You are hired as the HR Director for The Sports Board Unlimited (fictitious) which
manufactures and sells sporting equipment for the consumer market. Their products
include paddle boards (new through an acquisition), surf boards, wake boards, knee
boards, snow boards, skate boards, water skis, and snow skis. They sell through
distributors but are also developing a growing on-line presence so consumers can buy
The sporting goods industry is highly competitive and the company historically followed a
market penetration strategy (using greater marketing efforts to increase market share in
its current markets). Now, they are looking to expand their products and just acquired a
firm making paddle boards. While continuing to improve current products and
develop/acquire new products to be a market leader (product development strategy), they
emphasize growth, innovation, and the development/modification of new products. To
respond to the competitive market and meet customer changing demands, they must be
flexible, and have a flat, and more decentralized organizational structure.
The Sports Board is located 45 miles from a more major metropolitan city with a couple
two-year colleges, a trade school and one university. Given their type of product portfolio,
they are close to a large inland lake. The current unemployment rate is 12.1%. The issue
of the pandemic is a major contributor to the area high unemployment rate. Even with the
pandemic, sales for most products remain strong as consumers use the outdoor sports as
a way to safely move beyond some restrictions.
The owner and President is committed to keeping the organization local and more family
oriented. The Sports Board has either mainly hired friends or promoted within, many of
which are unskilled workers and not trained for their positions. However the situation is
changing. As the infection rate rises, many employees are not able to come to work. For
production, working from home is not an option. This has resulted in the need to remake
the work environment to ensure safe working conditions. Also, as technology changes,
many workers need to develop new skills to support new production methods as well as
some managerial/administrative workers being able to work from home.
Several local companies including The Sports Board have experienced recent labor
issues. The racial demographic makeup of The Sports Board is 78% white, while the
local labor market population is approximately 41% minority. Promotions to management
have been based on seniority/tenure. There is a growing minority population that has not
been accepted into the community. The President and four managers are white males.
The only female supervisor works in the customer service department. All other
management positions are filled by white males. Lately, The Sports Board has been hiring
more millennials resulting in three generations (millennials, Gen Xers and baby boomers)
with differing values and motivators. This has resulted in communication issues, conflict
between the employees of different generations and between management and these
employees. This has resulted in lower job satisfaction, productivity and increased turnover
even in these demanding times. To add to this, The Sports Board only offers the legally
required benefits, which millennials feel is inadequate.
Given the current situation, production workers are demanding premium pay and safer
working conditions based on their fear of contracting COVID 19. The Sports Board currently employs 241 employees, not including HR but does include
employees from the acquisition. Prior to the acquisition the workforce totaled 176. Due to
increased product demand and the addition of some new products, output needs to be
increased by 37%. New product development must be accelerated to maintain a
competitive advantage. Marketing (including new product development) and Sales
continues to sell products to an expanding market, but the effort has been mostly through
sales professionals. All of the employees in manufacturing (including quality control),
customer service, and operations (responsible for shipping and receiving – distribution,
including raw materials, components parts and finished goods inventory; and
maintenance and cleaning) have a minimum of a high school education or GED. Some
skills training courses are provided by the company. Refer to the organizational chart
(Figure 1) for more details.
The recent acquisition has resulted in some duplication of functions, most notably in the
areas of HR, accounting/finance, marketing and production. While some individuals and
their skills would need to be retained, the redundancy needs to be addressed. In addition,
the sale of knee boards has plummeted as consumer interests have shifted resulting in
the dropping of this product.
Develop a human resource development (HRD) plan. The Sports Board does not have
a formal training program. Given their current situation and the fact that promotions
were due to seniority, your plan should address the needs of:
- New employees
- Current employees (for current and future jobs according to any career path)
- Management group (supervisors and managers)
- Specifically, how will you address the generational issues?
- How will the working from home and remote management skills be addressed?
B. Address the following in your training design process in your paper:
- Identify the difference between training and learning and development. How will
each be met?
- Needs assessment: How will you conduct a needs assessment (method and
- How will the training content be developed or secured?’
- How will the training be delivered (classroom, intra-net, blended, self-study, etc)
and by whom (internal, external)? What is your rationale for your decision? Explain
your criteria for making your decisions.
- How (process and instruments) will you evaluate the effectiveness of your program
at all four levels?
Pages 10 Double spaced(2750 words)
Style and sources APA7, 5 sources
Bibliography / Reference page
Study level Master
Assignment type Research Paper
Subject Business and Economics