Metro Transit Case Study
Ahmed Das, Vice President of Human Resources (HR) at Metropolitan Transit System was given a complaint from Billy Watson, Vice President of Operations regarding the quality of Rail Operations Manager candidates. Being the Organization Development (OD) manager for Metro Transit, Ahmed called me for advice. Due to the complexity of the complaint and significance of staffing this vital position the three of us at Metro Transit need to collaborate together to address and turn the current situation around. I will bring my skills regarding the process investigation and change management, Ahmed will bring his expertise of all areas of HR, and Billy will bring his knowledge of operations.
My recommendation starts with the …show more content…
One of the questions to ask is: What is the manager’s job and skills required to perform effectively? The program was highly praised two years ago, however something has changed since currently there is a high turnover rate. During the needs assessment specific objectives for the program should be established. By performing a thorough analysis of needs the management will have a stronger understanding of what to address. (Werner, J., & DeSimone, R., …show more content…
The Rail Operations Managers and the current management pool need to continually work together along with HR to modify and update the training needs of the program. With the managers looking for opportunities in their daily job of areas that can be addressed and placed in the program going forward this can be achieved.
In addition, management has to address the succession planning due to the retirements that Metro Transit is experiencing. The plan has to be responsive to the organizations upcoming needs and the needs of the employees being developed. (Werner, J., & DeSimone, R., 2012) The filling of the Rail Operations Managers position has been mainly a function of HR. Going forward significant decisions in the selection of candidates, panel interviews, training, and placement into the Manager pool has to have direct input from Rail Operations.
In closing, some of the challenges I see while working on this project is having the Operation Management take the time and accept responsibility for the process needed to have successful Rail Operation Managers. Along, with taking the time to be available during the panel interviews and ultimately making the hiring decision. However, I believe if the process is followed through and the necessary adjustments are made going forward the turn-over rate will decrease with the quality of Rail Operations Managers
Ahmed Das, Vice President of Human Resources (HR) at Metropolitan Transit System was given a complaint from Billy Watson, Vice President of Operations regarding the quality of Rail Operations Manager candidates. Being the Organization Development (OD) manager for Metro Transit, Ahmed called me for advice. Due to the complexity of the complaint and significance of staffing this vital position the three of us at Metro Transit need to collaborate together to address and turn the current situation around. I will bring my skills regarding the process investigation and change management, Ahmed will bring his expertise of all areas of HR, and Billy will bring his knowledge of operations.
My recommendation starts with the …show more content…
One of the questions to ask is: What is the manager’s job and skills required to perform effectively? The program was highly praised two years ago, however something has changed since currently there is a high turnover rate. During the needs assessment specific objectives for the program should be established. By performing a thorough analysis of needs the management will have a stronger understanding of what to address. (Werner, J., & DeSimone, R., …show more content…
The Rail Operations Managers and the current management pool need to continually work together along with HR to modify and update the training needs of the program. With the managers looking for opportunities in their daily job of areas that can be addressed and placed in the program going forward this can be achieved.
In addition, management has to address the succession planning due to the retirements that Metro Transit is experiencing. The plan has to be responsive to the organizations upcoming needs and the needs of the employees being developed. (Werner, J., & DeSimone, R., 2012) The filling of the Rail Operations Managers position has been mainly a function of HR. Going forward significant decisions in the selection of candidates, panel interviews, training, and placement into the Manager pool has to have direct input from Rail Operations.
In closing, some of the challenges I see while working on this project is having the Operation Management take the time and accept responsibility for the process needed to have successful Rail Operation Managers. Along, with taking the time to be available during the panel interviews and ultimately making the hiring decision. However, I believe if the process is followed through and the necessary adjustments are made going forward the turn-over rate will decrease with the quality of Rail Operations Managers