PAC Resources Case Study

Introduction and purpose

In response to declining sales, PAC Resources must transform itself from a strategy of expansion and high profit to one of cost containment and staff reductions. The most successful and effective organizations adapt to the demands of a changing marketplace. However, that change must come from within the organization, and everyone knows that change does not come easily. Transformation planning is a process of developing a strategic plan for modifying a business’s processes through the modification of policies, procedures, and processes to move the organization from an "as is" state to a "to be" state. A key component of a transition plan should address the strategic communications required to support the implementation

This will show who are the under performers and who are achieving the company’s goals. Thus illustrating performance management of each and every employee. Even though this may take time, it will help supervisors and department heads from each and every department. In turn organizing each and every performance appraisal for their departments and then gathering this data into an excel spreadsheet to be sent to the HR Department. The HR Department will then analyze the gathered data and provide their findings to the CEO. This will give the CEO an overlook of his whole company and options of whether to cut back on employees or to implement change to certain benefits. Each and every employee would be rated on a scale of one to five, with one being the best and five being the worst. The timeline for this project would last about one year with the first nine months for each department to gather performance appraisals on each and everyone one of its employees. Then month ten would be gathering the data by each department head and putting it on an excel spreadsheet with each employees score. Month eleven and twelve would be left to the HR Department to gather all data from each department head and consolidating it into one excel spreadsheet showing any trends in the employees work performance. After this data is collected

Measuring employee satisfaction, then taking steps to enhance it is essential to attracting and retaining the caliber of staff needed to deliver high-quality services to any customer. The second metric that would be used to evaluate the results of the transformation would be employee satisfaction. Ways to evaluate this metric would be to look at the employee’s job satisfaction, job empowerment, compensation satisfaction, opportunities for advancement, and training and development effectiveness. (70 HR Metrics, 2011) The approach to this metric is an annual or quarterly survey where employees are effectively asked, through various types of questions, to rate their own level of satisfaction. Assuming honest survey responses, this approach provides good input into the employee attitudes and engagement. Items to think of when creating the survey would be the amount of work that occurs outside of normal working hours, time spent collaborating directly with customers outside of normal scope of work, and the number of connections and time spent with people outside of the immediate team or region. This approach allows an organization to measure actual employee satisfaction rather than self-perceived satisfaction. There are many factors that contribute to employee satisfaction, ranging from corporate culture to management style to competing priorities outside of work, and the pertinent factors are different for each employee. Now,