large global organization, with manufacturing plants located in several countries, has approximately 10,000 employees, with 00 employees located at its U.S.-based headquarters. The organization decides to develop an enterprise risk management trategy. Its U.S.-based research and development plant will fully test a new, more efficient welding machine for three months, ind, once complete, four of its international plants will implement the new machine over a period of 12 months. The CEO asks he senior VP of HR to co-lead the enterprise risk management strategy task force for this implementation along with the chief perating officer (COO). The CEO requests that the task force, made up of mid-level managers, identify potential threats to chieving objectives and develop a plan to minimize the risks associated with the implementation. There are also significant uman capital issues to address. First, the new welding machine requires upgraded technical skills. Second, the capital ustification for return on investment requires a reduction of 150 employees at each of the four plants outside the U.S. and 50 mployees in the U.S.-based plant. The senior VP of HR and the COO are relying heavily on the HR manager with regard to the uman capital efforts of the task force.Iow should the HR manager guide the task force response to ensuring compliance with corporate safety procedures for the new quipment in the international plant?
Answers
Remind managers at the international plant of their accountability for safety records and meeting procedural standards.
Provide all plants with research-based plans for overcoming employee cultural resistance to change.
Work with managers at the international plant to identify approaches that encourage application of safety procedures.
Assure managers at the international plant that resistance to new safety procedures will be addressed as it occurs.
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