Sonoco HR Essay Example | Topics and Well Written Essays - 2500 words

Sonoco HR - Essay ExampleThe industrys shift towards a more involved supplier that offers ratiocination to end packaging solutions made it hard for SONOCO to compete directly with its competitors until serious change are apply in the high society. In response SONOCOs leadership implemented strategies designed to control cost that is juxtaposed to its impertinent wrinkle model of generating top line growth. The strategy involves retooling its consumer packaging divisions to meet the large demands of clients that is sensitive to consumer seek or preferences. The new business model practi chattery granted more autonomy to the General Managers of from each one division in terms of managing his or her own talent pool despite the new business models demand for more cross functional cooperation to respond to the dynamic customer needs. SONOCOs bodied culture is family-oriented, paternalistic, collaborative, and team oriented. Due to its long profitable history the company in its ent irety tolerates underperformance so long as the company can afford it. But the employees are as well extremely fast(a) to the company with majority of them enjoying tenures of more than 20 years. The companys employees pride themselves of being able to practice the phase in the packaging industry. The Issues Cindy Hartley was hired to assist SONOCO to support the strategies of DeLoach the companys CEO that is aimed at (1) increasing GMs accountability for talent management (2) distribute HR talent and support more as across the companys divisions and make HR systems and process consistent and (3) to optimize HRs ability to provide customize strategic support to the GMs businesses. These priority areas are designed to align the placement with the dynamic demands of the packaging industry. After conducting a comprehensive assessment of SONOCOs HR needs, Hartley identified terce priorities that she needs to resolve at once to respond to the challenge posed by DeLoach. First, the m echanical and arrogant compensation and performance-management systems needed to be linked and made consistent and more accurately reflective of employee contributions to company performance. Second, the company needed to create an employee- experiencement process to refine employees skill and to identify and develop deficient skills. Third, develop succession planning to identify and prepare the next generation of leaders was urgent. It would be prudent to stop that whatever changes and initiatives that will be implemented by the organization it will also change the corporal culture and psyche of SONOCO to sustain its continuous implementation (Devero, 2007). The onus should be geared towards continuous receipts through iterative compliance to dynamic policies and procedure of a learning organization (Senge, 2006). The transformation should also be complete that it will positively influence or impact the correct core set of the organization (Whiteley & Whiteley, 2006). Analysi s of the issues SONOCOs steady growth through acquisition of other companies over the years has contributed to the diffuseness of several departments across divisions when the acquired companies were eventually consolidated to their respective divisions (DePamphilis, 2009). One of these departments is the HR department. Operational imperatives or requirements that call for expedient filling of positions to meet orders from customers also contributed to