Problem Solution: Interclean Inc

Running head: PROBLEM SOLUTION: INTERCLEAN, INC.

Problem Solution: InterClean, Inc.

Valena Smith

University of Phoenix

January 21, 2008

Problem Solution: InterClean, Inc.

Interclean wants to put on the forefront of the cleaning industry, to do this they see that they need to make very important steps in helping this along. First of all, Interclean has already made the biggest step when they chose to merge with EnviroTech. InterClean will be working on merging about 60 EnviroTech sales staff and operations specialist into the InterClean Structure. Switching Interclean from a sales based organization to a solution based organization is going to require a sort of retraining. Bringing in the employees from EnviroTech can help Interclean�s employees to focus on finding solutions that will enhance their product knowledge and how to best service their clients.

Situation Analysis

Issue and Opportunity Identification

The issues facing InterClean highlighted in this analysis are retaining employees, career and training development, human resource philosophy, management of restructuring process and motivation.

The first issue that Interclean must deal with is staffing. An optimal solution would be to just hire a whole new staff that is already solution based oriented, but that is not in the best interest of the company or current employees. So before anyone is discharged or let go, an audit of the company (HR) should be done. Interclean needs to know off hand who has the potential to withstand a transition such as the one that it is about to undergo. If they find that their current staff is not yet equipped for such change, which they have already acknowledged, they must now go about finding an appropriate training program that will help instill a vision of putting the customer first. This sort of mentality will help InterClean head toward their goal of a solution based organization. By using the sponsored mobility approach, InterClean will benefit from training because they will be dealing with people who can adapt to change and that can do so accurately. “The sponsored-mobility approach stresses the early identification of talent. Firms allowing this norm attempt to benefit from the efficiencies of specialized training and socializing by providing candidates with challenging assignments and other opportunities believed to be conducive to employee development” (Dougherty & Dreher,2001).

Retention amongst employees is another issue that can be dealt with by the HR department. Interclean’s employees are concerned about their stance with the company. Since it has been announced that EnviroTech will be integrating with Interclean, the current employees feel as if they will not be able to compete for there positions, hold up their sales and complete the required training. The employees of Interclean can use this period to work harder and improve their skills. Training also can cut down the spending that InterClean would have to do to hire and recruit new employees. Job satisfaction amongst employees is another way that InterClean can stay on top of this issue. If an employee is truly happy with his or her job and they believe that they have meaningful work, there will be no need to worry about losing employees for reasons other than termination. In other agencies employees have an issue with the fact that they were hired under certain titles, when in actuality they do not perform any those duties. “Because role problems rank just behind job problems in creating job dissatisfaction, some interventions aim directly at role elements. One these are the role analysis technique, a process of formally identifying expectations associated with a role. The role occupant (the person who fills the role) and each member of the person’s role set (people who directly interact with this employee) each write down their expectations for the role. They meet to discuss their expectations and develop a preliminary list of the role’s duties and behaviors, trying to resolve any conflicts among expectations. Next, the role occupant lists what he or she expects of others in the set, and the group meets again to reach a consensus on these expectations. Finally, the group modifies its preliminary list and reaches a consensus on the occupants role” (Noe ET. Al, 2003). Defining roles and what they entail is another way to make sure job satisfaction among employees stay on a positive note. Retaining employees is quite the task, however, if handled properly, it shouldn’t be an issue. “Employers can better retain employees, if they are aware of satisfaction levels, so they can make changes if employees are dissatisfied. The usual way to measure job satisfaction is with some kind of survey. A systematic, ongoing program of employee surveys should be part of the organization’s HR Strategy” (Noe, et al., 2003).

Interclean realizes that in order to carry out their new strategy with EnviroTech in tow, they need to promote their own employees knowledge, skills and abilities. Not only will they have to be more in depth with the products and services but they will also have to knowledgeable about the clients’ environment. Interclean’s employees can benefit from the training because it can make them more effective workers, and ensure their security. “Therefore, firms that are better than their competitors at selecting, developing, and motivating employees should have an advantage over their counterparts” (Dougherty&Dreher,2001).

Stakeholder Perspectives/Ethical Dilemmas

Within in this merger, three important stakeholders that have an impact on how smooth this transition will go over. The executive team which includes David Spencer, Janet Durham, Tom Jennings, Sam Waters, Carol Stanley, Sally Lindley and Eric Borden, they want to be able to serve their clients more efficiently when it comes to their products and services. David Spencer sees this as an opportunity for InterClean to grow intellectually and financially. The executives’