HRM-635: Acquiring, Developing, and Leveraging Human Capital

HRM-635: Acquiring, Developing, and Leveraging Human Capital

HRM-635: Acquiring, Developing, and Leveraging Human Capital

HRM 635 Week 2 Assignment Acquiring Employees

Details:

During this course, you will develop materials that support the human resource process from acquiring, developing, and leveraging on employee strengths. This project is broken into four separate assignments due in Topics 2, 3, 5, and 7. While you are only required to submit each assignment in its respective topic, you will submit a reflection assignment that provides a brief overview of the learning outcomes from your assignment feedback.

In this assignment, you are conducting a needs assessment and developing two job descriptions for your current organization or a preapproved organization that you have access to interact with in order to complete this assignment. If you are not currently in an organization, please inform your instructor of the organization you will use to complete this project. They must approve your selection prior to beginning your assignment and you must have the ability to observe employees and functions within that organization.

Needs Assessment

Observe and assess the state of your current organization, or another pre-selected organization. A needs assessment is necessary to identify areas for potential growth, both at the employee and organizational level. If you are not in a position to look holistically at your organization, you can focus on a department or team within the organization. Use the “Needs Assessment Matrix” resource to complete your needs assessment. You are required to analyze functions, trainings, jobs, and employment needs in order to complete your matrix and prepare for the next part of this assignment.

Job Descriptions

Once your needs assessment is complete, you are required to select two positions in your organization and develop a one-page detailed job description for each position. It is recommended that you take the time to conduct a job analysis and observe current employees in the selected positions to accurately depict the knowledge, skills, abilities, and other characteristics that must be incorporated into the job descriptions. If you are unable to observe, do your best to accurately depict the specific functions of the job. You will submit the completed “Needs Assessment Matrix” and both job descriptions for this assignment.

APA format is not required, but solid academic writing is expected.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are not required to submit this assignment to Turnitin.

HRM 635 GCU week 2 Acquiring Employees Matrix Activity

Assessment Description

During this course, you will develop materials that support the human resource process from acquiring, developing, and leveraging on employee strengths. This project is broken into four separate assignments due in Topics 2, 3, 5, and 7.

In this assignment, conduct a needs assessment and develop a job description for your current organization or a preapproved organization that you have access to interact with. If you are not currently in an organization, inform your instructor of the organization you will use to complete this project. They must approve your selection prior to beginning your assignment and you must have the ability to observe employees and functions within that organization.

Needs Assessment

Observe and assess the state of your current organization or another pre-selected organization. A needs assessment is necessary to identify areas for potential growth, both at the employee and organizational level. If you are not in a position to look holistically at your organization, you can focus on a department or team within the organization. Use the “Needs Assessment Matrix” to complete your needs assessment. You are required to analyze required functions, department or employment needs, jobs or tasks, and current trainings in order to complete your matrix and prepare for the next part of this assignment.

Job Description

Once your needs assessment is complete, you are required to select an existing position in your organization and develop a one-page detailed job description for that position that is informed by the findings of the needs assessment. It is recommended that you take the time to conduct a job analysis and observe current employees in the selected positions to accurately depict the knowledge, skills, abilities, and other characteristics that must be incorporated into the job description. If you are unable to observe, do your best to accurately depict the specific functions of the job. Incorporate any new job roles you feel should be added to the position based on your findings. Make sure the job description is based on the needs and available resources of the organization, and that it adheres to all applicable labor laws.

Needs Assessment Matrix

Definition: A needs assessment is the process organizations use to determine if training is necessary for its employees.

Note: This template serves as a guide to complete the needs assessment of your current or selected organization. You are allowed to manipulate the categories to obtain the information you require in order to complete the assignment.

HRM 635 Grand Canyon University Week 2 Leveraging Human Capital Research Paper

Throughout this course, you analyzed your current work environment to identify their acquiring, developing, and training practices. Employees are the biggest asset and contribute to the culture and overall performance of the organization. The final part of this project requires you to determine how to leverage on the human capital within your organization. Use the research you have complied throughout this course to determine how to appropriately develop and motivate your employees.

Develop a final written proposal (1,250-1,500 words), discussing performance indicators, rewards and incentives, and a plan for motivating employees. Your proposal must include the following:

1. An evaluation of the current employee status. Describe tasks and performance indicators that contribute to the overall performance on the job.
2. Develop strategies to encourage employees. How will you reward them for their performance and support them during difficulty?
3. Describe strategies to leverage on employee assets. How will you identify their strengths and use them to better the performance and skills of individual employees?
4. Describe a vision for the overall culture you aspire to develop in your organization.
5. How will you integrate rewards and incentives to remain competitive in your market and appeal to your employees?

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

Needs Assessment for current company Call Center Effective & Quality Issues

Needs Assessment for current company Call Center Effective & Quality Issues

Company introductions:

My current company is a US telecommunications organization specialized in the US & Canadian Chinese immigrant niche markets.  Our flagship product, Voice over Internet Protocol (VoIP) home phone service allows our US & Canadian customers to call 32 international regions without international charges. The major difference between our services and other VoIP service providers is that our US & Canadian customers have local phone numbers in China, Taiwan, Hong Kong and South Korea regions and their overseas families there may call them here in North America without incurring international charges too.  In January 2017, our Mobile Virtual Network Operator (MVNO) status was finally approved by the Federal Communications Commission (FCC). One of the major benefits and primary selling point for our Mobile services was our customers could choose to have two phone number connected to their phone – one US mobile phone number and one China mobile phone number.  If someone called our customers’ China mobile numbers when they were in the US, their US mobile phones would ring and vice versa. On top of that, both US and China mobile numbers shared one voicemail. At the end of 2017, our MVNO Call Center was finally up and running in our Virginia Headquarters.  Just as Banks & Roodt (2011) mentioned in their research, our call center had become our primary way of delivery services and our main source of customer contacts especially when we are looking to reduce costs and improve customer satisfaction. However, all call center management struggled between quality and efficiency.  During Spring 2018, there were both quality and efficiency issues with our call center. Our problems were classic:

• Efficiency: Average call duration, number of calls waiting & call waiting time
• Quality: Positive call results and customer retention

Jouini et al. (2008) research showed it was common to see customers switch from one mobile company to another as a consequence of low-quality responses by customer service representative and our call center is looking at very issue.

After meeting with CEO and two EVPs to discuss their expectations for the MVNO CallCenter, I met with our Operations Director (in Austin Texas), Marketing/Sales Director, MVNO Call Center Manager (Call Center reports to Marketing/Sales Director and both were in Virginia) and some Call Center employees. We were able to identify the following challenges, staffing requirements, requisite skills and possible training.

Challenges:

• Tier 2 Technical Support is not on site. They are located in Texas: During the first 18 months, we used our network engineers in our Austin Texas Operations to support our MVNO Call Center because
  • we needed their network and big-data expertise (to manage the connection between T-Mobile and our network and to analyze technical issues that had risen during the initial stages) and
  • our mainframes were located in Austin Texas.
• When our connections were somewhat stabilized, the Call Center’s request to relocate the Tier 2 technical support functions to our Virginia Headquarters to improve customer service were met with resistance from Austin Operations Director.
  • Marketing/Sales Director wanted to withdraw their budget from Austin Operations to provide Tier 2 support unless
    • There was dedicated coverage for 8 hours on Monday to Friday and weekend on call support for emergencies.
    • Tier 2 support calls should be on the Call Center System and therefore can be monitored and track to maintain our customer service standards.
  • Austin Operations claimed that their performance was only recently impacted by their silos (mainframes) relocation project and their support level should be back to normal soon.
  • The Austin Operations Director confirmed that 2 of his engineers were on the Tier 2 group call lines, but he cannot guarantee that they were at their desk all the time because they had other responsibilities. He suggested that the customers to leave a message and his engineers would return those calls within 24 hours.
  • The Austin Operations Director claimed that the Call Center employees should be trained better and only transfer “real” Tier 2 problems to Tier 2 support.
  • The Austin Operations Director would not require his 2 bilingual engineers to be on call for Tier 2 support over weekends and holidays due to call volume.
• Call Center not meeting quality goals: Our data showed that service cancellations were keeping pace with the sales for the past 3 months and the cancellation reasons were listed at over 80% due to unresolved service issues especially during weekends and holidays.
• Call Center not meeting efficiency goals:
  • Longer than expected hold time resulted in high dropped queued calls or hang-ups: According to the Call Center Manager, the average customer service calls were much longer than industry standard and resulted in short staff in certain times. The manager pointed to the recorded complaints from the customers who were so upset that Tier 2 did not pick up the transferred calls that the customers refused to be transferred again and wanted the Call Center Representatives to stay on the call until Tier 2 picked up. The Call Center Manager also mentioned that the engineers were not on the Call Center System when they answered Tier 2 calls and their performance cannot be analyzed and hold accountable.
  • Weekend Tier 2 support: We confirmed that Austin Operations only schedule their engineers for weekend on call to support their mainframes and not Call Center Tier 2 calls.
• Hostile customer complaints caused elevated call center turnovers in the spring of 2018.

Proposed Functions & Staffing for Tier 2 Technical Support and Retention Specialists:

• Tier 2 Technical Support:
  • Continuous Call Center knowledge updates & maintain FAQ database: Responsible to create, maintain, and update FAQ database, deliver monthly learning sessions, update Call Center new hire training materials, and acquire technical knowledge updates from external sources.
    • Skill requirements: Network and database knowledge, computer science major, mobile application and hardware knowledge, expert knowledge of Call Center software, and professional level bilingual English & Mandarin Chinese speaking and written communication skills
    • Staffing hours: Average up to 20 hours/week
    • Additional details:
      • FAQ database: provide faster access to known mobile service issues which should result in reducing average call time and Tier 2 transfers.
        • Create and maintain iTalk Mobile electronic FAQ database which would deliver immediate updates of all know service issues, solutions and best practices across the department
        • All new issues and new variations of existing issues with or without solution were to be included in the FAQ database. This would inform Call Center Representatives that the issue is known but still pending to reduce transfers to Tier 2.
      • Conduct monthly learning sessions: Reiterate the newly identified problems, solutions or best practices on a monthly basis to improve Call Center Representatives’ knowledge base and in turns their performances.
      • Update call center new hire e-learning to minimize confusion from orientation to hands-on-training: HR created a series of call center e-learning modules that were critical to shorten the learning curve of call center new hires.
      • External knowledge updates: Participate in external training opportunities especially from vendors and carrier to pass on the knowledge to the department through monthly learning sessions and FAQ updates
    • Tier-2 Technical Support calls: Answer escalated customer service calls on the Call Center System to solve customer service issues that cannot be resolved by Tier 1 or new issues not in the FAQ database. May have to liaise with Austin Operations or T-Mobile to identify root causes and find solutions.
      • Skill requirements: some network knowledge, mobile application and hardware knowledge, and professional level bilingual English & Mandarin Chinese speaking and written communication skills
      • Staffing hours: the goal is to reduce this to below 20 hours/week
    • Technical liaison with vendors: Communication with T-Mobile MVNO network support in Seattle Washington and Call Center software vendor in Beijing China to resolve high level technical issues that cannot be resolved by our Austin Operations.
      • Skill requirements: Network and database knowledge, computer science major, mobile application and hardware knowledge, expert knowledge of Call Center software, and professional level bilingual English & Mandarin Chinese speaking and written communication skills
      • Staffing hours: Average up to 10 hours/week
    • Relocate the Tier 2 Technical Support functions to Virginia and hire externally:
      • This position will take over
        • Continuous Call Center knowledge updates
        • Create, maintain and update iTalk Mobile FAQ database
        • Conduct monthly learning sessions
        • Update call center new hire e-learning
        • External knowledge updates
        • Tier-2 Technical Support calls
        • Technical liaison with vendors
      • Require Skills: Computer science degree with network & database knowledge and experience, knowledge of mobile applications and hardware, professional level English & Mandarin Chinese communication Skills, and ability to learn our Austin Operations and our Call Center software.
      • This Technical Support position would be working closely with our Austin Operations and could be a step-up to network or database engineer, if willing to relocate to our Austin Texas.
    • Retention Specialists:
      • Train a team Retention Specialists from our existing Call Center Representatives to handle specific kind of customers with common and basic Tier 2 level service problems. Jouini et al. (2008) call this customer portfolio management where customers are grouped into clusters with dedicated team of representatives. Jouini et al. (2008) showed that customer portfolio management had very significant effects in the quality of answers, reducing call backs by 25%, the proportion of disconnected call was reduced to half. Without hiring additional call center representatives, they showed a 15% increase to their total number of customers.
        • The Retention Specialists would have to pass additional background check and receive additional training to gain access to some of our network to fix basic Tier 2 service issues.
        • These Retention Specialists could be scheduled to cover Tier 1 and handle basic Tier 2 issues especially on the weekends, holidays and evenings.
        • These Specialists could be slated for promotion to supervisory positions as the Call Center grow.

References:

Banks, D & Roodt, G. (2011). The efficiency and quality dilemma: What drives South African call centre management performance indicators? South African Journal of Human Resource Management. Mar2011, Vol. 9 Issue 1, p55-71. 17p. 6 Charts. doi: 10.4102/sajhrm.v27i4.331

Jouini, O., Dallery, Y. & Nait-Abdallah, R. (2008). Analysis of the Impact of Team-Based Organizations in Call Center Management. Institute for Operations Research and the Management Sciences, 2008 Management Science. 54(2):400-414. doi: 10.1287/mnsc.1070.0822

ADDITIONAL INSTRUCTIONS FOR THE CLASS HRM-635: Acquiring, Developing, and Leveraging Human Capital

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Your initial responses to the mandatory DQ do not count toward participation and are graded separately. In addition to the DQ responses, you must post at least one reply to peers (or me) on three separate days, for a total of three replies. Participation posts do not require a scholarly source/citation (unless you cite someone else’s work). Part of your weekly participation includes viewing the weekly announcement and attesting to watching it in the comments. These announcements are made to ensure you understand everything that is due during the week. HRM-635: Acquiring, Developing, and Leveraging Human Capital

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Familiarize yourself with the APA format and practice using it correctly. It is used for most writing assignments for your degree. Visit the Writing Center in the Student Success Center, under the Resources tab in Loud-cloud for APA paper templates, citation examples, tips, etc. Points will be deducted for poor use of APA format or absence of APA format (if required). Cite all sources of information! When in doubt, cite the source. Paraphrasing also requires a citation. I highly recommend using the APA Publication Manual, 6th edition.

• Use of Direct Quotes

I discourage over-utilization of direct quotes in DQs and assignments at the Master’s level and deduct points accordingly. As Masters’ level students, it is important that you be able to critically analyze and interpret information from journal articles and other resources. Simply restating someone else’s words does not demonstrate an understanding of the content or critical analysis of the content. It is best to paraphrase content and cite your source. HRM-635: Acquiring, Developing, and Leveraging Human Capital

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For assignments that need to be submitted to Lopes Write, please be sure you have received your report and Similarity Index (SI) percentage BEFORE you do a “final submit” to me. Once you have received your report, please review it. This report will show you grammatical, punctuation, and spelling errors that can easily be fixed. Take the extra few minutes to review instead of getting counted off for these mistakes. Review your similarities. Did you forget to cite something? Did you not paraphrase well enough? Is your paper made up of someone else’s thoughts more than your own? Visit the Writing Center in the Student Success Center, under the Resources tab in Loud-cloud for tips on improving your paper and SI score.

• Late Policy

The university’s policy on late assignments is a 10% penalty PER DAY LATE. This also applies to late DQ replies. Please communicate with me if you anticipate having to submit an assignment late. I am happy to be flexible, with advance notice. We may be able to work out an extension based on extenuating circumstances. If you do not communicate with me before submitting an assignment late, the GCU late policy will be in effect. I do not accept assignments that are two or more weeks late unless we have worked out an extension. As per policy, no assignments are accepted after the last day of class. Any assignment submitted after midnight on the last day of class will not be accepted for grading.

• Communication

Communication is so very important. There are multiple ways to communicate with me: Questions to Instructor Forum: This is a great place to ask course content or assignment questions. If you have a question, there is a good chance one of your peers does as well. This is a public forum for the class. Individual Forum: This is a private forum to ask me questions or send me messages. This will be checked at least once every 24 hours. HRM-635: Acquiring, Developing, and Leveraging Human Capital

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