CCDC Organization Chart for HR Leaders Research Paper

CCDC Organization map for HR Leaders - Research Paper ExampleCompleting a merger and financially sound, this anatomical structure company is located in the United Arab Emirates (UAE) and looks to the future to gain further competitive advantage with its merciful resource strategies. b. Key HR Objectives for social class Five i. piece an HR Framework (See Appendix A) ii. Establish HR Measures aligned with Customer metrics iii. HR Strategic Objectives to work toward - Five priorities in Year Five (Five in Five) 1. Develop a culture that reflects CCDC Today and in the Future 2. Develop a succession planning process and implement process 3. Establish proper HR staffing levels and HR rung as Strategic Business Partners 4. Identify key HR functions/objectives in relationship to Framework Stages 1 4 to allow maximum HR goal setting and achievement. 5. Develop and Implement a proceeding Management System. 2. Introduction a. The purpose of this report is to present a brief summary of the case occupy for CCDC based on the company profile and circumstances and a recommendation for human resource (HR) strategy. The humankind of the company, CCDC, is a result of two smaller construction companies merging in 2007. The services provided argon contrive management and civil engineering, full design and construction services, and construction services for public and private clients. ...ategic seam objectives involve reducing the levels in the chain of command implementing a coaching method of management kind of than autocratic maintain financial success and ensure high quality services, meet the health and preventative needs of staff, meet environmental standards, and improvements made in networks and purchasing agreements. c. While there has been an emphasis on HR policies and initiatives to support these objectives, there is also a question as to whether HR practices add note value and how the effects of HR on the organizational culture may be evaluated. 3. Prob lems and Issues a. First, Cabrera and Cabrera (2003) and Rose and Kumar (2006) would note the pretermit of a human resource strategic framework. CCDC lacks an overall HR strategic framework that HR objectives, programs, training, and policies thunder mug fall within or under. The framework could then be used by the leaders when they are conducting their strategic planning to avoid placing the leaders in the position to do the business planning, then quality out of the planning and pass the business objectives to HR to do the work from a support tie-up resulting in a disconnect (Porter, 1996). Both HR and the business need to be operating as one. There are resulting comments regarding HR functioning in a support role, which is counter to business needs. b. Second, at a time the framework is in place, CCDC needs the development of human resource strategic objectives and tactics that are an protraction of the framework and the in operation(p) strategies as found in the literatu re rather than a reaction to operational requests.