Reference no: EM132872689

Study the case below and answer the questions that followBrooks Beverage Management, Inc.

Brooks Beverage Management, Inc. (BBMI) is a soft drink bottler in Holland, Michigan. The market for some of BBMI's cold drinks always dips sharply in winter when consumers turn to hot beverages. This results in an excess of about fifty-five production line employees between September and March. If laid off, these employees will be difficult and costly to replace. Each receives three months of training on high-tech bottling equipment before being fully qualified.

BBMI operates in a labour market with a very low unemployment rate of 3%, so anyone laid off will be snatched quickly by another employer and not be available in the spring when demand picks up at the bottler. BBMI has put together a task force of representatives from all areas of the company to suggest solutions to this anticipated staffing dilemma. 

Required:

a. Explain what you understand by HRP. Some organisations take HRP&D for granted, why is it the case? As the HR professional in charge of HRP&D in BBMI Company, you have a scheduled meeting with the CEO to explain to her why HRP&D should be given a centre stage in strategy formulation. What would you tell her? 

b. What is the problem the BBMI finds itself in, regarding its human resource?

If environmental scanning reveals a low unemployment rate, explain two (2) strategies BBMI can use to ensure it retains its labour supply.

c. As the HR professional in charge of HRP&D at BBMI, explain any two (2) appropriate executive development methods for your CEO to make a choice.

d. Discuss the various phases involved in designing a training programme for a section of your employees.