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Human Capital

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Human Capital Worksheet
MMPBL/530
February 14,2011
Foy Wallace

Human Capital Worksheet

|Concept |Application of Concept in the Scenario |Reference to Concept in Reading |
|Training Development |The training and development at InterClen is based on the fact that they are |“Two fundamental standards need to be|
| |about to expand the company for further meet clients needs. |met during this phase of the process |
| | |before a training initiative is |
| |Solutions-based selling will require our sales force to be more knowledgeable|typically considered to be of high |
| |about emerging issues in sanitation, environmental regulation of cleaning and|quality. First high quality training |
| |cleaning systems, and OSHA standards. Instead of merely knowing how a product|encompasses the knowledge, skill and |
| |works, they will need to understand the legal, environmental, safety, ethical|ability categories that have been |
| |and regulatory issues that affect sanitation and cleaning in varied |identified as being critical to |
| |industries and settings. They’ll need to develop customized packages of |successful, job performance, and are |
| |cleaning solutions and systems -- not just a patchwork of tools and services |possessed at below-acceptable levels |
| |-- which include products and processes that meet our clients‘ needs. |by a meaningful number of job |
| |Finally, since our clients themselves may need staff education and training, |incumbents” (Dreher &Dougherty, 2001)|
| |our sales force must become conversant in the language of each client's | |
| |industry as it relates to cleaning and sanitation | |
|Labor material and legal |Working with chemicals creates a potential hazard in any environment. It’s |“ As with any U.S. company |
|environment |important for companies and their employees to know how to stay safe when |manufacturing products in the United |
| |working with them. |States, there is a need to comply |
| | |with both federal and state laws and |
| |Solutions-based selling will require our sales force to be more knowledgeable|regulations that apply to equal |
| |about emerging issues in sanitation, environmental regulation of cleaning and|employment opportunity, wage, hour, |
| |cleaning systems, and OSHA standards. Instead of merely knowing how a product|safety rules, and labor regulations” |
| |works, they will need to understand the legal, environmental, safety, ethical|(Dreher &Dougherty, 2001). |
| |and regulatory issues that affect sanitation and cleaning in varied | |
| |industries and settings | |
|Behavioral Requirements |The behavioral requirements art InterClean mainly needs to be managed in the |“The behavioral requirements for a |
| |sales department since they are the department that will be affected the |company need to be effective in a |
| |most. |TQM-orientated manufacturing |
| | |facility. These are the behavior and |
| |Currently, the sales force excels at demonstrating and selling product, but |related skills that allow the |
| |under the newly proposed solutions/service model, reps will be grouped into |employee to participate in the |
| |multi-functional teams prepared to support InterClean high-quality products |process of monitoring outcomes and |
| |with high-quality service. They’ll be instructed in development of full-range|work process, determining the “root” |
| |service packages tailored to individual accounts. They’ll be trained to |causes of quality problems and |
| |engage directly with facilities managers, health care professionals, and |identifying and implementing solution|
| |operational executives in their customers' organizations. |to the identified problems |
| | |incumbents” (Dreher &Dougherty, |
| | |2001). |
|Integrating staffing |Intersect is a company the utilized the prospect firm strategy. Working with |“Prospect firms attempt to be first |
|practices with strategy |this strategy ensures InterClean that they will stay a top competitor in |to the market with new products and |
| |their industry. |services. These firms rely on |
| | |innovation, flexibility and speed. |
| |They’ll be instructed in development of full-range service packages tailored |They exploit new markets and product |
| |to individual accounts. They’ll be trained to engage directly with facilities|opportunities” incumbents (Dreher |
| |managers, health care professionals, and operational executives in their |&Dougherty, 2001). |
| |customers' organizations. And this will all happen in 90 to 180 days, when a | |
| |marketing blitz announces the launch of InterClean’s new service focus. | |
| | | |
|Employee motivation |With the changes occurring at InterClean, it’s important to motivate the |“People must come to believe that |
| |current employees or may be resistant to the upcoming change. |change is and must commit to |
| | |abandoning the status quo for an |
| |Clearly, this is a golden opportunity for anybody at InterClean who wants to |uncertain future. In addition to |
| |help create and fill new and exciting positions of responsibility, and I‘m |changing beliefs about the future, |
| |asking for everybody‘s support as we move in this exciting direction |some good ways to overcome resistance|
| | |to change is the… encouraging people |
| | |who will be affected by the changes |
| | |to participate in the redesign |
| | |effort” incumbents (Dreher |
| | |&Dougherty, 2001). |

Reference

Dreher, Greg and Dougherty, T.W. (2001). Human Resource Strategy: A behavioral perspective for the General Manager. New York: The McGraw-Hill Companies.

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