Firstly, privatization is one of the chief executive officer (CEO) John Swatridge’s primary concerns. Regardless, it is an opportunity for the company to exploit, versus a threat to mitigate. As a result, pursuing privatization would grant HUS the ability to procure power from cost effective sources, which would then be funnelled down to their customers (Vandenbroucke & Templer, 2006, p.7). In addition, privatization will increase HUS’s generated revenue, while providing an opportunity to reduce costs (Vandenbroucke & Templer, 2006, p.10). This will then in turn, increase outsourcing and give HUS a competitive advantage (Vandenbroucke & Templer, 2006, p.8). Furthermore, to prevent quality issues raised by consumers like power shortages, there
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Essentially, the main reason to downsize is to reduce the cost per megawatt (MW) of energy, although it is difficult to measure (Vandenbroucke & Templer, 2006, p.11). The first task to be done would be to accurately determine the actual cost per MW is, and set this as a company wide key performance index (KPI) that is shared with all staff company wide and reviewed weekly with management and the union president. Then, the idea is to align all personnel objectives to reduce this cost, and get all employees and management working towards a common objective. Next, would be to roll out a restructuring plan set in biweekly stages that is clearly communicated to all staff and initiate a hiring freeze. In essence, the stages of the restructuring are: start with a team building company wide kick off meeting and BBQ to address the concerns of all the employees and to get employee buy in, then go into creating current detailed job descriptions for every position, then cross train individuals in different areas and consolidate positions that are related, then offer early retirement packages to employees that are willing and lay off the individuals resistant to change while offering external employee placement assistance as they will only decrease moral and the momentum of change, and lastly re-evaluate all …show more content…
Safety is a major concern in the work place, and high insurance premiums will drastically decrease company profits. To improve safety, Lance Durban will spearhead the new safety division, which includes: in depth safety training of job associated risks to all employees, mandatory personal protective equipment (PPE) policies applicable for various job tasks, hazard recognition and near miss investigation forms, and lastly pre-job hazard assessment forms. All-inclusive, the new safety program which takes in account employee feedback should set loss time accidents and personal injuries as a KPI to watch, review, and decrease to nothing over a ten year period. To address the issue of communication, there will be weekly production and safety meetings, which will include all members of management and the union president. The objective of the meetings is to formulate a weekly plan and approve or delegate side projects to certain employees which will streamline objectives, address concerns in the employee suggestion box, and create opportunities to keep the remaining staff informed and included. In addition to this, there will be a digital memo board in the lunchroom that has all weekly news memos and information on a slide show for the employees to view at their leisure. With regards to human resources management (HRM), all new hires will
Essentially, the main reason to downsize is to reduce the cost per megawatt (MW) of energy, although it is difficult to measure (Vandenbroucke & Templer, 2006, p.11). The first task to be done would be to accurately determine the actual cost per MW is, and set this as a company wide key performance index (KPI) that is shared with all staff company wide and reviewed weekly with management and the union president. Then, the idea is to align all personnel objectives to reduce this cost, and get all employees and management working towards a common objective. Next, would be to roll out a restructuring plan set in biweekly stages that is clearly communicated to all staff and initiate a hiring freeze. In essence, the stages of the restructuring are: start with a team building company wide kick off meeting and BBQ to address the concerns of all the employees and to get employee buy in, then go into creating current detailed job descriptions for every position, then cross train individuals in different areas and consolidate positions that are related, then offer early retirement packages to employees that are willing and lay off the individuals resistant to change while offering external employee placement assistance as they will only decrease moral and the momentum of change, and lastly re-evaluate all …show more content…
Safety is a major concern in the work place, and high insurance premiums will drastically decrease company profits. To improve safety, Lance Durban will spearhead the new safety division, which includes: in depth safety training of job associated risks to all employees, mandatory personal protective equipment (PPE) policies applicable for various job tasks, hazard recognition and near miss investigation forms, and lastly pre-job hazard assessment forms. All-inclusive, the new safety program which takes in account employee feedback should set loss time accidents and personal injuries as a KPI to watch, review, and decrease to nothing over a ten year period. To address the issue of communication, there will be weekly production and safety meetings, which will include all members of management and the union president. The objective of the meetings is to formulate a weekly plan and approve or delegate side projects to certain employees which will streamline objectives, address concerns in the employee suggestion box, and create opportunities to keep the remaining staff informed and included. In addition to this, there will be a digital memo board in the lunchroom that has all weekly news memos and information on a slide show for the employees to view at their leisure. With regards to human resources management (HRM), all new hires will