Midy ChannBSA 375
February 04, 2013
Professor Morton Smith
Riordan Manufacturing is plastics manufacturer that produces products for various clients worldwide. The company’s has about 550 employees, with projected annual earnings of $46 million. The company is solely owned by Riordan Industries, a Fortune 1000 enterprise with revenues in excess of $1 billion (Khan, 2006). The type of plastic that the company produces varies, for instance, the plant in Albany, Georgia produces plastic beverage containers. The plan in Pontiac Michigan produces custom plastic parts, while the plant in Hangzhou, China produces plastic fan parts. All of the research and development for the company is done in San Jose, California, which is the location for their corporate headquarters. In order to help improve Riordan business, the Human Resources system must be kept up to date.
The Human Resources system is an important element to Riordan’s business. The Human Resources page in for Riordan contains vital information which includes: * Employees Files * Job Classifications * Reports * Organizational Chats * HRIS * EEOC Reports * Employee Handbook
Updating the HR system would keep the business running at smooth pace. In order to get approval for updating the any components of the system, key stakeholders must be notified before any changes will be considered. Key stakeholders of the company must be involved in the decision making process. These stakeholders include the following individuals: 1. Dr. Michael Riordan—CEO of the company. He will be the person behind all the corporate strategies. His primarily concern is with the performances of the company, as well as the services that the company provides to its customers. Thus, integrating a new HR system directly involves him because it involves the performance and service of the company. 2. Hugh McCauley—Chief Operating Officer. He directs, administers, and coordinates the activities of the organization in support of policies, goals, and objectives established by the chief executive officer and the Board of Directors. 3. Yvonne McMillan—D irector of HR. develops policy and directs and coordinates human resources activities, such as employment, compensation, labor relations, benefits, training and employee services. 4. Donald Bryson—Director of Account and Finance. He directs financial activities of an organization. 5. Dale Edgel—Chief Financial Officer. He directs the accounting, finance, and Human Resources functions toward achievement of the company’s key results while upholding company values. 6. Maria Trinh—Chief Information Officer and Chief IS/IT officer of organization. She develops strategy for information systems that are department based and on long term corporate goals. She is also a key component in the implementation of the new HR system. 7. Lowell Bradford—Chief Legal Counsel. He advises the corporation concerning legal rights, obligations and privileges (University of Phoenix, 2012).
After all the key stakeholders are notified for means of improving the HR system, and all the proper information has been gathered from each of them, now the focus of the company is to determine what type of techniques are used gather information in order develop new systems.
The development of systems requires the gathering of adequate and appropriate amount of information. In order to gather the right information needed, all the different systems used in each of the various plant locations must be included. In order to achieve this, the programmers from all of the locations must set a time where they can hold a meeting. Everyone involved must be on the same page. Since the company is global, there needs to be knowledge of the languages each system was compiled in, and the databases that each location uses. Once this is established, then there can be conduction of each one for a streamlining end