Gap Analysis: Riordan ManufacturingThis paper is going to review the existing situation going on with Riordan Manufacturing. There are quite a few opportunities and challenging issues that the company is facing at the present time. Analyzing the situation, opportunities, and challenges the true problems with Riordan's human capital has been realized. The end-state goals will direct the company to improve their human resource practices, which will give 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 over $1 billion. They have three production areas, one for plastic beverage containers located 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 some strategic changes in their manufacturing and marketing of their products. Their declining sales and profits over the last couple of years has not only forced the company to changes its sales strategy but also driven them to adopt a customer-relationship management (CRM) system. The sales department has gone from single salespeople to actual sales teams focusing on servicing the customers. Each team consists of a sales person, product engineering specialist and a customer service rep. The company is hopeful 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...