Problem Solution: Interclean, Inc

Running head: PROBLEM SOLUTION: INTERCLEAN, INC.

Problem Solution: InterClean, Inc.

Renee D. Walker

University of Phoenix

Problem Solution: InterClean, Inc.

President of InterClean, Inc. David Spencer is pleased to present the strategic plan for lunching and in celebrating with EnviroTech, Inc. the firms new solutions-based selling. In the InterClean scenario, the organization is looking to take advantage of new and "more stringent requirements for environmental safety" to expand the organization's market share. The organization is looking to leverage internal studies of employees' skills to develop a direction for current sales and marketing individuals, in reaching the organization's goals. Additionally, the organization is looking to grow its market through acquisition of Enviro Tech, Inc.

The challenge the organization faces is in developing the company's go to market strategy and the supporting HR system's design needed, without first having a clear understanding of roles. The organization has begun the process of communicating the company's overall direction to the employees/stakeholders, but has left some unresolved mystery around the current stakeholders' parts in the future of the organization. This is always a tricky part of the process for any organization undergoing a restructure and acquisition, regardless of which side of the fence you are on.

The importance of developing and communicating a clear and designed direction for a restructure and/or merger of organization must be communicated throughout the organization to help reduce confusion, fear and enlist buy-in from within the organization. This step in the process is demonstrated by David Spencer's memo to the organization on January the 31st. Furthermore you see more department focused communicates, such as Janet Durham's note to the HR team on February the 1st.

Another step in the process is handling individuals displaced in the restructure/merger to include severance packages and outplacement services. Dealing with the design and implementation of compensation packages, role development and training for those individuals staying with the organization (in addition to new employees) is an important step in the process(s)to ensure the individuals maximize their contribution to the end goal of the organization.

Situation Analysis

Issue and Opportunity Identification

An organization's success is driven by several factors, one of which is its ability to evaluate skill levels and career potential of its current personnel as well as potentially new personnel. The first step in the evaluation, and sub-sequential developmental process, is to understand the competency level of the team as individuals, in addition to the group overall. In doing so, the organization can develop a better understand of the requirements of the organization.

InterClean's understanding of this requirement is demonstrated in the Skills Inventory assignment Carol Stanley is conducting. In addition to being a powerful tool for identifying individual contributor's readiness for new challenges, the tool is also ideal for developing an overall matrix of the team's ability to succeed. In the InterClean Scenario the importance of developing and implementing a sound HRM system, is going to be key to the organization's success. The need to evaluate the skill sets and potential of current and merging resources and the recruiting, evaluating and training of new resources, will allow the management team to make the necessary changes in the structure required and ensure that the same changes are carried out. To that end, the auditing and understanding of the organization's HRM is a key step in the process.

The tools used by the organization to measure and evaluate skill sets of current resources, will have a direct impact on the type of HR practices developed and put into place to help facilitate the positioning and changes in human resources practices and the impact of those practices to overall performance. Staff will need to be trained in order for them to engage their clients with the full-range of service packages that InterClean, Inc. will be introducing.

The organization will need to project out the estimated training and the development costs. This can help bring in the proper and correct training for the staff. Staffing may need to be addressed and adjustments may have to be made after the audit and training has been concluded. There may need to be organization changes. Inter Clean will be shifting into a solution based selling model in 90 to 180 days. Employees' resistance and latest resignations has been the result of the new model that has been announced. Human resources are contemplating the addition of new hires that would have the suitable knowledge, skills, and background to make the transition easier. With the new transition and acquisition of Enviro Tech rumors have been spreading around the organization and this has resulted in low morale among the employees because they feel numerous cuts will be made. They are also concerned about how to reach their expected sales production goals while training and learning about the new products.

Stakeholder Perspectives/Ethical Dilemmas

In order for InterClean, Inc. to stay competitive, like most businesses - including public companies, private firms and government agencies - mesh community relations activities into their daily routines. Whether the business involves generating electricity, manufacturing pharmaceuticals, cleaning up hazardous waste, or any number of other activities, identifying the need for community affairs programs and reaching out to community stakeholders is vital to succeed. Acknowledging what motivates people to become business stakeholders and distinguishing influential stakeholders are two strategies that can help turn routine community relations campaigns into outstanding ones. (Arthur R. Pell, 2003)

Dedicated stakeholders are persons who commit themselves to participating in the activities of a particular business. In number, dedicated stakeholders typically make up only about 5 percent of total project stakeholders, but they can write more significant letters, make more phone calls, generate more media exposure, and become more involved in day-to-day operations than other stakeholders. When time or budget requires prioritizing stakeholders, usually