Interclean Situation Analysisi

Running head: PROBLEM SOLUTION: INTERCLEAN, INC.

Problem Solution: InterClean, Inc.

Keith Todd

University of Phoenix Online

MBA 530

March 4, 2007

Instructor: Michael Geraghty

Problem Solution: InterClean, Inc.

The purpose of this paper is to describe InterClean's current situation and evaluate potential opportunities and challenges. A problem statement will be developed for possible solutions. End-state goals will be defined for the organization and alternative solutions will be evaluated and selected as part of the implementation plan. In addition to an analysis of these alternatives, each will be assessed for risk and mitigation and the optimal solution will be designed and implemented. Finally, the implementation results will be evaluated to determine whether or not success was achieved. A description of the current situation will be the starting point.

In this paper, the business begins by describing the situation, establishes what the problems are and what the desired outcome is, identifies alternatives and risks, makes a decision, develops and implements the solution, and finally evaluates the results.

Situation Analysis

Issue and Opportunity Identification

Many opportunities are available to InterClean Inc. and the firm is dedicated to continued growth and development. The current merger is a concern for InterClean's executive management as they strategically plan forthcoming changes and change management programs must be initiated and policed by InterClean's Human Resource Department (HR). Creating and selling the new strategic vision is the responsibility of all managers in efforts to eliminate and/or quell any resistance or misunderstandings regarding the organizations future plans. However, if issues concerning the changes are addressed comprehensively, a strategic HR change management plan may be implemented effectively and with modest to no opposition to the holistic change management plan.

New products, services and growth will assist InterClean in gaining new and current market shares resulting in a positive impact on share value. Through strategic alliances, InterClean will be able manage across borders and reap the benefits from a global customer base. These new initiatives require InterClean's Human Department to develop and implement a comprehensive staffing strategy that supports change and provides the means for human resource management practices to be fully effective and produce the desired outcomes.

InterClean's Human Resources Department must be ready to consider and address all issues complicating the changes. In doing so, HR must be fully capable of providing career systems orientation to their current staffing system. This attribute of the staffing system is concerned with the typical sources of talent for a company. Termed a "supply flow," this dimension is "measured by the openness of the career system to the external labor market at other than entry level (Dreher and Dougherty, 2001, p. 58). In addition, InterClean must find employees who are right for the organization and its culture while promoting a diverse and capable work force. This can be accomplished via organizational fit.

Some companies seek "right types" or candidates who will "fit" the company's culture and who are similar to current incumbents. At the managerial level this might take the form of seeking candidates who are similar to the company's current leadership (Dreher and Dougherty, 2001, p. 59). Furthermore, The merger is going to complicate HR functions concerning which employees will eventually be terminated as the newer workforce assumes control. The need for open and truthful communication is critical for the restructuring processes to be successful and with full employee commitment. InterClean can manage this process by exit orientation and managing the restructuring process.

For instance, the need for the change and the vision for the new company must be thoroughly communicated to all employees. Next, the organizational structures and work processes need to be specified for the new merged organization. Then, the new enterprise needs to be staffed. (Dreher and Dougherty, 2001, p. 117-118). Another means to managing the changes is to gather skill inventories of both entities and analyze the combined workforce.

When a position within an organization becomes available, a list of individuals possessing the required competencies, experiences, and preferences can be generated.

These data sets can be very useful when reviewing the overall level of over- or understaffing that may exist in a particular business unit. These data also relate to the previous dimension: They become an essential tool in the succession planning process (Dreher and Dougherty, 2001, p. 61).

InterClean can successfully implemented the aforementioned practices but in doing so must be able to assess and reduce cost while performing these practices. Historically, many have viewed the HR function as a cost, paying little attention to the "return" side of the cost-benefit equation. Therefore, it is not surprising that one approach to managing HRM practices has been to focus on reducing costs and implementing HR systems in the most efficient manner possible (Dreher and Dougherty, 2001, p. 171).

Stakeholder Perspectives/Ethical Dilemmas

It is the right of any shareholder to anticipate a reasonable return on investments and the responsibility of appeasing and showing profit is exclusively up to InterClean. In addition, all stakeholders have the right to equal opportunities and career growth while working for an ethical and competitive organization.

InterClean must be ready for labor management-cooperation where cooperation between labor and management may feature employee involvement in decision making, self-managing employee teams, labor-management problem solving teams, broadly defined jobs, and sharing of financial gains and business information with employees (Noe−Hollenbeck−Gerhert−Wright. 2003, p.467).

Change is imminent and InterClean's Human Department must be the leaders in initiating a successful change management plan. Subsequently, human resources must be able to gain commitment and cooperation of the newly combined workforce. Although it is highly