Mgt 555 Strategies

I, the head of the Special Projects division (SPD) in the works directorate - Ministry Of Interior (MOI), have been recently appointed to hold the position of acting head of the human resource division in the directorate. Works directorate had high level of turnover in the past couple of yours as well as downsize of employees, and that articulates around the fact the human resources division (HR) in the directorate has been facing some fundamental problems in understanding the importance of the onboarding as a concept and undervaluing it, which they believe is a waste of time, effort and man-power. That had effected dramatically the work flow. These turnovers had lead to serious problems such as delay in delivering a couple of special projects in the SPD to the end-users. That indeed something can't be looked over and pass it easily.

First, it can be said that the type of communication network within the HR division is more of a wheel, where the human resources pass information to me instead of the new recruiters. This increases the pressure on me and lowers the connection between the team members and the new hires. Second, most of the team members barely know each others, they come from different backgrounds and the number of staff keeps growing. Almost all of the turnovers are due to the conflicts which were resulted because of differences in expectations of each one of them. The purpose of this paper is to analyze the HR case in and ways to prevent the new recruiters to turn over and try to make them stay on board within the directorate and the ministry. First, the paper will provide the type of onboarding strategy that has been used in works directorate. The reasons of turnover and downsizing will be mentioned along with some recommended interventions to resolve the problem. Finally, the paper will enhance some key points and practices suggested to assure the success of onboarding transition. It is important to note that the case under study has a direct...