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Essay / Research Paper Abstract
A 14 page paper discussing factors comprising effective strategic human resources planning. The organization needs to know the current state of human resource affairs, but the matter extends far beyond current needs and results. In order to be prepared for future needs, the organization must be able to make forecasts and predictions as accurately as possible so that it can effectively plan for future needs. The paper uses Nortel Networks as its example company; it provides a discussion of human resources inventory, audit, training and forecasting. Bibliography lists 5 sources.
Page Count:
14 pages (~225 words per page)
File: CC6_KShrStratAssess.rtf
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Unformatted sample text from the term paper:
intense growth began with its production of digital telephone switching equipment, and continued with its computer-telephony integration made possible with the advent of caller identification. Today, it is a
leading producer of networking services supporting "voice, data and voice, data, and video transmission over wireless and wireline technologies" (Stock Report, 2003). Growing nearly exponentially during the latter years
of the 1990s when it experienced intense growth, it has suffered the fate of nearly every organization operating in the technology sector. The market virtually disappeared in a short
time, and decline in technology stocks dramatically reduced the capital available to it. Losing investors capital combined with losing a large percentage of
its sales placed the company in a highly precarious position. The stock that had been trading at $80 and more declined to $0.43 at one point in 2002, and
this formerly-$23 billion company was in danger of being delisted from the New York Stock Exchange. The stock price has rebounded, but annual revenues have continued to decline to
descend to $8 billion. As a manufacturer of technology-sector networking equipment, the company, Nortel Networks, needs a workforce with a wide range of
abilities. Of course it requires a full complement of management, accounting and sales personnel; it also employs many types of engineers. As a manufacturer, it employs thousands of
production workers, all of whom share significant skill levels. In years past, the human resource function fairly scrambled to keep pace with the
companys need to add manufacturing and engineering personnel. As Northern Telecom, the company grew rapidly as the leading provider of digital telephone switches at a time when all others
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