Gap Analysis: Riordan ManufacturingThis paper is going to review the existing bunk going on with Riordan Manufacturing. There are quite a few opportunities and challenging issues that the company is facing at the represent time. Analyzing the situation, opportunities, and challenges the true problems with Riordan?s human capital has been effected. The end-state goals will touch on hold of the company to improve their human resource practices, which will fox the company a sustained advantage (Dreher & Dougherty, 2001).
Riordan Manufacturing is a global plastics maker, which has 550 employees with estimated annual earnings of $46 million. The company is owned by Riordan Industries, which is a fortune 1000 company that has revenue enhancement everywhere $1 billion. They have three production areas, superstar for plastic beverage containers turn up in Albany, Georgia; a custom plastic parts division located in Pontiac, Michigan; and one for plastic fan parts located in Hangzhou, China. All Research and Development is handled at the corporate headquarters located in San Jose, California.
Riordan Manufacturing has recently made near strategic changes in their manufacturing and marketing of their products. Their declining sales and profits everyplace the last couple of years has not only constrained the company to changes its sales strategy but also goaded them to adopt a customer-relationship management (CRM) system.
The sales department has at rest(p) from single salespeople to actual sales teams focusing on avail the customers. Each team consists of a sales person, product plan specialist and a customer service rep. The company is anticipative that the new team approach will improve sales (Riordan Manufacturing Scenario, 2007).
Over the last year, the company has seen a decrease in their employee satisfaction and an increase in voluntary attrition, which has doubled over the past year in every department. The company has realized that these alarming numbers is a real cause...
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