Team Benchmarking for Riordan
Team’s Analysis
Riordan Manufacturing is a plastic producing company striving to drive and motivate its employees in the right direction. Being led by their leader, Michael Riordan, the company plans to evaluate ways to do just that. Riordan has over 500 employees and in many different areas including China and Georgia. Managing a company and keeping the employees inspired at the same time can be a challenge.
Riordan has undertaken many business changes recently and has neglected to pay enough attention to the training and career development issues facing the company (University of Phoenix, 2008, Scenario: Riordan Manufacturing, p. 12). The most prevalent issues were the lack of an adequate career development program, poor motivation of employees, and a weak performance based pay model. These issues are summarized below in a way that shows the direct relationship between these benchmarked companies and Riordan Manufacturing.
The first issue deals with career development. Many business professionals use the terms “human assets” or “human capital” to describe their labor force (Bushelt, 2001). These terms give the impression that business leader’s look at their people like they would machinery (Bushelt, 2001). The RSC Group takes a different approach when viewing their employees. The RSC Group views their workforce as an investment in their greatest strength as an organization (Bushelt, 2001). The RSC Group has developed a three prong career development program that not only enhances the skills of their workforce, but also raises the workforce’s motivation and satisfaction levels.
The first prong is called the Me Inc. plan. This plan utilizes the company’s intranet to create a career plan for each employee (Bushelt, 2001 ...