Interclean–Envirotech_Merger_Paper

Week 2 InterClean-EnviroTech Merger Scenario HRM/548–Recruitment and Retention Practices The merger between InterClean and EnviroTech is dominated by InterClean in lieu of the domestic market. Merging InterClean with EnviroTech will help increase company sales to help achieve the sales goals and revenue. As with any merger, the skills sets do not always mesh together easily. This is why employees for both companies like retraining to help determine which employees are the best fit for the job. What are the viable options the company has at this point' The company has three viable options at this point: • Retrain the staff for both companies; the company will retrain and monitor workers to see which of the chosen ones will continue their journey with the company. • Continue business as normal with the staff provided; present employees with alternative training programs when available. • Recruit new staff altogether; bring on new staff while letting other staff members go because of improper training and lack of learning the new procedures. When might rightsizing be appropriate for this company' Rightsizing for this company might be appropriate when alternatives are impractical, outrageously expensive, or when company strategy is not working. This is something InterClean may discover once they have realized that the merger is unsuccessful because of lack of training and training resources availability. Unavailable training will only hurt the merging process as the company strays away for the strategic objectives as well as not achieving the market goals. If the company decides that rightsizing is not appropriate, the competitors may take the initiative to improve their own businesses. How can the company implement the plan in a manner that is both ethical and legal' The company can implement the plan that can both be ethical and legal once the decision has been made about what should happen. After the determination has been made that employees must be eliminated, lists must be created by the organization to reflect those decisions. The list should be created based on required skills for the positions available and how work can continue to be successful for the company. The three situations that are legal for an employer to release staff are as follows: • Employees who have acted or conducted in misconduct can be discharged once an investigation has been done. • Employees who have bad performance reviews can be discharged as long as there is documentation reflecting the bad performance rating. • Employees who participate in minor misconduct also can be discharged as long the incidents are documented, warnings are issued, and final chances are given. Employees cannot be terminated legally if they have contacted a union, taken leave under the Family Medical Leave Act, filed for workers compensation, or any other employee protective activities. Employees shall not be released of duties because of their race, color, religion, age, gender, sexual orientation, national origin, disability, marital status, medical condition, or any other reason that violates the laws (EEOC, 2011). Employees can be terminated at will if none of the above reasons are present. If an employee is terminated because of the business needs, the employer is acting ethically. To remain ethical, the selection must be fair and just cause. When the choice is involuntary separations, what steps must be taken' The steps that must be taken when the choice is involuntary separation are: • The human resources director must issue written notices of termination for fair and just cause situations. • A notice will be given to the employee with a requirement to sign the copy. • An employee is not required to use any type of time off during the notification period. • An employee will receive his or her separation pay or other pay due to them at the next pay cycle. • An employee must remain in contact with the human resources director to verify status and benefit plan continuation. • An employee will be required to return company property to their supervisor. In conclusion, the InterClean merger has not been done efficiently. Employee morale has been broken down. The success of the merger has failed because of inadequate preparation. The only thing properly considered is the financial end. The company skills and cultures were not considered creating a headache for all. Overall, InterClean has not been able to overcome its adequate training plans for its staff. References InterClean–EnviroTech Merger Scenario. Retrieved from, https://portal.phoenix.edu/classroom/coursematerials/hrm_548/20111011/ U. S. Equal Employment Opportunity Commission. (2011). Laws Enforced by the EEOC. Retrieved from, http://www.eeoc.gov/laws/statutes/index.cfm