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After reading the Cases and Problems for Developing and Implementing Strategic HRM Plans, please choose ONE of the following questions to discuss.
Earlier this month, your company, a running equipment designer and manufacturer called Runners Paradise, merged with a smaller clothing design company called ActiveLeak. Your company initiated the buyout because of the excellent design team at ActiveLeak and their brand recognition, specifically for their MP3-integrated running shorts. Runners Paradise has thirty-five employees and ActiveLeak has ten employees. At ActiveLeak, the owner, who often was too busy doing other tasks, handled the HRM roles. As a result, ActiveLeak has no strategic plan, and you are wondering if you should develop a strategic plan, given this change. Here are the things you have accomplished so far:
- Reviewed compensation and adjusted salaries for the sake of fairness. Communicated this to all affected employees.
- Developed job requirements for current and new jobs.
- Had each old and new employee fill out a skills inventory Excel document, which has been merged into a database
From this point, you are not sure what to do to fully integrate the new organization.
- Why should you develop an HRM strategic plan?
- Which components of your HR plan will you have to change?
- What additional information would you need to create an action plan for these changes?
- Before Wednesday at midnight Post to the Discussion Board, an initial posting of 150-200 words responding to ONE of the three questions above