Gap Analysis: Riordan

Running head: GAP ANALYSIS: RIORDAN MANUFACTURING

Gap Analysis: Riordan Manufacturing

Bradley S. March

University of Phoenix

Gap Analysis: Riordan Manufacturing

Introduction

The purpose of this paper is to review Riordan Manufacturing's present dilemmas and offer recommendations that may bring positive conclusions to impending problems. This paper will evaluate Riordan's situation, existing opportunities and challenges and conclude with key

suggestions which will produce some positive outcome. In addition, via end-state goals, concepts are provided in which Riordan Manufacturing may improve organizational human resource practices that will give Riordan a sustained competitive advantage (Dreher & Dougherty, 2001).

Situation Analysis

Issue and Opportunity Identification

One key issue Riordan is addressing is employee retention. Many comments have been made regarding employee attrition and the cause for this attrition is competitors paying higher wages and having better benefits, Riordan's Research and Development Department (R&D) is experiencing major turnover and huge loss of employee knowledge due to the attrition. Furthermore, Riordan's employee incentive programs are faltering and are a major with Riordan's management and employees.

Present sales incentives are structured for individual salespersons as an alternative for a team approach. The new philosophy is to initiate changes in business practices that will result in revisions to current sales methodologies of individual sales representatives account management to that incorporates a sales person, a product-engineering specialist and a customer service representative with support from R& D (UOP Scenario, 2007).

Although Riordan's Sales Department sales department processes have changed, the current incentive/bonus programs are lagging and are not strategically aligned with the new and revised programs that Riordan is attempting to implement. Moreover is employee development and training....