Strategic HRM Assignment 2

In addition to what is provided in the case, the company will require employees in the following roles as it grows:

• CEO
• VP for HR
• Legal staff
  • Focused on legal issues such as teacher certification, EEO, wage and hour laws
• Marketing VP
  • Focused on increasing the client base
• CFO
  • Focused on budgetary and other financial issues
  • Seeking to control costs
• Middle managers (at least 5)
  • Responsible for functions including IT, accounting, and purchasing
• Training director (at least 2)
  • Responsible for teacher and support staff training
• Individual day care center manager (1 or 2 for each center, depending on the size)
  • Responsible for daily operations of each center
• Teachers, childcare specialists, and aides (about 10 per center)
  • Designs and runs the classrooms. Develops creative activities.
• Cooks (1 for each center)
  • Cook meals and snacks for children
• Maintenance staff (2 for each center)
  • Clean and maintain the facilities

Read the case provided on a High Growth Daycare Company and then do the following:

1. Conduct a SWOT analysis based on the information provided in the case.
   1. This can be presented either in a paragraph format or a table.
2. If you were in charge, how is this High Growth Daycare Company going to differentiate itself so it will have a sustained competitive advantage? What is its differentiating factor?
3. In developing an HR strategy for this company, would you take a commitment-based approach or a control-based approach? What is the basis for this decision and how does this fit with the company's overall strategy?
4. Assuming you were to differentiate your HR strategy across the workforce, where would you place each of the roles across strategic relevance and talent availability? You do not need to place workers into each cell, but you could. How might this change the way you manage employees in these different areas?
5. As you see in the case, the company is planning to expand by adding 40 new daycare centers. Approximately how many new employees are going to be needed in each role?
6. Would you consider outsourcing any of the jobs that are needed? Why or why not? If so, which roles would you outsource?
7. How would you recruit and select the new staff? Without getting into the specifics, what would your general plan be for staffing (recruiting, selecting, and hiring) the new employees and how long will this take? Would you recruit internally for some of those new positions (i.e., offer promotions) or would you recruit externally for all positions? Explain your answer
8. You know the company may have trouble filling all of its positions right away. What will your strategy be for addressing this shortage?
9. If you were developing the HRM strategy for this company what would be the top short-term (2 months) and long-term (2-3 years) strategic priority for the HR department. Why would you focus on these issues?
   1. Set a goal for each of these priorities

High Growth Industries (HGI) is a regionally accredited chain of daycare centers in northern California with headquarters in San Francisco. HGI has established an excellent reputation during more than 30 years of service and has worked hard to achieve its motto to \"foster high growth for your child\". It was recently awarded its largest contract ever, in just six months, HGI will be the sole provider of daycare services for all central and northern California state agencies. HGI currently operates 17 daycare centers, mostly near San Francisco, Sacramento and Napa Valley. These centers employ 163 teachers, childcare specialists and aides. Thirteen centers are more than 15 years old, and 60 percent of workers have been with HGI more than 10 years. Centers range in size from two to 19 employees. You were recently hired as HGI's rst vice president of human resources. You left an HR director position in a major manufacturing organization out of boredom. With an HR degree and 20 years of progressive HR experience in various industries, you have seen it all. You have always been quite successful and eagerly anticipate the challenge that HGI's president said would be yours, yet you cannot help feel somewhat uneasy at the enormity of your future tasks. The HR function is in a shambles. You were unable to nd an afrmative action plan, training documents or other basic personnel information, including I9s. Although the company has been unionized for the better part of 20 years, labor contracts are available for only the past ve years. The teachers' union nearly struck two years ago over wages and conditions, although the specialists/ aides union appears less militant. Each union is a union shop. Both contracts expire January 1 next year. In the past, the president and each center's managers performed all of the organization's personnel functions by the seat of their pants. Recruiting was by wordofmouth, performance appraisals rarely occurred, and the president was the chief union negotiator. \"Management by walking around\" is constantly practiced; the president visits each childcare center every month. Most managers are happy with this management style and the exibility it provides them. The data surrounding HGI's upcoming expansion are astounding. You will be adding between 1,200 and 1,500 daycare workers, and a commensurate number of support staff. There will be approximately 40 new daycare facilities, some as far as 350 miles away. You wonder if enough skilled and certied teachers are available