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Peer Learning Discussion – 6

Quang Le (2126836)

University Canada West

HRMT 622-02: Talent Management

Dr. Gifty Parker

February 19, 2023

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MLTB is a mid-sized, top-ten general contractor in British Columbia. In 2022, the 450-

person company generated approximately CAD 1 billion in revenue, with most of its

construction sites located in British Columbia (StatsCAN Plus, 2022). My position at MLTB is

Human Resources Manager. Last week, following a meeting with the CEO, the company

announced plans to expand by opening a branch office in Toronto to carry out construction

projects in this metropolitan area. In five years, the Toronto branch aims to be approximately

30% of the size of the main office. As a company's Human Resources Manager, I will describe

the resources and human resource strategic plan I believe are required for this expansion.

Obviously, I have to proceed with human resource planning to choose the right person

with the right skill for this important change in my organization. On the one hand, regarding the

key persons. I will plan human resources at the third level of human resource planning. In other

words, we engage in moderate planning and make long-term forecasts. However, our people

planning efforts are not yet incorporated into the long-term business plan. We plan to use internal

sources for the key person in the Toronto office: branch manager, finance manager, senior

project manager, and construction project manager. By conducting management and leadership

inventories and developing replacement charts, I will have key personnel recommendations to

present to management. Depending on the construction market, if the business runs well, we will

conduct human resource planning at levels 4 & 5, which is sophistication and is considered a

core process and key priority (Schwind et al., 2019).

On the other hand, regarding entry-level jobs, we will focus on the first step of the human

resource planning process. We will forecast the number of construction projects in the first year

using trend projection forecasts: extrapolation. That is, we will use data on construction projects

we have done in the past to predict the number of manpower to service projects in Toronto
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(Schwind et al., 2019). From there, we will get an estimate of the amount to hire from external

supply. At this time, I need to pay attention to the following factors: trends in the labour market,

community attitudes, and demographic trends (Schwind et al., 2019). In the short-run of the first

years, we need to implement the labour market analysis to know how difficult to look for the

staff, especially construction engineers. Besides hiring our in-house staff, our construction

business frequently uses sub-contractors as the outsource human resources.

In conclusion, for the expansion of my company's business in Toronto to be successful, I

have to work with human resource management to carry out human resource planning with

reasonable strategies, plans, processes, and methods to choose the right people with the right

skills and meet sufficient numbers to contribute to the success of the Toronto branch.
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References

Schwind, H. F., & Uggersley, K., & Wagar, T. H., & Fassina, N. (2019). Canadian Human

Resource Management. McGraw-Hill Ryerson Limited.

StatsCAN Plus. (2022, June 27). Small and medium businesses: driving a large-sized economy.

https://www.statcan.gc.ca/o1/en/plus/1253-small-and-medium-businesses-driving-large-

sized-economy

[Professor’s comments]

Great to review your post for this week. You have described the HR planning
processes in your post. True, a    key aspect of forecasting the demand - how
many people and planning the right techniques for supply are essential and
missing in your plan. There other HR planning aspects that become  crucial  as
discussed in the planning process for the week you could review - for example,
understanding methods for evaluation  your entire plan can be essential to
ensure alignment with corporate strategy  or other areas of your
plan.  Lastly,  consider other aspect  of your planning while you are working and
once you have attained: For example, balancing your workforce
(oversupply/shortages) or evaluating aspects of  your plan again
overall  company strategy/objectives set.  Overall, interesting to read your
contribution this week

Interesting that you have applied your responses to the case with few details
you have built along the way.