HR Gms Cgms: A Case Essay

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In addition to using this new department to create project assignments for otherwise idle personnel, this would become an essential path to preparing CGMS for competition in the long-term future. While the company's eroding schedule of future projects suggests economic downturn, it also underscores the risk of working in the fossil fuel sector. With future environmental and conservation concerns promising to impact mining operations such as those upon which CGMS depends, the company's newly minted R&D department would emphasize projects aimed at reducing the carbon footprint created by mining operations as well as investigating alternative fuel sources. Given the company's extensive resources and highly qualified personnel, it may have the opportunity to posture itself as a leader of future energy efficiency efforts. Ultimately, internal training and some measure of ERP-informed recruitment would be necessary to actualize this objective.

Finally, it is evidence that greater accountability is needed, if not to bring control over generally successfully autonomy departments, to bring about greater awareness of inter-departmental efforts.

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The appointment of leadership groups from each department should create a central task force which, through weekly meetings, could keep leadership and other departments informed of all projects in action and in queue.

Conclusion:

As noted here throughout, CGMS is in a relatively opportune position in spite of struggling in the current economic client. Given both its fiscal and its human attributes, the company is well-prepared to make HR-centered changes to its company structure (by moving toward an SSO model), its it system (by implementing a new ERP infrastructure), its labor orientation (by conducting internal training) and its leadership core (by improving interdepartmental communication). These medium and long-range changes should poise the company for a return to form upon the recovery of the broader economy.

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