operations include day to day business activities that generate a unique value for attaining
the core objectives. The operations comprise of resources, capacity and output of a company
(Craig Berman, 2014). Considering the internal operations, the company focused on value driven
design. And this led to the investment on both the high tech machines and production of
garments from the advanced materials. With this process, the daily production of the company
was enhanced to good quality materials for their target audience. This can be said to be definitely
an effective strategy which needs to be improved in the present scenario by developing the
customer demanded clothing’s in a more advanced technological manner. The internal operations
also include the implementation of Total quality management and the performance based pay is
also effective which led to employee motivation, engaging the employees on a customer focused,
data driven production system. The external operations include focusing on the governmental
contracts compliance and the business development along with the agencies of defense. This was
one of the major reasons that helped in expansion of WeaveTech. In the present developmental
plan, WeaveTech can also opt for the governmental contracts that will enhance the stability and
sustenance of the organization.

4. The major legal issues that can take place is gender, age or sex discrimination, disability
discrimination, bribes offered by individuals for the HR managers and environmental pollutions
(Ruth Mayhew, 2011). For the mitigation of the legal risks, it can be mentioned that, WeaveTech
should not indulge in the any of the above mentioned discrimination issues mentioned above.
The major target of WeaveTech is to attain a stabilized customer base and goodwill. Such issues
will reduce motivation of the employees and also the customer base will be affected in a negative
manner. All the interviews, recruitments, operations, workshops, trainings and promotion will be
completely done in a fair way judging the most deserving individual. In this was the legal issues
with discrimination will be mitigated. And considering the pollution, WeaveTech needs to opt
for the more ecofriendly technology.

Reference
Ruth Mayhew. (2014). Example of HR metrics. Retrieved from:
http://smallbusiness.chron.com/examples-hr-metrics-10873.html
Bert Markgraf. (2011). What are the important metrics of business management. Retrieved from:
http://smallbusiness.chron.com/important-metrics-business-performance-management-
42249.html
Sam Ashe Edmunds. (2011). Common business metrics. Retrieved from:
http://smallbusiness.chron.com/common-business-metrics-74311.html
Craig Berman. (2014). What to measure for business metrics. Retrieved from:
http://smallbusiness.chron.com/measure-business-metrics-67358.html
Ruth Mayhew. (2011). Examples of HR metrics. Retrieved from:
http://smallbusiness.chron.com/examples-hr-metrics-10873.html
Amanda Webster. (2014). How to distribute a strategic workforce plan. Retrieved from:
http://smallbusiness.chron.com/distribute-strategic-workforce-plan-24630.html
WEAVETECH: HIGH PERFORMANCE CHANGE CASE STUDY AND ANALYSIS
4
MILESTONE ONE

Paul Cole Ingait. (2011). The role of operations in organizational effectiveness. Retrieved from:
http://smallbusiness.chron.com/role-operations-organizational-effectiveness-73178.html

You might also like