Asia Division Business Unit Strategy-Biotech Health and Life Products Inc. Management Plan-Part 3
Section I – Executive Summary
Knowing the desires of customers regarding cosmetic products is the first goal of the company. The goal is to produce products according to skincare needs and customer trends to be relevant in the competitive market. Higher investment in research and development to develop innovative and demanding cosmetics is another goal. Investing in these activities seems purposeful because the company wants to come up with some differentiated products for customers in the competitive market. Offering innovative cosmetics justifies the sustainability initiatives of the firm, safe and environmentally friendly products can make a difference for the company. Maintaining a loyal customer base is possible through meeting needs and depicting evolvements with time. Using or integrating with the best distribution channels can assist in reaching markets, which are undone yet. Furthermore, objectives are clear. Product quality, reliability, rationale, and sustainability are key objectives. The threat of substitutes and new entrants is quite high. New arrivals are coming in the Asian region. Differentiation and product imitation are also key strategies or these new arrivals. However, some big cosmetic giants are in the limelight as well along with the strong customer base. Chief Executive Officer and will be responsible for the overall management, administration and oversight roles of the division. He will be the executive leader of the company. Apart from the CEO, the divisional director will control the whole new division. Departments will be working under his leadership. The director will control the research and development, marketing, and sales departments. Each department will have separate goals and objectives, which will also be aligned with organizational goals and objectives.
Several products are to be developed by the company. The company intends to make sustainable products by using organic material. The major supplier of the company in this region is IchimaruPharcos, Co. The breakdown of the product is based on the needs of the Asian beauty care market. Ecological aspects of sustainability are to be triggered by the product development process in the Biotech Company. In the Asian market, the firm will acquire Halal certificates for different products before the product launch. Based on different customer segments, it is necessary to come up with some good product segments as well. Meeting the need of every target customer is possible through successfully making product segment. For Instance, products for the young adult are the difference due to skincare needs. On the other hand, products for teens and many other customer segments are different. It is a breakdown of the product, which also depicts the broad product line in the new region.
Effective internal and external communication is a need in this contemporary business era. Demonstrating an integrated communication process is workable for the company to have informed key stakeholders, especially employees. Communicating with customers, suppliers, divisions, and many other stakeholders is possible due to effective and advanced technology. Better communication needs better technology, and the firm aims to streamline to gain long-term benefits. Geographical distance does not matter due to advanced technology. Using digital tools to communicate with customers is the best approach to communicate with customers. In other words, digital communication tools are good to enhance communication in the external business environment. Biotech should focus on investing in its e-commerce platform while distinguishing its products and services from those offered by other industry players. The proper communication plan along with the proper vision is effective to depict the integrity in this new business division. Effective communication can enable effective knowledge sharing. Effective knowledge sharing is also better to enhance the cognitive and rational decision-making process.
Section VII – Human Resources Plan
Starting the new business division also needs an effective human resource plan. Effective human resource planning is imperative for Biotech Company to treat the employees in the workplace in an effective manner. Human resources are the main resource on which not only is the company built but it grows or fails because of it as well. The human resource plan thus stands for important consideration (Aswathappa, 2013, p. 108). The purpose of the company is to build a strong work culture, which can help to meet the goals and objectives of the company. Biotech Company aims to come up with a human resource plan that enables people and organizational development. The impact of effective human resource process will be positive, and it can also help to sustain the business in the new Asian division.
· Future Human Resource Needs for the Organization
The management of the company must identify or derive the future needs of human resources. For Instance, the modern human resource need in the company like Biotech is the decentralization. Changing workforce needs advances in informational technology, global competition, and new knowledge is constantly demanding organizations to reevaluate their existing strategies and look for improvement (Lawler & Boudreau, 2015, p. 90). Interestingly, in this contemporary era, the firm needs to develop its employees and delegate work process regarding operations and decision-making process. Biotech Company will delegate the work at the bottom-line of the company. The most important thing is to make people great contributors in the business process. Thus, to meet this purpose, the firm has to develop its people regarding skills and competencies. Biotech is looking to come up with new product range, which has not been experienced by customers or developed by other competitors. Thus, accordingly, the firm needs the human resource management process that supports the creative and innovative culture. Instead of taking work from employees and increasing profitability for a while, the need is to retain the best talent in the company in the long run. The HR process must be aligned with the strategic thinking or objectives of the Biotech Company. The contemporary business era, especially in the Biotech or cosmetic industry, needs a strong internal force. Biotech human resource process is to be utilized effectively to gain success in the competitive landscape (Bhattacharyya, 2009, p. 135).
· Possible Manpower needs for the Product Manufacturing
The goal of human resource management is to manage and organize people in the production department to increase efficiency and enhance productivity. The company aims to meet employees’ needs in the production department to make the productive and efficient. With the increasing need for new products and production of goods the manufacturing department needs to be above all concerns (Lawler, 2017, p. 81). For Instance, to make cosmetic products, which are triggered by high standards, the need for employees is the pertinent work environment. The employee must be trained, motivated, equipped, and secure in the workplace to work according to expectations. Also, to increase the power of people in the workplace, the HR department will be looking to guide people regarding decisions making process. The power of people in the company can be increased through delegating the decision-making process; people in the production department will contain different decision-making styles. The power booster is the rational decision-making process to be relevant in the production department. Ideas, thoughts, and intentions of people in the product manufacturing must be reflected. It can justify the power of people. Making decisions and communicating rationally with the product manufacturing process is the key to success. The role of human resource management is vital to enforce this behavior and streamline these needs of people. Product manufacturing must be relevant, and people are the main stakeholders in this regard (Belcourt & Podolsky, 2018, p. 153).
· Assistant Division Directors (ADD)
Assistant Division Directors can also play a role in managing and maintaining the human resource process. For Instance, the human resource department will have the direction to control the whole process. Other department heads will be working with human resource directors to identify needs and strategies. The assistant division director of the human resource management can lead the HR process. Main stakeholders in the Biotech Company to run and execute human resource are marketing ADD, R&D ADD, and sales ADD. Collaboration is needed between these stakeholders to make a good plan and execute effectively. These assistant division directors will collaborate with the head of department or director to lead the process. Thus, it can be said that the HR director seems the leader of HR to meet goals and objectives. The most important thing for the director is to depict the right path. When playing the role of the HR leader, the assistant divisional leader will use the downward power. Of course, the director wants to create an impact on or influence the bottom line of the company. Interestingly, the assistant division director will depict the legitimate power due to his position. Also, the referent power is also in the limelight that the director at Biotech can use to create a positive impact on employees in the new business division in the Asian region (Razi, 2006, p. 63).
· ADD Marketing, R&D, Sales
Marketing is the most important factor in any business. With no plan for marketing and selling to the target market, no business would succeed (Baker & Hart, 2016, p. 171). The Marketing and sales assistant division director intends to collaborate with the assistant division director of the human resource department. It is a fact that these directors have to manage or maintain the staff in relevant departments to bring efficiency and enhance productivity. For Instance, policy implementation will be delegated by the HR ADD to these departments. For Instance, in the research and development process, employees need a creative and innovative culture along with power and authority. Access to the company resources in the in the research and development process should conation some limitation. Thus, the assistant division director of the research and development process will depict the control of these resources. Similarly, the director of marketing will use his legitimate power to build different marketing and sales teams. Thus, the integration of directors to implement human resource policies and objectives seems obvious. These directors in the Biotech Company intend to integrate with some new HR trends to build a strong workforce. The role of the assistant division director in the HR process should be streamlined by the company to enable smoother and systematic operations (Bhattacharyya, 2009, p. 120).
· Hiring Process and HR
Human resources will be part of the hiring process in this new business division. As mentioned, it is a new business division in Asia. Thus, a comprehensive plan is required to have the best people to execute the business strategy effectively. The HR department will hire employees through a proper plan. For Instance, the first step in the hiring process is the identification of hiring needs. The company may identify the job position and derive some possible roles and responsibilities, to be conducted by employees in different departments. The next step is to contain the job description. Directors of different departments can take part in this process. The job description will justify the need of the job need and role of the particular position. After integrating with the pertinent rationale, it is necessary to plan the whole process. From job posting to selection, everything will be triggered by the effective plan. The firm will use online job portals to advertise jobs. Applications or resumes will be received online. After it, the requirement process will emerge. The company will have some good applicants along with pertinent qualifications, experiences, and skills from different channels. The application screening is a key step or phase of the hiring process. Directors and department stakeholders will evaluate applications to derive or shortlist candidates. HR department will shortlist candidates, based on skills, experience, and qualification because these are key measures to evaluate or screen candidates. The next step is the interview process. The firm aims to hold a structured interview to evaluate employees in the interview process. For Instance, if a firm aims to hire someone for the product manufacturing process, technical questions will be designed. Apart from the interview m, skill testing is a key step, and it can be done by conducting different test sessions. Employee background checks are imperative to justify corporate security in the competitive landscape in this new region. Finally, based on the interview, test results, and background checks, Biotech Company will make the final call and offer the job (Belcourt & Podolsky, 2018, p. 72).
· Training and Development
Training and development have become a key employee retention strategy. It has been revealed that companies use treatment and development processes to enhance the visibility of motivation. Not only that it gives the employee with opportunity to expand their knowledge horizons, it also works as a motivator (Tabassi & Bakar, 2009, p. 473). For Instance, the manager in the company will enhance the training of employees at the bottom-line. The purpose of the training process is to identify the strengths and weaknesses of employees and create some strategic action plans for improvements. Biotech Company aims to conduct skill development programs. For example, in the product manufacturing process the focus of the training is on technical skills. In the marketing department, the focus of the training is on cognitive skills. In the sales department, communication skills are required to conduct effective work. The firm aims to evaluate the performance of employees in the training process and promote the best candidates. The development or promotion is a great motivation for employees, and it can compel people to stay and work for the organization. It is the prevention strategy as well to reduce the employee turnover. The company aims to enhance the training process to make employees future leaders or managers. The strategic vision of the firm is to create a family. The element of respect is quite visible, which is also to be taught in the training process. Interestingly, the approach to the training of this firm is simple. Explain, and the train is a simple approach of Biotech to keep the whole process effective and precise (Kroumova & Lazarova, 2009, p. 360).
· Investment in their Competencies and Showing Commitment
Investing in the development of competencies is a major part of the HR plan. The company must show commitment through developing key competencies among employees. For Instance, teamwork is a key competency. In this new division, the company may have a diverse workforce. People may come from different cultures and values, which can create cross-cultural conflict. Thus, investing in teamwork or team building processes is also an effective diversity management strategy. People must create the culture of togetherness and work on the same agenda to meet goals and objectives. The best thing that HR can do is invest in career building. Showing commitment to career is a key competency. The company wants to retain the best talent and reduce employee turnover. Investment in this competency by HR is purposeful. It can help people to grow in the department and gain experience. Shaping leadership behavior is also a core competency. Biotech may depict the strategic human resource management process to foster the investment of people to become future leaders. Investing or developing these core competencies is one of the major goals of Biotech in the new Asian region (Bhattacharyya, 2009, p. 99).
· Keeping the Best Talent
Another phase of the HR plan is to retain the best talent. Several ways can be adopted by the company to identify and retain its best people. Some key strategies are needed to manage the best people in the company. For Instance, Biotech is looking to create an environment that makes people feel they are assets of the company. It has been observed that employees, despite having skills, motivation, and rewards, leave the organization to find better opportunities. The working environment can create a work family, which may restrain the best people from leaving the organization. The principle of unity of command applies in this situation. Creating a strong bond between employees and management and among employees in different departments is the best strategy to meet the purpose. Another strategy that the company may apply or execute is creating an opportunity to learn and grow. Justifying career commitments and goals through learning opportunities can help to retain the best talent. HR can play a role in talent management. Recognizing and rewarding good work is a need of any employee. Thus, these are some good strategies to foster better talent management effectively. Employees may have expectations, and the firm must have to meet them to retain them (Belcourt & Podolsky, 2018, p. 63).
· Employee Evaluation in Departments
The employee evaluation in different departments is important. Several ways can be adopted by the management to evaluate the perforce and make pertinent decisions. After navigating several performance appraisal systems, the firm has decided to use 360-degree feedback to measure and evaluate performance. Managers or performance management can collaborate with subordinates to derive review perforce. Also, managers can coordinate with supervisors to review performance. It is simpler and cheaper techniques for evaluation. If the employee is performing well according to subordinates or supervisors, additional responsibilities and rewards can be given. The big advantage of this performance evaluation tool that the company can gain is the work improvement as a whole. According to weakness and strengths, instead of penalizing employees, appropriate training sessions or on-the-job training can be initiated. The company wants to keep the HR process simple and realistic. 360 Feedback is a simple and realistic method to conduct an effective and quick evaluation. Also, employees’ improvement in performance evaluation is also another key technique. Based on work reports, HR management can identify the needs of improvements (Belcourt & Podolsky, 2018, p. 77).
· Justification of the HR Plan
The whole HR plan for Biotech Company is effective. Depending on the resource and capabilities of the firm, it is the best HR plan to meet goals and objective. The effectiveness of the HR plan can be justified by aligning with the strategic goals in the new business division. Selling new products in the new division needs a reshaped HR process. For instance, the firm may localize the business in the new region. People’s expectations can be different, and therefore, different HR strategies can help to manage, organize, and control. So far, the company has completed the HR plan to meet the needs of people. However, due to the realistic plan, the form may depict some changes with the passage of time to integrate with some new trends. For example, the new business division needs work flexibility. Another strategic option to meet the work flexibility is the work-life balance. Another key option, which can be injected in this realistic HR plan, is employee sustainability regarding the environmental impact. It can convert the simple HR plan onto the strategic HR process to enhance the competitive positioning. These are some workable strategic initiatives for Biotech Company (Bhattacharyya, 2009, p. 162).
References
Aswathappa, K. (2013). Human Resource Management: Text and Cases. Tata McGraw-Hill Education.
Baker, M. J., & Hart, S. (2016). The Marketing Book. Routledge.
Belcourt, M., & Podolsky, M. (2018). Strategic Human Resources Planning. Nelson Education Limited.
Bhattacharyya, D. K. (2009). Human Resource Planning. Excel Books India.
Kroumova, M. K., & Lazarova, M. B. (2009). Broad-based incentive plans, HR practices and company performance. Human Resource Management Journal, 19(4), 355-374.
Lawler, E. E. (2017). Reinventing Talent Management: Principles and Practices for the New World of Work. Berrett-Koehler Publishers.
Lawler, E. E., & Boudreau, J. W. (2015). Global Trends in Human Resource Management: A Twenty-Year Analysis (2 ed.). Stanfored University Press.
Razi, N. (2006). Employing O.D. Strategies in the Globalization of HR. Organization Development Journal; Chesterland, 24(4), 62-68.
Tabassi, A. A., & Bakar, A. A. (2009). Training, motivation, and performance: The case of human resource management in construction projects in Mashhad, Iran. International journal of project management, 27(5), 471-480.
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