ORB | Talent Management Strategic Plan

1. primitive form for primitive needs.

Ringling College of Art and Design Fall 2020 Talent Management Strategic Plan BOAD 330: Manag. HR Resources Sarita René Tekla Khantadze Sophie Schönbach 1

Executive Summary This executive summary serves as a shorter read in place of this entire document. To explore the whole document in detail, jump to the table of contents here.

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Introduction The Talent Management Strategic Plan (TMSP) is an in-depth and remarkably significant document created to outline how ORB, a UK based sustainable high-end fashion company, performs Human Resource functions. The main objective of the document is to align HR processes with the overarching company mission, vision, values, and goals. The TMSP ensures that all HR functions are structured and strategized in a way that propels the company forward to achieve its higher objectives, both short and long term. This document is paramount as ORB’s HR strategy must be perfectly coordinated with its business strategy in order for the company to succeed in the ways that are most important to the organization specifically. The TMSP recommends HR systems, policies, and processes that ensure this by aligning everything to move in the same direction towards the desired point. All HR functions outlined in this document help employees and in turn the overall organization behave and perform in ways that contribute to the development of ORB towards its company vision. located in London.

Section 1 - Business Overview ORB is a sustainably-driven fashion startup that delivers well-crafted clothing, serving both the planet and the human body uncompromisingly

alike. It invests in cutting-edge technologies and processes that allow us to promote a lifestyle of circular and wasteless consumption.

Our brand creates timeless, robust, and elegant pieces that speak to our primitive clothing needs. This is ORB’s business overview, and it establishes the groundwork for all HR processes described in later sections. The HR side of our company supports our mission to bring a zero-waste clothing solution to consumers without compromising on the allure of striking fashion or the prevailing urgency of sustainable living.

Our vision to inspire a sustainably driven lifestyle and a circular economy across all industries is also taken into account when making HR decisions.

Our company goals of growth, international expansion, product diversification, and circular business model implementation also inform HR policies and procedures. Lastly, the company values (Sustainability, Zero-Waste, Inclusivity, Innovation, Creativity, Transparency, Diligence, Avante-Garde) are kept in mind to ensure that we maintain our inherent company brand with every step.

The first and most basic step in this direction is exemplified by our flat organizational structure which includes only two levels aside from the CEO.

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An external analysis determines the need for our product in our intended location through the PESTEL Framework, Porter’s 5 Forces, and Stakeholder Analysis. Politically speaking, the environment is not only stable but rather favorable for this business. Paired with other political factors, ORB’s position is remarkable.

Economically, Britain’s market is set up for this business given their speedy recovery from the effects of the Coronavirus as well as their rising median household disposable income.

The general public in the UK is also pursuing the same goals as ORB, environmentally speaking, making this business go hand in hand with the customer. The green tech research field is currently growing and being well explored internationally, meaning that the innovative playground is full of technological opportunities. The public pressure on Britain’s economy to turn green is undeniable, furthering ORB’s well-disposed position within the industry. Lastly, it is with great pleasure that we reinforce Britain’s strict health and safety laws. As described, the political, economic, social, technological, environmental, and legal factors are all positive for ORB. From Porter’s 5 Forces, it is evident that this company possesses a comfortable, medium power within the industry.

The biggest threat is presented by direct competitors such as Reve en Vert, Thoreau, and Study 34. Our transparency, however, can highlight

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our uniqueness to the customer in no time. Any distinguishing factor eliminates power from competitors. As the goal is to transform the industry, we are welcoming competitors with open arms and prefer the term colleagues as we can help and learn from each other. Our stakeholder analysis shows that our primary stakeholders are our customers, employees, investors, suppliers, and the future generations we serve. Based on the intensity of their influence and interest in the company, ORB consults suppliers, involves employees and investors, and informs customers and future generations. ORB’s secondary stakeholders are the community in which we operate, the government, and the shipping service, which are all simply monitored.

In our internal analysis of ORB, we take a look at what distinguishes us from our competitors, and what exactly it is that brings value to our customers. This includes areas of company routines and processes, the technological systems in place, as well as the actual know-how and skills of our people. Our company processes revolve around the basis of collaboration. Our small team enhances the value of an inherently collaborative workspace, allowing us to take advantage of that with all processes.

The three areas where technological systems support our core capabilities are communication, production, and sales. Lastly, our workforce is diverse in both background and skill set.

In order to sustain a competitive advantage, a company must have access to resources, particularly people, that are valuable, rare, difficult to imitate, and organized. Aside from people, to ORB these include cutting-edge textiles, state of the art equipment, an accommodating space, and other sustainable materials needed for clothing production. These resources are acquired, managed, and maintained by the Production and Sustainability coordinator, who ensures the highest quality materials at the lowest possible negative environmental impact. Sustaining the resource of people is achieved through two main facets, internal and external. Internally, enrichment activities include workshops, meetings, and presentations. Externally, there is a budget allocated towards sending employees to conventions, events, talks, and other such enriching opportunities that fall within their department.

ORB’s production, research & development, and design departments are the most essential and require strategic attention and management.

Our core human capital encompasses manufacturing, distribution, customer service, and quality control. Aside from the departments, every employee within the company can be categorized into four different types of talent.

Through analyzing and placing all existing employees within these categories, which reveals gaps within

the Core Employees that can be filled by future hires. The organizational culture type that ORB falls under is primarily Adhocracy and Market, with a focus on the former. Currently, ORB is experiencing a shortage of employees due to the company’s goal to expand and grow internationally. Through a Skill Inventory, Executive Replacement Chart, and a Gap Analysis, we conclude that potential areas to bridge lie in the Design, Production, and Marketing departments. This informs future HR decisions in later sections of the TMSP. ORB’s business strategy includes competing with direct rival firms by creating unique value to the customer based on differentiation. We ultimately aim to become the only needed apparel brand for a customer, providing them with the flexibility in product choice that they need. This differentiating strategy is taking the comfort of fast fashion and making it sustainable. Our corporate strategy shows that we are competing in the sustainable apparel industry with a focus on growth and diversification. At the end of the day, it is an exemplification of our values through the lens of growth. The 4A’s framework allows us to determine ORB’s execution capabilities within the human (alignment, ability) and organizational (agility, architecture) capital as well as the kinetic (alignment, agility) and potential (ability, architecture) energy levels.

The last step to successfully determine humanresource strategies is evaluating

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One way of doing so is vertically, which talks about the connection between objectives and initiatives taken to achieve them. The other way is a horizontal alignment that allows us to ensure that all practices align and reinforce each other.

Section 2 - Workforce Planning After analyzing and understanding ORB’s current position, this section targets its workforce structure specifically. In Section 1, we highlighted shortages and gaps within our organization. Here, we focus on legal parameters regarding our workforce as well as two employee positions that support ORB on the journey towards our strategic business and human resource objectives.

As a business, ORB takes on the responsibility to ensure equal employment opportunities to any employee and potential worker. Within the United Kingdom, the following seven employment laws highlight the parameters under which this company operates: the Employment Rights Act (1996), the National Minimum Wage Act (1998), the Employment RelationsAct (1999), the Maternity and Parental Leave Regulations (1999), the Part-Time Workers (Prevention of Less Favourable Treatment) Regulations (2000) & Agency Workers Regulations (2010), the Transfer of Undertakings (Protection of Employment) Regulations (2006), and the Equality Act (2010).

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At ORB, employees can take three routes when filing a charge of discrimination. The first of these is an informal complaint that can be taken to an employee’s supervisor, or directly to the CEO. The second is a grievance letter that is given to the CEO, which is followed by a formal grievance procedure. Lastly, an employee can choose to take legal action, in which the first necessary action is early conciliation. This process is outline by the “How to File a Charge of Discrimination” flowchart.

Relevant policies and procedures for ORB include first and foremost the Anti-harassment & Non-discrimination Policy which prohibits harassment and discrimination and operates under a zero-tolerance stance. Second, the Recruitment & Selection Policy and Procedure that ensures every potential new hire has equal opportunities and is able to receive a clear understanding of the position offered. Third, the Training Request Policy and Procedure allows for an annual budget that supports ORB employees on trips to conventions, events, and trainings appropriate for their position by request. Fourth, the Leave and Timeoff Benefits Policy Statement and Procedure outlines our Paid-Time Off structure that utilizes a floating holiday system to offer paid days off for our employees. Lastly, our Health and Safety Policy Statement which shows our commitment to ensuring a safe workplace for our employees.

At ORB, we value employee differences and plan on not only how to value them but also how to leverage them. This is seen in our three-step plan including seeing, understanding, valuing, and finally leveraging differences. Our company workflow is managed in an agile fashion which maximizes efficiency and creates a highfunctioning environment.

Our Job Analysis graphs display how ORB defines two new job positions we have found to be necessary based on previous analysis and workforce planning. The job positions, which have emerged, are a Circular Economy Specialist & Reverse Logistics Manager as well as a Bespoke Tailor & Seamstress. Additional matrixes stress the exact levels needed for applicable skills. The final job descriptions identify the Circular Economy Specialist & Reverse Logistics Manager to be the lead in the company’s transition into a circular business model as best as possible and the Bespoke Tailor & Seamstress as solely focusing on garment construction and innovation of production processes. Additional information about each position is detailed in the Job Design. Lastly, ORB implements Cross-Functional, SelfDirected Teams, Process-Improvement, and Task Force Teams. The following methods increase team synergy: Responsibility, Discussion Leader Swap, Stress Prep, Communication, Transparency & Honesty, Everyone’s Turn, Disagreement, and Inclusion.

Section 3 - Recruitment and Selection Now that we know what exactly it is that we need, this section examines and plans for how and why ORB recruits and supports new hires. When recruiting strategically, it is important to consider the overall company’s strategy. The Recruitment Strategy Framework discusses 6 elements that need to be considered when determining a recruitment strategy.

These include Brand, Focus, Location, Method, Timing, and Decision. ORB’s external recruitment methods answer to its unique position in Britain’s green industry and include online advertisement, listings on ORB’s website, reaching out to educational institutions, employee referrals, and social networking.

Having clear strategies and methods of career development ensures a workplace environment that fosters personal growth which greatly enhances the employee’s experience. This section first outlines employee profiles, then goes into the career management process, and finally shows examples of lines of advancement for two positions within the company. Employee profiles are essential in helping a company understand exactly what types of individuals fit well in the workplace.

This, in addition, helps to streamline the hiring process as the company can look for similar individuals, or even assess gaps and make sure that there is no overlapping occurring. Our

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employee profiles are important for the growth of individual workers as well, as they outline the workers’ current areas of knowledge and expertise as well as their development focus. The career management process outlines four steps: matching individual and organizational needs, identifying opportunities and requirements, gauging employee potential, and instituting career development initiatives.

The selection process breakdown summarizes the direct selection process from spotting a job listing to being hired. It goes through the steps of submitting a resume, submitting an essay, a background check, a structured interview, a take-home project, and finally a hiring decision.

A resume assessment and interview are conducted as part of the selection process at ORB. Resumes are assessed using a grid with qualitative and quantitative requirements for the specific job position outlined on the left, and ratings for each candidate listed on the right. Interviews are given while the interviewer fills out a candidate evaluation form, taking notes and giving ratings under major factors that influence the hiring decision. At the end of each recruitment process, ideally, we can welcome a new member to the team. The Onboarding Agenda illustrates how the first few days of a new member are structured. These can be adjusted based on the specific position and are designed to provide

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provide the new employee with all information and devices needed. It ensures a smooth start and allows the individual to feel welcomed.

Section 4 - Training and Development Now that we understand the ways in which individuals are able to join our company and how, we determine methods of training and development that fit this company best. Training and development refers to all activities initiated by the firm to foster the knowledge and abilities of individual employees. These activities are arranged in agreement with ORB’s business objectives.

While training talks about specific short-term performance increasers, development refers to the expansion of an employee’s future potential.

The Strategic Model of Training and Development discusses four phases that allow us to approach trainings strategically. It supports ORB in understanding what trainings are necessary, how they should be designed and implemented, and lastly, how they are evaluated in order to determine the program’s effectiveness.

The trainings discussed in this section are targeted at the two new positions, a Bespoke Tailor and Seamstress as well as the Circular Economy Specialists and Reverse Logistics Manager.

The first phase assesses needs by identifying so-called hard, as in tangible and teachable, and soft, as in subjective and ethical, skills. For the

Circular Economy Specialist & Reverse Logistics Manager, hard skills include Research, Presentations, Workshops, and Data Analysis, while soft skills include Leadership, Problem Solving, and Communication. For the Bespoke Tailor & Seamstress, hard skills include Sewing, Tailoring, and Technical Expertise, while soft skills include Application, Professionalism, and Time Management.

The second phase tackles the design of training programs. Training needs can be grouped into three areas: Research and Innovative Thinking with a special focus on Green Technology, Tailoring with a focus on high-end Craftsmanship and Sustainable Resource Allocation, and lastly, Problem-Solving and the Adaptation of skills to new areas. The training plan prepares the two new positions added as a result of the various analyses conducted earlier. The main Principles of Learning for ORB are Goal Setting, Experiential Learning, Feedback and Reinforcement, and Operant Conditioning.

The third phase discusses specific ways of implementation designed to answer the determined objectives. Our training methods include Corporate Training, Case Studies, and AdventureBased Learning. Corporate Training combines on-the-job training with traditional educational classes.

Employees work closely with their line managers that instruct and direct

hands-on tasks and experiences for the employee. Case Studies require a team to conduct an in-depth study of a particular topic. Whilst it practices independent research and teamwork, it allows our two new employees to familiarize themselves extensively with the topic of green technology and what standards and innovative processes are applicable to this company.

Lastly, Adventure-Based Learning is a principle used in team trainings which uses trust activities, games, simulations, and problem-solving initiatives to enhance the personal and social development of partakers.

The fourth phase, which completes the cycle of our strategic model is evaluating the effectiveness of the training implemented and its success.

Criteria that provide the necessary combination of perspectives can be divided into the participant’s reaction, the amount of learning they have acquired, their behavioral changes on the job, and the bottom-line results.

To measure reactions, a simple survey that the employee fills out is combined with the notes of the supervisor.

The learning aspect is determined via a structured interview between the line manager and their employee wherein the employee summarizes their individual learning outcomes, which they have prepared in a provided document beforehand. This same interview is conducted again after a time-frame of three weeks, which tracks behavior. Lastly, even though

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tangible results are difficult to measure, one of the methods ORB utilizes is a so-called “skill demonstration”, where employees get to choose what newly acquired skills they are most proud of and want to share with the rest of the company.

Section 5 - Performance Management This section covers ORB’s performance management process. Now that we have taken a closer look at how we train employees, we can dive into the system that ensures their training is put to good use and each individual consistently exhibits their best behavior. Performance management is an extremely important HR function, and if done correctly, can propel any team into success. The Performance Management Process flowchart walks through each stage in the performance management process and how ORB approaches it specifically. It includes setting goals to align with higher goals, setting behavioral standards and expectations aligned with employee and organizational goals, providing ongoing performance feedback, appraising performance by manager and others, conducting a formal review or feedback session, making HR decisions.

The Developmental and Administrative purpose statements highlight the higher goals regarding each. These are important to identify clearly early on in the process so that all steps taken align with the overarching purpose of our

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performance management process. To avoid rating errors, ORB has training plans in place for all employees, this is shown in our Performance Review Standards diagram. Given our company size and performance review methods, any employee can be a rater. The training preparing employees for that role is given as part of the onboarding process to ensure that employees are ready to give reviews as soon as possible, as we value ongoing feedback at the workplace.

For a well-rounded and holistic performance management, ORB utilizes many sources of reviews for our employees. We employ both internal and external sources, as it is imperative to have feedback from both of these sides. Internally, more detailed and perhaps specific reviews can be provided, while external sources might reveal information that an insider might not have thought of. This is why ORB conducts manager, self, subordinate, peer, and team evaluations internally, as well as customer and supplier evaluations externally. One of the methods that ORB employs to rate employees is the Graphic Scale Method.

This method has been slightly modified to provide feedback as a percentage value that can be used to understand employee potential and the degree of its fulfillment. Once performance has been analyzed, it is important to diagnose where poor performance may be stemming from. The different factors affecting performance can

be grouped into issues with ability, motivation, and environment, shown in the Performance Diagnosis diagram.

Section 6 - Benefits & Rights This section covers ORB’s employee benefits and compensation design, as well as their rights and surrounding procedures. The compensation design includes a holistic and conclusive analysis of our compensation strategy for all employees including their direct, indirect, and nonfinancial compensation, the factors affecting compensation design, and the final compensation package value. All decisions align and support our company goals to propel ORB towards their fulfillment as efficiently and effectively as possible. Our direct compensation methods include Salary, Incentives and Bonuses, our indirect methods include Benefits, and our nonfinancial methods include Rewards and Recognition, Organizational Support, Work Environment, and flexibility. The compensation design for any organization is affected by many factors that can be split into internal and external categories. Internal factors apply to those that stem directly from the organization or the individual being compensated, while external factors apply to more environmental conditions that surround the organization.

strive for a transparent relationship with our employees and set ground rules that ensure a comfortable and healthy work environment. The three main areas that ORB focuses on when it comes to employee rights are Explicit Contracts, Digital Surveillance, and Dispute Resolution Procedures. The Disciplinary Model shows the process when it comes to breaches of ORB’s policies and procedures, in which we take the approach of progressive discipline. This principle allows us to create necessary and valuable space for communication and training.

Section 7 - Conclusion To close, the Talent Management Strategic Plan proposes strategies and processes that will propel ORB to grow towards its business objectives and goals by aligning with it its HR objectives. The strategies of the two are also aligned to ensure effectiveness.

This proposal also ensures the best possible performance and satisfaction for ORB’s employees.

In terms of Employee Rights, The United Kingdom government provides a legal framework that qualifies serious offenses by both parties. Overall, we

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Table of Contents This table of contents is interactive, click on any heading to jump to it in the document, and click on any main section or subheading in the document to come back here.

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Section 1: Business Overview 4

Our Business 6

Defining the Company

Strategic HR Goal Objectives Organizational Foundations

External Analysis 9

The Pestel Framework

Porter’s 5 Forces Stakeholder Analysis

Internal Analysis 18 Processes Systems People Competitive Advantage

Human Capital in Context Talent

ORB’s Cultural Audit

ORB’s Culture Type

The SWOT Analysis - A Summary

Employees Forecasting 28

ORB’s Skill Inventory ORB’s Executive Replacement Chart Gap Analysis: Assessing Organizational Human Capital

Formulating ORB’s Strategy 34

Our Business Strategy... ... And Our Corporate Strategy.

Executing ORB’s Strategy 35

Strategic Alignment - The Evaluation

Execution Capabilities: 4 A’s

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Our Horizontal Fit The Balanced Scorecard

The Strategic Alignment Overview

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Section 2: Workforce Structure

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HR Laws 44

Important Human Resource Laws

How to File a Charge of Discrimination

Policies and Procedures 50

Anti-harassment and Non-discrimination

Recruitment and Selection Training Request

Leave and Time Off Benefits

Health and Safety Employee Differences

Workforce Assessments 59

Workflow Analysis Job Analysis

Circular Economy and Reverse Logistics Manager

Bespoke Tailor and Seamstress

Final Job Descriptions 68 Descriptions Job Design

Teams 72

Section 3: Recruitment & Selection

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Recruitment Strategy 76 Recruitment Strategy Framework

External Recruitment Methods

Career Management 80

Employee Profiles

Career Management Process

Lines of Advancement

Selection 85 Selection Process

Candidate Evaluation Position 1

Candidate Evaluation Position 2 Final Selections

Onboarding - Agenda 98

Section 4: Training and Development

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Strategic Model of T & D

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Phase 1 - Needs Assessment

Phase 2 - Design

Phase 3 - Implementation

Phase 4 - Evaluation

Section 5: Performance Management

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Performance Mgmt. Process 116

Purpose Statements

Performance Review Standards

Sources of Review

Performance Review Methods Performance Diagnosis

Section 6: Employee Benefits & Rights

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Compensation Alignment 128

Compensation Strategy Compensation Design

Compensation and Benefits Package

Employee Rights

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Disciplinary Model

Section 7: Conclusion 140

Summarizing Skill Gap Analysis Closing Statement

Work Cited 148

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Business Overview This section discusses the introduction to our business, including company mission, vision, and values as well as objectives and long term goals. In addition, an extensive external and internal analysis is conducted to evaluate our business’ position within the industry. Lastly, workforce planning is done to inform our next steps.

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Our Business Defining the Company ORB is a sustainably-driven fashion startup that delivers well-crafted clothing, serving both the planet and the human body uncompromisingly alike. It invests in cuttingedge technologies and processes that allow us to promote a lifestyle of circular and wasteless consumption. Our brand creates timeless, robust, and elegant pieces that speak to our primitive clothing needs. We are available online and at our store in The West End of London, UK. Primitive form for primitive needs.

Strategic HR Goal Objectives Like ORB itself, all human resource objectives are to serve the people by identifying and facilitating processes necessary to reach the greatest potential within each one of us.

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Support long-term company goals.

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Establish personalized activities that foster employee creativity.

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Optimize organizational culture to unleash worker’s maximum potential.

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Ensure that physical and emotional needs are met.

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Flatten organizational structure to foster collaboration and inclusivity.

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Ascertain high company standards through hiring adept employees.

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Provide professional trainings to enhance employee’s skill variety.

Organizational Foundations Our Mission...

“ORB brings a zero-waste clothing solution to consumers without compromising on the allure of striking fashion. We prioritize sustainability over all else.“

...And Vision.

“Our vision is to inspire a sustainably driven lifestyle and a circular economy across all industries.”

The Company’s Goals: Establish an international presence.

Grow to serve a wider target audience.

Expand and diversify our product range.

Gradually implement a circular business model.

The Company’s Core Values: Sustainability, Zero-Waste, Inclusivity, Innovation, Creativity, Transparency, Diligence, Avante-Garde.

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Organizational Structure

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External Analysis

The Pestel Framework The Pestel framework divides a business’ environment into the categories of political, economic, social, technological, environmental, and legal influences. Here, it is applied to our startup ORB, founded in 2020 and located in London.

Politically speaking, this company addresses a widely discussed agenda within the Western world regarding climate action. The UK, just like 178 other countries, signed up to the Paris Agreement in 2015, which strives to limit the global temperature rise to 1.5 degrees celsius, demanding public policies to be inclusive of that objective. In addition, Sadiq Khan, the Mayor of London, developed a London Environment Strategy in 2018 aiming to turn London into a zero-carbon city by 2050 (LDN_gov, 2020). These efforts in turn make ORB eligible for government subsidies and financial

incentives as it contributes to the overall objective (Manchanda, 2013).

This makes the political environment not just stable but favorable for this business. As ORB is only selling products within the European Union, trade policies are also supporting this organization’s growth. The European Commission has removed trade barriers, such as tariffs and quotas, and even after Brexit, has not reinstated them (Owen, Spisak, Stojanovic, & Rutter, 2017). It is important to note, however, that the UK is still in negotiations with the European Commission and that trade policies are subject to change. Nevertheless, we in no way foresee any limitations deriving from this policy. Lastly, England’s government has set numerous regimes in motion to encourage startups by offering tax relief and incentives to obtain important early-stage investment (Smith & Emerson, 2020).

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Overall, this places ORB in a remarkable political environment.

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As human resources and strategic planning are highly interlinked with each other, it is imperative to not just understand the external environment and influences circumferencing this company, but also to look inside and analyze ORB through the perspectives of competencies and resources.

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Britain’s economy was hit hard by the Coronavirus pandemic, just as the majority of the world experienced.

Within the second quarter of 2020, its GDP fell by a traumatizing 20.4%, resetting its economy to the level it was in March 2003. Figure 1 highlights this dramatic drop. It also tells us that overall, the British economy has been steadily growing and recent numbers suggest a rapid, yet appropriate, recovery from the pandemic’s influence.

Its latest unemployment rate for the second quarter of 2020 is 4.1%,

Fig. 1 GDP Development in GB over the last 5 years (Scruton, 2020).

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making it another economic measure indicating an overall positive position for ORB (Leaker, 2020). One influential aspect of ORB’s potential success is Britain’s disposable income, as it determines the means that individuals have left to spend on nonnecessity products and services. The median household disposable income in the UK in 2019 was £29,400. This number has been rising over the years and places the average family in a good position to fulfill wishes such as purchasing an ORB garment (Webber & Mann, 2019).

Economically speaking, Britain’s market is set up for this business.

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The technological systems that ORB is dependent on can be divided into two. Firstly, it is using the internet to sell and market its products as it is a D2C (direct-to-consumer) business.

This model and its methods have been around for a while and can be considered standard. In 2020, it does not limit the company’s reach in any way, nor does it exclude certain demographics. On the contrary, it speaks to the demanded comfort.

Secondly, ORB is exploring production processes and technologies that allow for a zero-waste manufacturing process with the smallest carbon footprint possible. This research field is currently growing and being well explored internationally. Conventions such as the Green Tech Festival in Berlin allow for this knowledge to be shared, as the existing sustainable values often go hand in hand with the belief that green technologies should not be privatized. As ORB’s employees do not just frequently visit and present at such events but also have a dedicated Production and Sustainability Coordinator, the innovative playground is full of opportunities.

This research field is currently growing and being well explored internationally.

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Jack Duckett, a leading analyst in Britain’s lifestyle sector and associated director of Consumer Lifestyle Research, summarized the country’s social position in a 2018 market research report by saying:” The consumer understanding of corporate ethics has evolved and become much more sophisticated. Looking forward, this will make it much harder for businesses to buy customers’ trust by simply emphasizing their environmental profile, while not making any changes to their fiscal or societal contribution.” (“Mintel - UK British Lifestyles Market Report”, 2019). What we can learn from this is that British society has had its focus on corporate social responsibility for a while. It has reached a point where it does not just want to see and learn about a business’ ethical conscience. It is also ready to dig deeper and spend time and energy researching a company’s environmental stance meticulously.

Consumers are making active decisions about their habits, health, and the items they choose to include in their lives.

One could say that the general public is pursuing the same goals as ORB, making this business go hand in hand with the customer.

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The public pressure on Britain’s economy to turn green is undeniable.

Even regarding its fallout due to the on-going pandemic, an acute and timesensitive issue, the public is urging the government to prioritize sustainability in its process to find a solution. The Guardian reported on this increasing pressure in June 2020 and quotes John Sauven, executive director of Greenpeace UK, who dryly states:” If we fail to get this right, we may never get another chance.” (Harvey, 2020).

ORB is in no way fearing the public pressure as it identifies itself to be a part of it.

The Protection from Harassment Act in 1997 lays the foundation in the United Kingdom for the employment equality law sector that highlights the unlawfulness of prejudicebased actions in the workplace. As diversity and inclusion are values of this company, this law is on our side.

As ORB is a business that produces exquisite pieces of design, we focus not just on creativity but also originality. Hence, we strictly enforce copyright and patent law. In addition, environmentally friendly production processes are not just healthy for the planet but also for employees. It is with great pleasure that we reinforce Britain’s strict health and safety laws.

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Porter’s 5 Forces Porter’s 5 Forces is an analysis model that helps us understand the level of competition within our industry and therefore how to best determine corporate strategy (Chappelow, 2020).

It will tell us the industry’s strengths and weaknesses and allow us to understand where we best position ourselves. Overall, it indirectly provides us with insights to better understand the external supply of labor and competitor’s human resource metrics.

The following five areas examine the industry’s current situation.

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Competition in the industry.

Competitive rivalry in the retail industry is huge. It is estimated that in 2019 the entire industry was worth a bombing £394 Billion (RetailEconomics, 2019).

However, ORB is unlike any traditional retail company. Its sustainable production process shrinks that industry tremendously. The sales revenue of ethical clothing brands in 2018 landed on an estimated £50 million (Sabanoglu, 2020). This lets us conclude that the overall industry is a saturated niche market and thus has a large but not impenetrable amount of competitors. It gives ORB a medium to low power when it comes to determining prices and setting the terms of deals.

Potential of new entrants.

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The sustainable, high-end fashion industry allows for a fairly easy but complicated entry into the industry.

A company has to set up a chain of supplies, technologically determine production processes, hire designers that create lines of fashion, and lastly establish a market presence.

Based on our own experience, it takes an estimated 1 year to greenlight everyone of these steps and thus makes it impossible to enter the market from one day to another. As the industry has medium barriers to entry, it lifts ORB’s power to a medium level.

Power of customers.

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ORB has a relatively small and powerful client base as the business offers a small number of products at a high quality and cost. However, one goal of this business is to educate the customer and broaden their perspectives to look beyond capitalism and towards a circular economy.

The customer ends up with the understanding that one clothing item replaces multiple in order to slow down fast fashion. At the end of the day that also means that what they would spend on five items can now be spent on just one. Whilst the customer has a high power, ORB aims to keep such in check through value creation.

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Power of suppliers.

The nature of the industry states that the production process should not depend on external and foreign suppliers as the main goal is resource efficiency. Our values do not just mean that we developed a production process that produces no waste, it also means that we are making use of the existing surplus of materials.

The technology in place allows us to take textile left-overs and transform them into new items of clothing. We, therefore, depend on donations as well as contracts with textile and apparel companies, that provide us with what is considered “waste” in their eyes.

Hence, ORB has a more than flexible supply chain. Other companies in the industry have decided to take the route of organic cotton as one form of contributing to this fight. That does lock them in a set position with a minimal amount of suppliers and places them at their mercy. Overall, this situation places ORB in an independent and powerful position.

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Threat of substitute products.

Unless a technology is invented that lets humans magically grow a shell, the likelihood of a substitute product for apparel is so minimal, we can comfortably disregard it.

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In conclusion, this company possesses a comfortable, medium power within the industry. The biggest threat is presented by direct competitors such as Reve en Vert, Thoreau, and Study 34. Our transparency, however, can highlight our uniqueness to the customer in no time. Any distinguishing factor eliminates power from competitors. As the goal is to transform the industry, we are welcoming competitors with open arms and prefer the term colleagues as we can help and learn from each other.

Stakeholder Analysis The stakeholders of this organization are groups of people and individuals that have an interest, are affected by, and can influence our decisions. This includes primary and secondary stakeholders, allowing us to prioritize our attention. The following graph shows the levels of communication ORB partakes in regard to each party. Our primary stakeholders are our customers, employees, investors, suppliers, and the future generations we serve. ORB’s secondary stakeholders are the community in which we operate, the government, and the shipping service, which are all simply monitored.

This helps to inform our decision making processes. We are reassured to prioritize transparency, value autonomy and collaborate even with our suppliers.

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HR Dashboard

16

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Internal Analysis Starting off our internal analysis of ORB, it is imperative to take a look at what distinguishes us from our competitors, and what exactly it is that brings value to our customers. This includes areas of company routines and processes, the technological systems in place, as well as the actual know-how and skills of our people.

Processes Our company processes revolve around the basis of collaboration. Our small team enhances the value of an inherently collaborative workspace, allowing us to take advantage of that with all processes. Evidently, each team member has a vastly different stream of tasks to accomplish. Nonetheless, these streams flow into each other at twists and turns, interlinking their workflow. As we value communication, transparency, honesty, and dedication, we make sure to not only keep these principles in mind individually, but to implement them within our organizational behavior. Our day to day working habits reflect these ideologies, with intense but rather short sessions of dedicated focus followed by breaks that allow for a complete release from the work environment. These cycles are done in groups, which supports the development of deep connections within our team, both in professional and casual settings.

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19

Systems ORB operates a D2C model, allowing users to order online from anywhere in Europe. We also use a series of online databases to track sales, growth, finances, etc. This allows us to have access to important information and avoid any accidental losses of data.

Additionally, a zero-waste production process depends on ever-evolving technologies in order to reach the ideal outcome. Thus, the three areas where technological systems support our core capabilities are communication, production, and sales.

People Our workforce is diverse in background and skill set. Aside from the CEO, each employee has a set of skills that are equally important to the organization, as well as complementary to one another.

First and foremost our designers work closely together to bring each garment to fruition. They both have backgrounds in fashion design, sewing, and tailoring, although each specifies in a slightly different direction.

Our Technical Designer and Stylist focuses more on the functionality of our clothing, as well as working with styling for any marketing campaigns that we deliver. Our Fashion Designer, on the other hand, focuses on the overall look and feel of our collections, taking on the actual bulk of the

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design work for the garments. The two designers collaborate heavily within the initial ideation and concept development phases, then take on separate roles in the design process to maximize productivity.

The Head of Design and Marketing guides the fashion design team, curating a general brand and siphoning the whole process into one artistic direction. This member of the organization is capable of guiding by example with strength and humility.

Their background lies in managing creative projects, leading highfunctioning teams, marketing, and branding. This allows them to fulfill the essential role of marketing ORB in innovative ways and forging a brand identity that addresses our intended audience. All campaigns made by our brand are overseen by the Head of Design and Marketing, although, as mentioned before, most company activities are collaborative in nature.

Essential to the functioning of our company is the Production and Sustainability Coordinator, who oversees the entire production process and manages the zero-waste aspect of our business. This person has the skills to ensure an organized, efficient, and effective process that maximizes the company’s output. In addition to this, they are adept researchers who are eager to discover and forge new methods of production fitting our zerowaste guarantee.

Lastly, the Public Relations and Sales Manager handles all communications to external parties, as well as managing the company’s sales activities. The skills that this employee possesses include negotiating, budgeting, accounting, analyzing, and predicting future growth.

These core capabilities in the areas of process, systems, and people, differentiate us from competitors and indirectly offer value to customers.

Competitive Advantage In order to sustain a competitive advantage, a company must have access to resources, particularly people, that are valuable, rare, difficult to imitate, and organized. The resources, in addition to people, that ORB needs include cutting-edge textiles, state of the art equipment, an accommodating space, and other sustainable materials needed for clothing production. These resources are acquired, managed, and maintained by the Production and Sustainability coordinator, who will ensure the highest quality materials at the lowest possible negative environmental impact.

However, the most important resource that must be sustained is people.

Sustaining the resource of employees not only means keeping them around in the company, but constantly working to elevate their skills and stimulate them.

This is achieved through two main facets, internal and external.

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22

Internal

External

Internally, enrichment activities include workshops, meetings, and presentations. The workshops offer employees the opportunity for handson education and stimulate their minds through creation.

Meetings take place at regular intervals and allow any member of the company to share their thoughts and ideas. Lastly, presentations give employees a platform to bring concepts they have come across outside of work to their colleagues.

This framework builds a communicative web within the company’s culture that creates a space for sharing new ideas and helping each other grow.

Externally, there is a budget allocated towards sending employees to conventions, events, talks, and other such enriching opportunities that fall within their department.

This brings in new knowledge from the outside world back into the workspace and ensures that we are up to date with the industry. Keeping an eye on new happenings or rising trends in the market is not only essential, but allowing employees to take it into their own hands is empowering and rewarding.

Human Capital In Context Based on this map, we can see that the production, research & development, and design departments are the most essential for this company, requiring strategic attention and management. These are the skills that are not just the most unique but also bring the most customer value. Our production process is of the utmost importance to guarantee our customers high-quality and exquisite fashion. It needs close attention in order to do so. Our research focuses on sustainability and zero-waste solutions within the market. Lastly, our visual aesthetics highlights the importance of design.

Our core human capital encompasses manufacturing, distribution, customer service, and quality control. We manufacture and distribute our own products, stressing the importance of these departments. In addition, we take our customer satisfaction very seriously, making customer service and quality control core departments as well.

1. Production 2. Manufacturing 3. Distribution 4. Management 5. Finance 6. Customer Service 7. Quality Control 8. Design 9. Legal 10. Sales 11. Research & Dev. 12. Marketing 13. Public Relations

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Talent

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These employees have skills that are less essential to the core framework of the company and are easily replaceable by other individuals in the labor force. For ORB, these employees would fall under finance, legal, and public relations. Currently, this is handled by the Public Relations and Sales Manager. As we are expanding, these roles can become more severe, eventually calling for its own position.

Core Employees

These employees have unique skills that go hand in hand with the company’s strategy, and they are difficult to replace. For ORB, these are the individuals working in production, research & development, and design.

In particular, this includes the Production and Sustainability Coordinator, as they take care of both Production and Research & Development. It also includes the Technical Designer and Stylist and the Fashion Designer. To strengthen these key employees, ORB requires support in upgrading the production process in order to implement a circular model effectively.

Complementary Partners

Supporting Workers

Strategic Knowledge Workers

Every employee within the company can be categorized into four different types of talent. This allows us to determine gaps for future hires.

These workers are highly valuable to the company.

However, their skills may be relatively replaceable. To us, these are the workers under manufacturing, distribution, customer service, and quality control. Some of these responsibilities fall under the Public Relations and Sales Manager, as well as the two Designers regarding manufacturing. We can see that these responsibilities do not hold their own position. Gaps within this section can be filled by new hires, which in return opens up new fields of decisionmaking such as human resource management.

These workers have unique skills, however, they do not provide a high level of customer value for the particular company.

The departments under which they work at ORB include management, sales, and marketing. These responsibilities are carried out by the Head of Design and Marketing, as well as the Public Relations and Sales Manager. Due to their little influence, we are currently satisfied in the fields mentioned above.

ORB’s Culture Audit A company culture audit examines the values, attitudes, beliefs, and expectations of a given workplace to analyze and get to know the organizational culture. Conducting a culture audit is important in understanding how the workplace environment supports its employees, which areas are strong, and which areas might need improvement. It also shows if the company’s workplace culture aligns with the company goals, which is the ideal situation in any organization. Understanding if the culture supports our long term goals is the first step in making sure that we are on track to meet those goals. This is why ORB conducts company culture audits quarterly through a survey filled out by every employee. The results are then assessed and if needed, a plan is developed to shift the culture towards one that aligns more strongly with our overall objectives and vision as a company. The following questions are currently included in the survey. (Corporate, 2020) 1.

What is the communication style within the workplace?

2.

What is the process of reaching decisions?

3.

How are employees treated?

4.

Do you feel heard?

5.

Is the approach to getting work done more collaborative or individual?

6.

How risk-taking are the strategies?

7.

What is the company’s vision?

8.

What values are important to this organization?

9.

What is being done to ensure diversity and inclusion?

10.

How transparent is the management team?

ORB’s Culture Type The organizational culture type that ORB falls under is primarily Adhocracy and Market, with a focus on the former. ORB has an entrepreneurial culture of taking risks and innovating, with less focus on bureaucratic policies and strict procedures.

We are constantly looking for new ways to do things, and that is exemplified by our commitment to provide the market with the latest technologies available for zerowaste fashion. This clearly places us under the Adhocracy organizational culture type. At the same time, ORB is quite competitive and results-oriented in regards to our working style and expectations, which places us under the Market organizational culture type. Our dedication to bring the highest quality products to our consumers highlights this aspect of our culture.

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The SWOT Analysis - A Summary

Strengths

Weaknesses

Highly skilled human capital

Competitive environment

Efficient and effective workflow

Skills and results-oriented

Collaborative environment

Demanding workplace

Well functioning organizational culture

Overlapping departments

Clear goals and vision Valuable product for consumers Diligent and dedicated employees Transparency in management Detail-oriented

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Opportunities

Threats

Government subsidies

Competitors/alternatives

News coverage due to political agenda

Economic struggle due to global

Relevant and contemporary message Fulfills zeitgeist

pandemic Greenwashing narrative Thrift stores

Fights for a cause Made to last Stable industry Wealth of available research Investments into sustainable technology

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Employees Forecasting The following model helps us to take into consideration what aspects could influence the demand and supply of labor, what techniques we use to determine such, and ultimately identify actions we can take to balance out a shortage and surplus.

We want to expand internationally.

The pandemic can further regress the market.

Techniques

Considerations

Demand Managerial estimates.

Close relationship with workers to ensure immediate and honest feedback.

Gap analysis.

Our developing production technologies can need more/ eliminate labor.

Our philosophy is inclusive and collaborative. The personal stake for each employee works against a high turnover rate.

Skill inventory (see below).

Replacement chart (see below).

Management Inventories.

Succession planning: Talent Review.

External Considerations

Techniques

Supply Unemployment rate: 4.1% at the beginning of 2020 (see above).

UK’s workforce is not only growing but become more and more educated (suitable for ORB’s positions)(Green, 2017).

The green industry experiences more and more government subsidies.

Employee’s can be implemented from various backgrounds easily, thus high labor mobility.

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Hire full-time employees such as Circular Economy Specialist, Designer.

Utilize Overtime ( personal interest in this startup enables this).

Hire contract workers such as visiting artists or to install new technology.

Surplus

Shortage

Balancing Supply & Demand Implement a hiring freeze.

Reduce employee’s working hours.

Lay off employees that have similar responsibilities such as the designers.

Reduce employee turnover.

This is ORB’s current position as we are trying to expand.

Currently, the reason why this startup is experiencing a shortage of employees is due to the company’s goal to expand and grow internationally. This startup involves individuals that experience a high personal interest in this company as they were present when it was founded. In order to expand, we are in need of workers that can focus on the readiness of ORB to implement a circular economy business model.

This comes with new required skills such as sourcing clothes, dismantling such, and preparing them for re-use. An expansion also comes with demands for new designers and as the number of employees grows, we are in need of a human resource coordinator. In the meantime, we are utilizing overtime and are considering contract workers such as visiting artists that carry the responsibility for a single collection. The following sections include analyses that help us identify our current position and plan for the future, such as the gap analysis.

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Skill Inventory The following table showcases our current employees’ skills and background, providing a snapshot of our capabilities as a team. It offers a look into what is already represented in the company, and what skills or positions we have opportunities to fill.

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Executive Replacement Chart The Executive Replacement Chart below, a key guide within succession planning, shows that the only position that would be taken over by an existing employee in case of vacancy is the Head of Design and Marketing. The key shows that H. Cooper, the current Technical Designer and Stylist, is a more qualified and higher performing employee that would ultimately be more fit to fill that position. L. Wilson, on the other hand, is simply not fit for the position as she is the current Fashion Designer and has no managerial experience or training. The rest of the employee positions, in case of vacancy, are temporarily taken over by the CEO while the company looks for new qualified applicants. The briefness of our Executive Replacement Chart is due to the small number of employees in our company.

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Gap Analysis Assessing ORB’s organizational human capital: The Gap Analysis Table below shows where in our company we have the potential to fill existing gaps. This compares the company’s current state to its ideal or goal state. It is important to conduct a gap analysis in order to see where potential new hires could be installed, and what skills and competencies they need to fulfill the company’s goals.

Value

Design

Production

Marketing

Public Relations

Processes

Fashion Design Garment Creation Collection Ideation Textile Design Garment Construction

Production Optimization

Formulate and Implement Marketing Strategies Create Brand Identity and Align w. Business Goals

PR Management

People

Technical Design and Stylist Fashion Designer

Production and Sustainability Coordinator

Head of Design and Marketing Marketing Specialist

Public Relations and Sales Manager Sales Associate

Competency

Fashion Design Tailoring, Sewing Production Innovation Ideation

Research Production and Manufacturing Design

Marketing Branding Creative Direction Advertising Leadership

Sales PR Finances

Required

5

3

2

1

Qualified

2

1

1

1

HC Readiness

40%

33%

50%

100%

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Research Sustainable Processes

Sales and Financial Management External Relations

Our Gap Analysis concludes that we have potential areas to bridge in the Design, Production, and Marketing departments. This is not to say that we would not be able to operate without filling these gaps, however, they are plans for next steps to reach our ideal future state of business growth and development. The first of these gaps, in the Design Department, shows that ideally, we are striving to have three more designers on board working on creating our garment collections. The Marketing Department ideally has one more employee to handle marketing and branding campaigns. Lastly, the Production Department has a gap that could potentially be filled by two more specialists to initiate the transformation towards the company goal of reaching a circular economy. The only department that does not have a gap according to this analysis is PR, as the current employee has extremely specialized and fine-tuned skills that are sufficient for the company’s goals. This requirement is expected to be updated with an increase in employee numbers.

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Formulating ORB’s Strategy

Our Business Strategy...

ORB strategically plans to compete with direct rival firms by creating unique value to the customer based on differentiation. This differentiation strategy includes the potential of setting up a subscription service that allows the customer to wear an item and trade it for a different one at any given point in time. Another value creation strategy and competitive advantage is to set ourselves apart with our exquisite designs in combination with the production process. We ultimately aim to become the only needed apparel brand for a customer, providing them with the flexibility in product choice that they need.

This differentiating strategy is taking the comfort of fast fashion and making it sustainable.

...And Our Corporate Strategy.

Overall, we are competing in the sustainable apparel industry. In the near future, we focus on growth and diversification, as mentioned above. These are the two aspects that set us apart and allow us to be a noticeable rival firm in the industry. As this company is immensely value-driven, we do not plan to permanently merge with other businesses. However, we are more than willing to collaborate in order to generate traffic. One strategic alliance example that is on the table is to collaborate with the British government to provide elected officials with high-end, elegant garments that allow them to present the expected fashion turnover. Especially women in the industry fall under the nogo notion that you cannot wear one dress twice. Our corporate strategy at the end of the day is an exemplification of our values through the lens of growth.

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Executing ORB’s Strategy The following 4A’s framework allows us to determine ORB’s intent within the human (alignment, ability) and organizational (agility, architecture) capital as well as the kinetic (alignment, agility) and potential (ability, architecture) energy level in order to ensure the organization’s execution capabilities.

Alignment Weekly recap meetings.

Monthly goal alignment meetings.

Implement buddy system for check-ins.

Set individual performance goals and share with higher-ups.

Ability Hire qualified employees.

Retain skilled workers.

Hold group company activities.

Organize enrichment workshops.

Train existing employees for further qualification.

Transparent business strategy and leadership workshops.

Agility Develop strategic plans and plan-b’s.

Delegate employee in charge of researching and assessing industry environment.

Infuse a culture of flexibility into workspace.

Architecture Flatten organization structure.

Optimize communication between employees with a shared anonymous platform.

Utilize an appropriate project management platform.

Shared database of sales with only one contributor.

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Strategic Alignment - The Evaluation Our Horizontal Fit One of the last steps to successfully determine human resource strategies is evaluating such. One way of doing vertically, which talks about the connection between objectives and initiatives taken to achieve them. The other way is a horizontal alignment that allows us to ensure that all practices align and reinforce each other. The following table put ORB’s workforce objectives and HR practices into perspective to each other. Each section is rated out of a 5 point scale system.

5 - Strongly supports the priority 0 - Neutral -5 - Strongly counterproductive

Assessing Horizontal Fit is helpful in seeing how HR policies align with the company’s values and which areas need improvement. From our assessment, it is evident that the value with the most room for further support by HR strategy is Sustainability, as it has the lowest score out of the four. In addition, it is easy to see exactly which HR policies have a neutral effect in which areas, and even where they might be counterproductive. For example, under Staffing, the HR policy of hiring for potential over experience has no effect on Sustainability and a negative effect on Productivity & Diligence. This also gives it the lowest score in total, which is another way to see which strategies work and which need to be adjusted. In the case of staffing, since it has such a low score, it is wise to rethink and focus on our hiring strategy in order to support our priorities as a company better.

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Productivity & Diligence

Creativity

Innovation

Sustainability

Total

Structure & Workflow Cross Functional Teams

3

4

4

0

11

Collaboration

3

5

5

1

14

Select high skill workers

4

0

3

2

9

Select for potential

-2

2

3

0

3

-1

4

5

5

13

5

0

1

0

6

Bi-annual excursion

3

2

3

1

9

Holiday events

0

3

1

1

5

10/40

70/160

Staffing

Training External trainings Technology Proj. Mgmt.

Platform Culture

15/40 System Coherence

20/40

25/40

43.75%

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The Balanced Scorecard This balanced scorecard supports us in identifying and improving internal business functions, which in return determine external outcomes. This management tool helps us to streamline our vision and the strategies that go along with it. What we can conclude from the analysis above is that ORB uses flexible and highly tailored initiatives to meet realistic targets inclusive of growth and sustainability.

As we are an outside-of-the-box kind of company, we utilize design thinking processes.

Strategic Theme

Objectives

Measures

Targets

Initiatives

Financial Grow Revenues Optimize Resources Consistently Decrease Production Costs

- Profitability - Efficient cost structure - Improve supply chain

- Revenue - Timeframe from ideation to delivery in weeks - Production costs in £

- 80% CAGR - Decrease by one week per collection - < £1000

- Grow in UK - Expand to EU - Assess, solve problem areas - Implement circular business model

Customer Attract and Retain Customers Educate Consumers

- New customers - Elevate value to existing consumers - Foster curiosity

- # of customers - Retention rate: membership model - Social media engagement via KPI’s

- 150 customers per month - 100% retention rate (circular economy) - 20% growth/ month

- Effective and purposeful marketing - Engaging collections - Interactive campaigns

Internal Sustainably Produce Elegant Garments Deliver HighQuality Products to Customers

- Zero-waste - Sustainably sourced - Align with brand aesthetics - Flexible and fast fulfillment - All-inclusive delivery

- Waste production in types & weight - Assess suppliers - Creative direction - Customer surveys

- Zero-waste - Visit suppliers prior to contract - Meet standard - 100% approval rate for design proposals - 80+ satisfaction

- Utilise all textile scraps, firsthand research -employee empowerment - Return policies - Collaborate with delivery service company

People Designers Researcher

- Creative agency - Designer stability - Researcher proactivity

- Personal project proposals in # and actualization rate - Average tenure - Research proposals in # plus approval rate

- Min. 1 project per quarter - Designer > 4 yrs - 80% approval rate

- Project scholarships - Personal collections - Supply research resources - Self-identified & given RQ’s

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The Strategic Alignment Overview The following figure highlights the link between strategic planning and human resources throughout . It can serve as a summary to this section.

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40 STRATEGY FORMULATION

MISSION, VISION, VALUES

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Workforce Structure After analyzing and understanding ORB’s current position, the following section targets its workforce structure specifically. The planning above highlighted shortages and gaps within our organization. Here, we focus on legal parameters regarding our workforce as well as two employee positions that support ORB on the journey towards our strategic business and human resource objectives.

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HR Laws HR laws include Important Human Resource Laws from the government in the UK, as well as internal procedures governing How to File a Charge of Discrimination. Internal processes at the company follow the law to its full extent to ensure proper functioning.

Legalities are imperartive to consider as the legal side of things is the most important external factor when it comes to Human Resources.

Important Human Resource Laws As a business, ORB takes on the responsibility to ensure equal employment opportunities to any employee and potential worker. Within the United Kingdom, the following seven employment laws highlight the parameters under which this company operates.

1

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Employment Rights Act (1996) The ERA is one of the most inclusive labor laws and covers a variety of topics such as contracts, dismissal, unfair dismissal, parental leave, and redundancy. It includes the right to receive paid leave for public duties, a reasonable notice period before dismissal, the inability to be dismissed based on health and safety concerns, redundancy payments, and protection from employer insolvency (Summary Of The Employment Rights Act 1996 2020).

2

National Minimum Wage Act (1998) This law ensures a minimum wage for all jobs across the entire UK. It includes specifications such as age and apprentice status.

25 and over

21 to 24

18 to 20

Under 18

Apprentice

April 2020 (current)

£8.72

£8.20

£6.45

£4.55

£4.15

April 2019 to March

£8.21

£7.70

£6.15

£4.35

£3.90

(National Minimum Wage and National Living Wage Rates 2015)

3

Employment Relations Act (1999) This law encompasses all aspects connected to trade unions. It covers their recognition, discrimination within membership procedures, as well as industrial action and family-related employment rights. In addition, it covers workers that find themselves in disciplinary or grievance hearings, such as mentioned in the employee discrimination section (The National Archives).

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4

Maternity and Parental Leave Regulations (1999) This law covers any employee that has served one continuous year at the workplace and allows them to take up to 18 weeks of unpaid leave to care for a child under 18 years of age. It can be taken at any point after maternity or adoption leave (PENINSULA, Parental Leave Entitlement).

5

Part-Time Workers (Prevention of Less Favourable Treatment) Regulations (2000) & Agency Workers Regulations (2010) This regulation simply ensures that you are not allowed to be treated any less favorable than your full-time colleagues (PENINSULA, PartTime Workers). It ensures the same working conditions, if (only applicable to agency workers), the individual has completed a twelveweek period in the specific job position (Gov.UK, 2019).

6

Transfer of Undertakings (Protection of Employment) Regulations (2006) TUPE protects employment rights in any situation in which the owner of the business in question is being transferred. It covers the employee for one year.

It’s update in 2006 ensured that these conditions apply in “situations where services are outsourced, reassigned or brought back in-house” (Bullock & Dixon, 2008).

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7

Equality Act (2010) This law replaces earlier acts such as the Sex Discrimination Act 1975, the Race Relations Act 1976, and the Disability Discrimination Act 1995. It therefore strengthens its protective attribute as it is easier to understand. This act legally protects workers against discrimination in the workplace as well as wider society. Protected characteristics include age, gender reassignment, being married or in a civil partnership, being pregnant or on maternity leave, disability, race including color, nationality, ethnic or national origin, religion or belief, sex, and sexual orientation. Types of discriminations it protects from are direct (“treating someone with a protected characteristic less favorably than others”) and indirect (“putting rules or arrangements in place that apply to everyone, but that put someone with a protected characteristic at an unfair disadvantage”) discrimination, as well as harassment (“unwanted behavior linked to a protected characteristic that violates someone’s dignity or creates an offensive environment for them”) and victimization (“treating someone unfairly because they’ve complained about discrimination or harassment”) (Gov.UK, 2015).

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How to File A Charge of Discrimination At ORB, employees can take three routes when filing a charge of discrimination.

Although these routes flow into each other, it does not have to start with the first of the three, in cases of more serious claims. The first is an informal complaint that can be taken to an employee’s supervisor, or directly to the CEO. This leads to a conversation between the parties involved to try to reach a resolution internally. If this occurs, the complaint is then dismissed. If not, the employee can move forward with a more formal complaint, called a grievance letter (Advice, 2019)(Taking action about discrimination at work, 2020).

Informal Complaint

Grievance Letter

Conversation

Discuss Complaint In Meeting

Resolution and Complaint Dismissal

Investigation of Complaint

No Resolution

R

Written Decision

Agreement

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Disagreement and Appeal

A grievance letter is given to the CEO, followed by a formal grievance procedure. This includes a discussion, and investigation, and finally a written decision. If the decision is satisfactory to the employee, the process comes to an end, but if not, an appeal can be made to resolve the issue further.

This can then flow into the process of legal action if an agreement is not reached (acas.org, About us). If an employee chooses to take legal action, the first necessary action is early conciliation. This occurs through the help of a third party, who comes in to mediate the dispute. Again, conciliation can be followed by either a resolution and claim dismissal or an employment tribunal. An employment tribunal can determine whether or not the complaint needs to be followed up with compensation or any such concrete action. In the case of disagreement with the consensus, an appeal can be made here as well (acas.org, About us).

Legal Action

Early Conciliation

Employment Tribunal

Resolution and Dismissal

Agreement

Disagreement and Appeal

d

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Policies and Procedures Policy Name

Anti-harassment & Non-discrimination Policy

Effective Date

1

Effective Immediately

Administrator Responsible CEO Jamie Belsworth

Scope

This policy applies to any employee and contractor without exceptions at all times and in all fields of this business’s operations.

Policy Statement

This policy prohibits harassment and discrimination and operates under a zerotolerance stance. It typifies the Equality Act and forbids any behavior that treats an individual unfairly in connection with any protected characteristics such as age, gender reassignment, race, disability, or religion amongst many more. ORB not only prohibits such behavior but actively obviates it by hosting educational workshops targeting human differences, such as the ones mentioned above. On a voluntary basis, it incorporates employees that identify with the discussed characteristics. Optionally, ORB consults an expert.

Violating this policy entails a verbal warning, followed by a written one. The employer reserves the right to dismiss the worker when no change in action can be determined.

Additionally, ORB reserves the right to press charges against its own employees at any point, depending on the severity of the case.

Exceptions

There are no possible exceptions to this policy.

50 50

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Policy Name

Recruitment & Selection Policy and Procedure

Effective Date

2

6 months after company launch (after a necessity for new hires is determined)

Administrator Responsible

HR Manager (if not applicable, CEO Jamie Belsworth)

Scope

This policy applies to the human resource manager and his recruitment team and determines the steps and their order necessary to grow ORB’s number of employees.

In addition, it applies to the CEO as they are the final position of power approving the new hire. Lastly, it partially applies to any interested employee.

Policy Statement

The overall recruitment process focuses on two aspects. Firstly, it ensures that every potential new hire has equal opportunities and is able to receive a clear understanding of the position offered. Secondly, the hiring process incorporates elements such as the personalized projects that show an employee’s character and skill set, rather than just listing. Overall, it is designed to be able to highlight unique and diverse features and how they can benefit the company best.

ORB does not exclude any employee classes from the start. As a growing business, we value part-time and agency workers, as well as interns. However, due to its current position, ORB focuses on full-time employees.

Procedure

1. Before a new position opening can be published, it has to be approved by the CEO and justified with sufficient internal and external analyses.

2. The position is then posted on ORB’s website and any applicable job listing websites such as indeed.com or greenjobs.co.uk. It’s listing includes a specific title, identifications, duties, required skills, and physical demands. Whilst ORB utilizes modern technology within the recruitment process, we also incorporate more traditional ways of listing such as newspapers, to avoid an exclusion due to e.g. age. Overall, ORB follows a rather personal recruitment policy that values in-person networking and hence utilizes events in the industry to actively look for hires.

3. The general application asks for a resume, portfolio, and essay specific to the position opening.

4. This submission in combination with a background check determines if the

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individual is invited to attend a structured interview. All information, up until this point, is presented to the recruiter without any personal or demographic details to ensure a blind hiring process and work against any potential biases.

5. The interview stage is followed by a project prompt that has to be fulfilled. At times, the project is a so-called “take-home” project, that allows the individual to submit their work after two weeks online. At other times, the project has to be completed onsite over the course of a weekend. It is supervised and monitored by an ORB employee.

This two-staged recruitment process allows ORB to gather any necessary insight to make a decision.

6. At the end of the process, each applicant receives an update on their status as well as feedback on their application.

7. The winning candidate enters a stage of contract negotiations (Bika, 2019).

Exceptions

Former business partners and contractors can undergo a shortened recruitment process. Additionally, former employees can request a shortened application process.

A decision will be made on a case by case basis.

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Policy Name

Training Request Policy and Procedure

Effective Date

3

Effective Immediately

Administrator Responsible

CEO Jamie Belsworth (as the company is growing, this responsibility changes to the department supervisor)

Scope

The Training Request Policy aims to regulate the budget allocated for out-of-office trainings specific to employee needs. Any employee can fill the training request form and use such to apply at any time.

Policy Statement

This policy highlights the fact that all workers have individual needs in order to learn and grow as a person and employee. Hence, ORB’s business structure allows for an annual budget that supports ORB employees on trips to conventions, events, and trainings appropriate for their position. The form asks the individual to introduce the training they want to attend, provide all necessary background information (such as time, location, host), an estimated budget, and a breakdown of how they would spend it. Additionally, it needs to include a written statement explaining the reasoning behind the requested training and what they can bring back that benefits the entire company. This form can either be denied, directly approved or the individual can be asked to answer clarifying questions, which in turn determines financial support. The individual is asked to give a short presentation on the event, their key takeaways, and how they want to implement such in their own and the company’s future.

Procedure

1. Employee submits form 2. Potential follow-up question 3. Approval 4. Employee books trip using company’s budget 5. Upon return, employee hands in all receipts and receive reimbursement for all expenses 6. Presentation about trip and key takeaways

Exceptions

There are no exceptions to this policy. A breach of this policy in the past might disqualify certain individuals from this procedure.

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Policy Name

Leave and Time-off Benefits Policy Statement and Procedure

Effective Date

4

Effective Immediately

Administrator Responsible CEO Jamie Belsworth

Scope

This policy applies to all current and future ORB employees. With all current employees working full time, this policy only applies to full-time employees. In the future, it is expanded to cover part-time and other categories of workers if needed.

This policy is relevant when employees are looking to take time off from work to inform them about the procedures surrounding their leave.

Policy Statement

ORB utilizes a floating holiday system to offer paid days off for our employees. This acknowledges the existing diversity in our workforce and the general labor market and allows for our employees to celebrate whichever holidays they choose (Braff, 2019). All employees are allowed a total of 28 days off annually for paid holidays. For time off that is not holiday related, ORB implements a PTO ( paid time off) system in which employees gather PTO hours bi-weekly, and can spend them whenever they please. The PTO system includes vacation, sick leave, and personal business days under one umbrella. This system is not only flexible and understanding, but it allows the company to function more efficiently as it reduces the number of unscheduled absences and the need for supervision over employees. PTO requests must be submitted two days prior and must be approved before taking the time off (Heathfield, 2020)(Service, 2014).

Procedure

1. Employee gathers PTO hours bi-weekly 2. Employee submits PTO request two days prior to desires time off date 3. PTO request is approved by CEO or other higher-up 4. Employee takes PTO for the allotted time period 5. In case of abuse of PTO policy or extention beyond allotted hours for PTO, employee’s PTO hours will be suspended

Exceptions

In case of a serious medical emergency or other unforeseen and urgent circumstance, PTO can be approved without the two-day notice previously mentioned.

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Policy Name

Health and Safety Policy Statement

Effective Date

5

Effective Immediately

Administrator Responsible

CEO Jamie Belsworth, Technical Designer and Stylist

Scope

This policy covers health and safety rules, regulations, policies, and procedures applying to all employees, whether that be part-time, full-time, or other. In case of any workplace injuries, accidents, or mishandling of equipment, company procedures are in place to effectively deal with such issues. This policy takes into consideration our employees’ health and wellbeing, outlining the best practices to prevent workplace injuries, and how to proceed in case they occur.

Policy Statement

The health and safety of our employees is of utmost value. ORB is committed to being a safe workplace for its employees, and this policy guarantees that. The Technical Designer and Stylist at our company, as well as the CEO, is responsible for ensuring health and safety. This is due to this designer working the most heavily with machinery and other tools in our workplace used in the production of our products.

This is the area that warrants the most concern when it comes to health and safety.

It is the responsibility of the CEO to introduce the idea of health and safety to all employees, and provide a general understanding of what is expected from their side when it comes to preventing workplace accidents and creating a hazard-free workplace. ORB conducts quarterly risk assessments of the workplace to examine if all equipment and machinery is working properly and poses no inherent risks to its users. The Technical Designer and Stylist also trains all designers thoroughly on how to safely use the technology available at our workplace. This is supported through safety signs and symbols around the workplace where necessary, as well as safety booklets placed near each piece of equipment that outlines the correct procedures.

These booklets are also given to the designers to ensure accessibility at all times (Prepare, 2020).

Exceptions

There are no exceptions to the health and safety policy, as both ORB and its employees always strive to maintain a safe working environment.

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Employee Differences The following graph examines ORB’s response to employee differences. While laws and policies ensure that there is no discrimination based on differences, this management plan explores how ORB can take our differences a step further and not only value but leverage them.

See Difference - Relaxed vs rigid schedule - Music vs quiet workspace - Logical/analytical vs creative/ artistic ways of thinking - Different personality types - Cultural and traditional differences

Understand Difference

Leverage Difference

- Individuals have different thinking and working styles based on skillsets, personality, and goals - Cultural differences occur based on personal identity, background, and upbringing

- Allow PTO to maximize workplace potential (some employees take time off while others continue working) - Allow employees to work on projects/areas that they excel in or want to develop

Value Difference - Encourage individuality through freedom - Allow for personalization of workflow and workspace - Initiate new employees by allowing them to express their personal differences freely

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Workforce Assessments Workflow Analysis Our company workflow is managed in an agile fashion. This flowchart shows the workflow process from the first stages of sustainability research and design ideation, all the way to tracking sales and gathering customer feedback. Some activities happen simultaneously, thus the multiple arrows attributed to singular boxes. This maximizes efficiency and creates a high-functioning environment.

Sustainability Research

Establish Adequate Suppliers

Contract Deals with Suppliers

Gather All Supplies and Textiles

Ideate Collection Designs

Produce Garments

Photograph Pieces

Publish on Website

Stock Physical Store

Market Company

Recieve Orders

Make Sales

Track Sales

Package Items

Gather Customer Feedback

Ship to Recipient

Job Analysis The following graphs display how ORB defines two new job positions we have found to be necessary based on previous analysis and workforce planning. The job positions which have emerged are a Circular economy specialist & Reverse Logistics Manager as well as a Bespoke Tailor & Seamstress. Additional matrixes stress the exact levels needed for applicable skills.

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Circular Economy Specialist & Reverse Logistics Manager

Sources of Data and Methods of Collecting Data - Consultations with Rivalry Firms - Research

Job Data - Research/Identify/Pitch steps towards a circular business model - Initiate change - Establish and revise processes under a circular lifestyle lens - Offer workshops/trainings to fellow employees regarding further change - Identify ways to re-purpose unsold items/donated items - Structure and establish independent projects autonomously - Work closely with production and sustainability coordinators and designers - Skills: research, communication, presentation, leadership, statistical and mechanical analysis - Knowledge of: data analysis, green tech, circular economy, market flow, innovations, Textiles, Biochemistry - Experience: Minimum of 3 years in the ecological tech/production industry or greater environmental industry - Equipment used: Computer (Presentations, Research), External (transport etc for consultation & workshop trips), Laboratories (testing new technologies)

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Job Description - Research/Identify/Pitch steps towards a circular business model - Initiate change - Establish and revise processes under a circular lifestyle lens - Offer workshops/trainings to fellow employees regarding further change - Identify ways to repurpose not sold items/ donated items - Flush out this position into a permanent role once new systems are implemented - Update CEO on bi-weekly schedule

Human Resource Functions

- Structure and establish independent projects autonomously

- ORB’s standard selection process with an extensive focus

- Self-identify all aspects necessary to transform ORB into a circular business model

on versatile abilities - Consider graduate students and universities as recruitment groups - Training and Development is determined by the employee

Job Specification Skills: research, communication, presentation, leadership, statistical and mechanical analysis Knowledge of: data analysis, green tech, circular economy, market flow, innovations, Textiles, Biochemistry Low physical demands: desk-work, travel Ability to:

think independently, creatively and

outside the box

simplify complex processes and

adapt such to existing situations

inspire and lead fellow colleagues

through new territory

consult fellow workers and

collaborate to reach optimal outcome

themselves

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Competency-Based Job Analysis Circular Economy Specialist & Reverse Logistics Manager

5

5

5

5

5

4

4

4

4

4

3

3

3

3

3

2

2

2

2

2

1

1

1

1

1

Leadership & Guidance

Economic Expertise

Communication Skills

Problem Solving

Time Management

Leadership & Guidance: Extraordinary ability to introduce & initiate change, lead fellow colleagues in the process of transformation.

Economic Expertise: Comprehensive understanding of current and desired economic model to create space for innovation.

Communication skills: Transparent and understandable communication, not necessary for the masses but important in one-on-ones.

Problem Solving: Agile and highly creative thinking to improve current processes.

Time Management: Increased productivity due to timely specified tasks/projects; as the subject works independently, this competency holds rather low importance.

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Bespoke Tailor and Seamstress

Sources of Data and Methods of Collecting Data - Consultations with Rivalry Firms - Research

Job Data - Construct garments based on given designs - Create patterns for garments - Innovate new processes for garment manufacturing - Maintain professionalism and high attention to detail - Constantly elevate sewing skills - Produce high-quality pieces with no defects - Handle materials and garments with care - Successfully produce expertly constructed garments - Maintain sewing equipment - Knowledge/skills: fashion design, sewing, tailoring, altering, and garment construction, textiles, patterns, fitting, measuring - Experience: Minimum of 5 years working as a tailor or seamstress - Job Context: bring ORB’s designs to fruition through high-level sewing and tailoring skills - Duties: construct garments based on given designs in a professional and timely manner - Equipment used: sewing machine, hand sewing tools, computer (design reference)(Seamstress, 2018)( n.d., 2020)

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Job Description - Construct garments based on given designs - Create patterns for garments Innovate new processes for garment manufacturing - Produce high-quality pieces with no defects - Handle materials and garments with care - Successfully produce expertly constructed garments - Maintain professionalism and high attention to detail

Human Resource Functions - Recruit based on ORB’s standard process with a focus on skill level and experience - Select based on professionalism, diligence, work ethic, and skills

Job Specification Skill requirements: sewing, tailoring, measuring, altering, constructing, patternmaking, innovating processes Knowledge requirements: fashion design, menswear, womenswear, textiles, fabrics, clothing functionality, fashion technology Physical demands: physically able to operate necessary equipment and machinery, able to focus for hours on detail-oriented work (strain on eyes) Abilities needed:

Follow precise instructions and designs

Construct high-quality garments

Innovate new manufacturing/

production processes

Apply skills to new areas

Adapt to new materials/processes

- Offer training and development budget open for applications - Performance appraised by ORB’s design team

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Competency-Based Job Analysis Bespoke Tailor and Seamstress

5

5

5

5

5

4

4

4

4

4

3

3

3

3

3

2

2

2

2

2

1

1

1

1

1

Technical Expertise

Planning and Organizing

Problem Solving

Innovative Thinking

Design Ability

Technical Expertise: extremely high level of technical knowledge/expertise in sewing and tailoring with the ability to apply skills in new environments.

Planning and Organizing: able to manage time wisely, delivering outstanding results with no delays.

Problem Solving: can think outside the box to solve problems with a creative approach.

Innovative Thinking: must be able to introduce new ideas to the workplace within their field.

Design Ability: basic knowledge of design principles for fashion design.

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Final Job Descriptions Job Title Circular Economy Specialist & Reverse Logistics Manager

Job Identification

1

This position works closely with the Production & Sustainability Coordinator in the forms of transparent progress and weekly updates. The job holder reports directly to the CEO on a bi-weekly basis. Its purpose is to lead the company’s transition into a circular business model as best as possible. As this job holder initiates unknown change, they are flexibly supported in various ways.

Job Duties

Research/Identify/Pitch steps necessary to transition towards a circular business model

Identify ways to re-purpose unsold items/donated items

Structure and establish independent pioneering projects autonomously

Offer workshops/trainings to fellow employees regarding further change

Flush out this position into a permanent role once new systems are implemented

Job Specification Skills Required: research, communication, presentation, leadership, statistical and mechanical data analysis, green tech, circular economy, market flow, innovations, textiles, Biochemistry.

Abilities Required: think independently, creatively and outside the box, simplify complex processes and adapt such to existing situations, inspire and lead fellow colleagues through new territory, consult fellow workers and collaborate to reach optimal outcome.

Experience Required: minimum of 3 years in the ecological tech/production industry.

Physical Demands: High amounts of travel required for research/workshops via car or train, continuous working on sitting/standing desk whilst maintaining focus, loud communication throughout presentations and workshops often for the duration of two days.

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Job Title Bespoke Tailor and Seamstress

Job Identification

2

The jobholder reports to the Head of Design and Marketing, also working closely with the two designers for guidance and direction with designs. This job is distinguished from others in the company as it solely focuses on garment construction and innovation of production processes.

Job Duties

Construct garments based on given designs

Apply technical skills to innovate production processes

Produce high-quality pieces with no defects

Handle all materials and garments with care

Maintain all equipment and tools

Job Specification Skills Required: sewing, tailoring, measuring, altering, constructing, pattern-making, innovating processes and technologies, fashion design, working with textiles.

Abilities Required: following precise instructions and designs, constructing highquality garments, innovating new manufacturing/production processes, applying skills to new areas, adapting to new materials/processes.

Experience Required: Minimum of 5 years working as a tailor or seamstress Physical Demands: physically able to operate necessary equipment and machinery, able to focus for hours on detail-oriented work.

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Job Design These job characteristic models describe how five core job dimensions (skill variety, task identity, task significance, autonomy, and feedback) lead to three critical psychological states that are necessary to reach the defined outcomes. This measurement ensures an appropriate job design and highlights enrichment flaws.

Circular Economy Specialist & Reverse Logistics Manager Core Job Dimensions Skill Variety - as the employee leads a transformation, different stages thought the process include various tasks such as research, presentations, or creating and leading workshops - employee self-identifies specific activities necessary Task Identity - high degree as job holder follows and facilitates one big overall objective - they are responsible for shaping the path towards the goal as well as how they are being supported

Critical Psychological States The individual experiences a very high degree of meaningfulness as they find themselves in a position that holds the power to influence the company’s future path. They are in charge of initiating change that they believe is necessary.

Task Significance - this position is more than highly significant as it potentially changes the company’s mission and vision - the position holds great purview as the transformation that this position initiates is unavoidable - individual treats first phase of the job as a project and hence bases tasks on feedback collected by themselves Autonomy - this position does not have a predefined schedule as it is filled by a pioneer that in addition carries the responsibility to create the follow-up position

The job holder determines what steps need to be taken, how they look like and who fulfills such in order to meet the overall objective.

Feedback - this position reports directly to the CEO, who in turn approves or disapproves proposed steps - whilst it is limited and one-sided information, it is determining of the performance’s effectiveness

As the beginning phase of this position can be categorized as a project, the employee experiences themself and automatically how progressive their activities are as well as how effective.

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Personal & Work Outcomes This results in: - high internal work motivation - innovative actions and independent decisionmaking processes - high quality work performance - personal interest in pioneering the field - high satisfaction with work

Bespoke Tailor and Seamstress Core Job Dimensions Skill Variety - employee can choose what direction they want to develop their skills (e.g. knitwear, menswear, accessories, etc.)

- new collections begin often - opportunities for innovation - multitude of different processes and tools involved Task Identity - employees create garments from start to finish from pre-determined designs, allowing them to see the outcome of their work clearly in connection to the finished product

Critical Psychological States The employee experiences high meaningfulness due to freedom with the creative process, variety of skills necessary/tasks provided, and their inherent importance in the workplace.

This job requires high skill and allows for its adaptation. This feeling of importance makes for a meaningful and fulfilling work experience.

Task Significance - finished garments are displayed publicly - an integral part of sustaining a reputation of high quality elegance Autonomy - flexible working hours - can adjust/innovate the process by which garments are created

Feedback - this employee reports to the Head of Design and Marketing, as well as the designers, who work closely with each other and consistently provide abundant feedback of their work

The employee is given freedom of working hours and process, which gives them responsibility for their time management and organizational skills.

Continuous feedback gives this employee the knowledge of their performance in the position. This allows them to gauge their areas of strength and areas of potential improvement.

Personal & Work Outcomes This results in: - high internal work motivation - high quality work performance - high satisfaction - low absenteeism and turnover - inspired and proactive - heightened creativity - increased drive for improvement and development

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Teams After discussing individual job positions, this section focuses on employee teams.

These teams include employees that work towards a common purpose, structured to compensate for each other’s skill sets. It allows individuals to better understand their own position within a process and thus identify areas of improvement. The following four types of teams are present within this organization at various times.

The entire organization can be looked at as a cross-functional team. Each employee has a different skill set, placing them in various departments whilst following one common objective. The size of the overall organization allows for such a qualification.

Cross Functional Teams Process Improvement Teams ORB’s Sustainability and Production Manager works with the newly hired Circular Economy Specialist and Reverse Logistics Manager to continuously improve company processes and innovate new ways of working as well as new ways of doing business. As ORB expands, this team transforms to an elected committee that oversees and improves processes.

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The design department is a self directed team with highly trained individuals that have interdependent tasks, working together to create collections and fulfill other job duties.

Self Directed Teams Task Force Teams A task force team is formed in the case that a problem arises in the workplace that needs to be solved. This type of team is assembled by higher-ups based on the nature of the emergency situation and what skillsets are required to deal with the issue at hand.

The teamwork that occurs within these situations result in a synergy, so to speak.

This phenomena occurs when the overall outcome is bigger than the sum of the employees’ individual efforts. ORB focuses on the following characteristics and methods to increase team synergy. It is imperative to note that the methods mentioned apply to ORB currently and only function due to the size and state of the business. As the workforce grows, methods are adapted.

Responsibility

ORB’s teams ensure that all individuals take responsibility for their actions. Everyone takes ownership over the shortcomings and successes of the entire team (Bray & Severson, 2018).

Discussion Leader Swap

It is imperative for a team to know each other. For every scheduled discussion, a different worker takes over (simultaneously to the team leader). Weekly meetings are used to vary the tone and theme for the week, set by this week’s leader. Additionally, they prepare an anecdote from their personal lives relevant to this week’s work. Over time, a team gets to know each other better. Lastly, it adds fun.

Stress Prep

Individuals behave differently under stress. Via different activities, everyone prepares an “under pressure” profile that helps the rest of the team to navigate each other when it counts.

CTH

This hand rule stands for Communication, Transparency and Honesty. These values are lived in discussions and attitudes towards each other to ensure efficiency.

Appropriate forms of critiquing, the sandwich method, and communication workshops enable implementation. Additionally, technological management platforms are implemented to support the flow of information.

Everyone’s Turn

Leaders know to implement an “Everyone’s turn” in each meeting and discussion.

These are simple questions regarding the week’s agenda and have to be answered by everyone. It encourages participation and can, from time to time, break the ice.

Disagreement

At ORB, disagreement is valued. It shows us where multiple perspectives are needed.

Our approach is not to find a solution but rather a compromise that takes both opinions into consideration. We also want to highlight that disagreement is not the same as conflict.

Inclusion

“There is no such thing as a dumb question”. ORB lives by this motto figuratively to ensure that all perspectives are welcome and important to a team’s progress and efficiency. We actively exhibit a behaviour that recognizes other individual’s value.

This team culture is inspired via its leaders.

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Recruitement & Selection After examining and understanding ORB’s current position, the previous chapter allowed us to identify ways to define job positions that answer to the determined shortage. Now that we know what exactly it is that we need, the following chapter examines and plans for how and why ORB recruits and supports new hires.

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Recruitment Strategy When recruiting strategically, it is important to consider the overall company’s strategy. The following framework discusses 6 elements that need to be considered determining a recruitment strategy. These answer questions such as: Why does someone consider working for us? What positions with what kinds of knowledge, skills, abilities, and other characteristics are important to us? Where do we need talent and how do we find it best? How prominent is our need time-wise? At the end of the day, who decides about potential hires? ORB’s overall strategy focuses on external candidates due to its size. As the company grows, an internal recruitment strategy may be added.

Recruitment Strategy Framework Brand Every listing includes a link to our website to showcase what we do as a brand.

Company values are presented in an intro paragraph in each listing.

Depending on the method used, they can change in length and depth.

Listings placed on the company’s website, social media, and online advertisements include inspirational imagery and are designed to be on-brand.

Recruitments that involve in-person contact deal with employees trained on excellent communication and representation of the brand.

For brand context, any active applicant can schedule a tour of company grounds.

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BRAND DECISION

FOCUS

TIMING

LOCATION METHOD

Focus The focus shifts according to the company’s strategic and human resource management goals and is based on the analysis done in chapter 1 of this document.

As the company is expanding internationally, the number of products within the production increases. This draws attention to production and tailoring. This asks for a Bespoke Tailor & Seamstress.

The company is additionally in the process of transforming to a circular business model, asking for a specialist in that area. This focuses on logistics and production processes.

Location ORB only has one production site and office based in one location in London, UK. This applies to the positions that this recruitment strategy focuses on.

The second existing site, also placed in London, is the ORB’s store. As we do not hire an individual salesperson, it does not apply to this strategy.

Method Job listings are posted on the company website, indeed.com and greenjob.co.uk.

Listings in local newspapers to avoid exclusion due to, for example, age.

Advertisements on social media, such as Instagram advertisements.

Recruiters visit industry conventions and colleges.

Applicants are asked to submit extensive documents such as portfolios and promptspecific essays.

Interviews are two-folded and include projects that can either be taken home and submitted online within a certain amount of time or are completed on-site under supervision.

Timing This recruitment strategy applies to the positions mentioned above and is applicable immediately.

Decision The second stage of the interview process can be viewed and is presented to all employees. This is justifiable due to the overall company size. All employees are encouraged to provide anonymous feedback and voice their opinions on applicants.

The CEO reviews applications and employee feedback and has the final say.

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External Recruitment Methods Now that we understand the intent of action regarding ORB’s recruitment strategy, this section talks about locations and ways to find and inspire potential new hires.

These methods are specific to ORB and answer to its unique position in Britain’s green industry.

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ORB’s Website Our website lists all open positions at all times. The about us section does not just include content for consumers but also videos that provide insight into the organizational culture, such as production site tours. Whilst it supports our objective of being transparent to customers, it additionally provides a centralized location for job-seeking individuals to find all necessary information.

Educational Institutions ORB is seeking to participate in work-study programs for areas such as tailoring and design. Internships and on-campus recruitment is important as young, educated hires often are innovative and highly motivated.

Employee Referrals There are no exceptions to our hiring policy to recommended individuals to avoid nepotism and inbreeding. As word-of-mouth is powerful, ORB focuses on maintaining healthy relationships with individuals in the industry, exhibiting an attitude of empathy to invite feedback, critique, and recommendations at all times.

Social Networking This focuses on attending conventions and events that move the industry, including on a community level. In addition, ORB hosts its own open house events to present production lines and new findings as we value cooperation in the industry. This invites and highlights interesting potential hires.

Online Advertisements Short and creative video clips as paid advertisements on Instagram. This is the only paid advertisement due to its effectiveness and budget. It allows the audience to gain a comprehensive understanding of what it is like to work with us.

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Career Management This section will be focusing on career management for current and future employees at ORB. It is important to consider HR functions pertaining to career management as that greatly impacts personal and professional development for individuals working at our company. Having clear strategies and methods of career development ensures a workplace environment that fosters personal growth which greatly enhances the employee’s experience. This section first outlines employee profiles, then goes into the career management process and finally shows examples of lines of advancement for two positions within the company.

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Employee Profiles The following are employee profiles for all current individuals working at ORB. Employee profiles are essential to helping a company understand exactly what types of individuals fit well in the workplace. This additionally helps to streamline the hiring process as the company can look for similar individuals, or even assess gaps and make sure that there is no overlapping occurring. Our employee profiles are important for the growth of individual workers as well, as they outline the workers’ current areas of knowledge and expertise as well as their development focus.

Name: Tekla Khantadze Position: Head of Design and Marketing Reports to: CEO Age/Gender: 32/ Female (She/Her) Ethnicity: White Salary: £50,000/yr (Salary: Head of Design.)

Knowledge & Expertise: Marketing, Brand

Identity, Creative Direction, Fashion Design Development Focus: Leadership, Innovative Branding

Name: Sophie Schönbach Position: Production & Sustainability Coordinator

Reports to: CEO Age/Gender: 30/Female (She/Her) Ethnicity: White Salary: £50,000/yr (Salary: Production Manager.)

Knowledge & Expertise: Production/

Manufacturing Design, Environmental Science Development Focus: Circular Economics

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Name: Harvey Cooper Position: Technical Designer and Stylist Reports to: Head of Design and Marketing Age/Gender: 38/Non-Binary (They/Them) Ethnicity: Black Salary: £30,000/yr (Salary: Fashion Stylist.)

Knowledge & Expertise: Fashion Design, Tailoring, Fashion Production, Textiles Development Focus: Brand Alignment, Collection Design, Creative Direction

Name: Lara Wilson Position: Fashion Designer Reports to: Head of Design and Marketing Age/Gender: 26/Male (He/Him) Ethnicity: Indian Salary: £25,000/yr (Salary: Fashion Designer.)

Knowledge & Expertise: Fashion Design, Tailoring, Patterning, Menswear Development Focus: Functional Design, Fashion Technology

Name: Quinn Campbell Position: Public Relations and Sales Manager Reports to: CEO Age/Gender: 23/Male (He/Him) Ethnicity: Irish Salary: £40,000/yr (Salary: Public Relations Manager.)

Knowledge & Expertise: Finances,

Accounting, Sales, Public Relations Development Focus: International Public Relations, Financial Managing

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Career Management Process The career management process follows our companies strategy and methods of career development for our employees. It is important to have a plan and system in place when it comes to career development as it is a highly important factor for any employee’s satisfaction at any given workplace. At ORB, we want to ensure that we provide our team with as many resources as possible and maintain the utmost agility when it comes to career advancement.

1. Match

2. Identify

Create a supporting, transparent, and open environment.

Clearly communicate direction, mission, and vision of company at every possible step.

Implement flat organizational structure to ensure mutual goal setting and planning.

Identify future competency needs and gaps.

Establish job progressions and career paths for existing positions.

Balance and track employee promotions, exits, etc.

Establish dual/customizable career paths.

4. Institute

3. Gauge

Provide self-assessments.

Provide workshops/presentations.

Maintain budget for professional training requests.

Provide career counseling and self management training.

Give developmental feedback.

Measure competencies and skills.

Establish talent inventories.

Establish succession plans.

Measure and track employee potential by analyzing overall workplace and specific individual efficiency/productivity.

Individual and Organizational Needs

Career Development Initiatives

Opportunities and Requirements

Employee Potential

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Lines of Advancement The diagrams here show lines of advancement for two existing positions at ORB. Curating a projected line of advancement for all positions is extremely important in garnering motivation for development within the workforce. When an employee can see their future potential, they are more likely to work harder and longer, improving the overall success of the company.

(Hierarchysturcture)

(Top 20 Public Relations Job Titles [+ Descriptions])

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Selection The following section will discuss ORB’s selection process as well as evaluate potential candidates for the two positions added in Chapter 2. Selection is an extremely important aspect of HR management as it determines the quality of work that the company produces. A good selection strategy ensures that the right individuals will be hired, not only leading to the success of the company but also the satisfaction each individual employee.

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Selection Process This breakdown here summarizes the direct selection process from spotting a job listing to being hired. The process stays the same regardless of the offered position.

However, specific essay prompts provided to applicants as well as the projects that need to be completed later on in the application process differ from one position opening to another.

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Candidate Evaluation Position 1 Circular Economist and Reverse Logistics Manager Two candidates for the new Circular Economist and Reverse Logistics Manager position are evaluated using the sample resumes below. First, the resumes are rated side by side using a Resume Assessment Grid. Following that, the candidates are interviewed and a Candidate Evaluation Form is filled out by the interviewer. Both of these methods holistically rate and rank the individuals in question, allowing ORB to make the best hiring decision that will benefit the company as well as the employee.

A: (Logistics Management Specialist Resume Example)

B: (Research Associate Resume Samples)

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Resume Assessment Grid

Each candidate is rated 1-5, with 5 being the highest.

Quantitative Requirements

A: David Matanovich

B: Sofia Flores

Bachelor’s and/or Master’s Degree in Environmental Science, Production Design, or Economics/Business Fields

5

4

Minimum 3 Years experience in Ecological Tech, Production or Environmental Industry

4

5

Ability to navigate existing research and databases

4

5

Leadership skills

4

5

Problem solving skills

3

5

Ability to initiate change

4

4

Writing and verbal communication skills

5

5

Presentation skills

5

5

Independent thinker

4

4

38/45

42/45

Qualitative Requirements

Totals

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Candidate Evaluation Form Position: Circular Economist and Reverse Logistics Manager Candidate Name: David Matanovich Interviewer Name: Sophie Schonbach Interview Date: 12/4/2020

1

Ratings Scale 1. Negligible or doesn’t meet requirements 2. More needed 3. Adequate 4. Exceeds requirements Education: Studied logistics management specifically, definite strength here. However, little to no background in environmental area: 3

Interest in Position: Seems very interested in the position, to learn and develop themselves to fit the position better as well: 4

Experience: Only 2 years of experience, technically not enough for position, however, in a field that fits directly with this position: 2

Problem Solving Ability: Seeing as they are a logistics manager, very good at problem solving, innovative thinking, out of the box ideas: 4

Job Knowledge: Well versed in half of this job’s requirements, needs further development on the environmental side: 2

Communication Skills: Excellent communication skills & interviewing ability, positive personality traits that fit the position well: 4

Job Skills: Adequate job skills, fits requirements and even goes beyond with excellent time management skills: 4

Leadership Skills: Some leadership skills and experience, excited to be in a position that had the potential to lead the company to change: 3

Total: 26/32 Rater’s Recommendation: This candidate is very strong and has the necessary drive to adequately fill this position, however there is a definite lack of experience in the environmental industry. I would not recommend hiring this candidate.

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Candidate Evaluation Form Position: Circular Economist and Reverse Logistics Manager Candidate Name: Sofia Flores Interviewer Name: Sophie Schonbach Interview Date: 12/4/2020

2

Ratings Scale 1. Negligible or doesn’t meet requirements 2. More needed 3. Adequate 4. Exceeds requirements Education: Has a bachelor’s in Business Administration, doesn’t fit exactly with our requirements but still adequate: 3

Interest in Position: Eager to begin work with this position, understands requirements and areas that might need development: 4

Experience: Very extensive background in research. Extremely valuable as this is the basis of this position: 4

Problem Solving Ability: Research entails a high degree of problem solving ability, which this candidate has generous experience in: 4

Job Knowledge: Has vast knowledge in areas of research and production/processes management, not with logistics: 3

Communication Skills: Worked heavily with stakeholders in the past, developed her communication skills well, but not a natural: 3

Job Skills: Extremely skilled in her area of expertise, diligent worker and able to develop further into the extra skills we need easily: 4

Leadership Skills: One of the areas of skill focus for this individual is project management, which makes for a good leader as well: 4

Total: 28/32 Rater’s Recommendation: This individual possesses extremely strong skills and background in research, which is essential for this position and would greatly benefit our company. I would recommend hiring this candidate.

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Candidate Evaluation Position 2 Bespoke Tailor and Seamstress Two candidates for the new Bespoke Tailor and Seamstress position are evaluated using the sample resumes below. First, the resumes are rated side by side using a Resume Assessment Grid. Following that, the candidates are interviewed and a Candidate Evaluation Form is filled out by the interviewer. Both of these methods holistically rate and rank the individuals in question, allowing ORB to make the best hiring decision that will benefit the company as well as the employee.

A: (Duszyński, 2020)

B: (Seamstress Resume Example)

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Resume Assessment Grid

Each candidate is rated 1-5, with 5 being the highest.

Quantitative Requirements

A: Alice Yi

B: Marisa Leimbacher

Bachelor’s and/or Master’s Degree in Fashion Design, Fashion Technology, or Textiles

4

5

Minimum 5 Years experience as Tailor or Seamstress

3

3

Ability to use sewing machine and other sewing equipment

4

5

Sewing skills

3

5

Pattern-making skills

4

4

Ability to innovate processes

4

4

Knowledge of textiles, materials, and patterns

5

5

Detail-oriented

3

5

Flexibility and adaptability

4

5

34/45

41/45

Qualitative Requirements

Totals

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Candidate Evaluation Form

1

Position: Bespoke Tailor and Seamstress Candidate Name: Alice Yi Interviewer Name: Tekla Khantadze Interview Date: 11/3/2020 Ratings Scale 1. Negligible or doesn’t meet requirements 2. More needed 3. Adequate 4. Exceeds requirements Education: Bachelor’s in Design, good university and education background, slightly different focus than what we are looking for: 3

Interest in Position: Seems to be interested more in the company rather than position, wants to move up the chain of command quickly: 3

Experience: Over 7 years of experience, very impressive job titles in the past, again, different focus more fashion design oriented: 2

Problem Solving Ability: Has not needed to display problem solving skills in previous jobs, therefore not very well versed in this area: 2

Job Knowledge: Very well versed in the fashion design world, not as knowledgeable in tailoring and technical garment construction: 3

Communication Skills: Excellent communicator, good people skills.

Nice presentation, interpersonal/ intrapersonal communication: 4

Job Skills: Skills exceed what is needed for this job, but in a different area of focus. Not ideal for hiring for this position: 2

Leadership Skills: Good leadership skills, something that might become an issue for this position because it is not a leadership position: 4

Total: 23/32 Rater’s Recommendation: Although an excellent candidate, this individual is highly developed in the areas of leadership and fashion design, which is not what we are looking for for this position. I would not recommend hiring this candidate.

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Candidate Evaluation Form Position: Bespoke Tailor and Seamstress Candidate Name: Marisa Leimbacher Interviewer Name: Tekla Khantadze Interview Date: 11/3/2020

2

Ratings Scale 1. Negligible or doesn’t meet requirements 2. More needed 3. Adequate 4. Exceeds requirements Education: Perfect educational background in Fashion Technology, from a good university based in London: 4

Interest in Position: Eager to work at this company, seems excited to be involved in the particular position, aligns with the job quite welll: 4

Experience: Exactly the right work experience but only 2 years. We could work with this if her skill set allows since it is the right field: 3

Problem Solving Ability: Is very detail-oriented and also a good problem solver. Creative thinker and innovator, fits position well: 3

Job Knowledge: High knowledge in exactly the type of areas we are looking for. Focus on tailor and sewing fit right for this position: 4

Communication Skills: Decent communicator, not the most people oriented, not too necessary with this position, as long as skills are there: 3

Job Skills: Adequate job skills, could be improved with more years of experience, but on the right track: 3

Leadership Skills: No experience with leadership and little interest to develop them in the near future, fits position as not required to be such: 3

Total: 27/32 Rater’s Recommendation: This candidate does not have as much experience as would be ideal, however, they are very motivated and have a good direction with their skillset.

I would recommend hiring this candidate for the position.

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Final Selections

Circular Economist and Reverse Logistics Manager

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Welcoming our new hire for this position to our team, here is their employee profile.

Name: Sofia Flores Position: Circular Economist and Reserve Logistics Manager

Reports to: CEO Age/Gender: 45/Female (She/Her) Ethnicity: Hispanic Salary: £50,000/yr Knowledge & Expertise: Economics, Research, Data Analysis, Development

Development Focus: Environmental Science,

Logistics, Sustainability

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Bespoke Tailor and Seamstress

2

Welcoming our new hire for this position to our team, here is their employee profile.

Name: Marisa Leimbacher Position: Bespoke Tailor and Seamstress Reports to: Head of Design and Marketing,

Technical Designer and Stylist Age/Gender: 27/ Female (She/Her) Ethnicity: White Salary: £20,000/yr Knowledge & Expertise: Tailoring, Sewing, Knitting, Fashion Technology, Patterns Development Focus: Menswear, Functional Fashion Textiling

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Onboarding - Agenda At the end of each recruitment process, ideally we can welcome a new member to the team. The following agenda illustrates how the first few days of a new member is structured. These can be adjusted based on the specific position and are designed to provide the new employee with all information and devices needed. It ensures a smooth start and allows the individual to feel welcomed.

Monday, 2nd of December 2020

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8.30am - 9.30am

Introduction to the team & tour of office and production site; receive key card

9.30am - 10.30am

Meet with Production & Sustainability Coordinator

Check-in conversation

Receive benefits package

Receive public transport card and rental bike access

Complete DirectDeposit, eBenefits, and Insurance

Provide Birth Certificate and Passport for Record

Receive Staff Handbook

10.30am - 12pm

Position Overview (CEO)

Discuss position’s mission and purpose

Discuss notification procedures for illness, holiday,

workshop funding etc.

Introduction to applicable policies and procedures

Review safety protocols and emergency procedures

12pm - 1.15pm

Lunch with CEO

1.15pm - 3pm

Meet with Line Manager

Get to know each other

Settle into space

Showcase website and where to find information,

help, and contacts

Tuesday, 3rd of December 2020 9am - 11.30am

Meet with Line Manager

Reflect on job description

Determine tasks and responsibilities

Discuss “two way” expectations: how to perform as

well as how to support

Determine progress objectives

Schedule bi-weekly check-ins

1.15pm-3pm

Job Viewings Observe and understand directly surrounding job positions Room for questions and team building

Wednesday, 4th of December 2020 10am - 11am

Management Platform Training

11.15am - 12pm

Meeting with CEO

Discuss out of house trainings necessary within the

first quarter to best set up employee

12pm - 1.15pm

Lunch with entire crew

(HUMAN RESOURCES) Friday, 6th of December 2020 9am - 10am

Final Introduction Presentation to entire company

Who are you?

How do you see yourself benefiting the team?

What’s your take on our mission/vision and long-

term goals?

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Training and Development Now that we understand the ways in which individuals are able to join our company and how, within that process, ORB portraits its values and ensures that we are meeting strategic human resource objectives, the following section discusses what happens afterward. We determine methods of training and development that fit this company best.

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Strategic Model of T & D T & D or training and development refers to all activities initiated by the firm to foster the knowledge and abilities of individual employees. These activities are arranged in agreement with ORB’s business objectives. While training talks about specific short-term performance increasers, development refers to the expansion of an employee’s future potential. Both go hand in hand. While not all strategic initiatives can be achieved via the two, they are proven to benefit a company’s profitability. The following strategic model discusses four phases that allow us to approach trainings strategically.

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It supports ORB in understanding what trainings are necessary, how they should be designed and implemented, and lastly, how they are evaluated in order to determine the program’s effectiveness. The trainings discussed in this section are targeted at the two new positions, a Bespoke Tailor and Seamstress as well as the Circular Economy Specialists and Reverse Logistics Manager, which evolved from the previous analyses in this document. This section demonstrates how ORB approaches the identification of training needs in which models such as the gap analysis or the 4 A’s framework are used to analyze its current position. As this document is tailored towards our two new positions, the following discusses how these individuals are becoming equipped to fall in tune with our goals.

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Phase 1 - Needs Assessment The first phase assesses needs by identifying so-called hard, as in tangible and teachable, and soft, as in subjective and ethical, skills. Assessments to deepen our understanding of training needs can be divided into organizational, task, and person analysis.

Circular Economist and Reverse Logistics Manager

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Hard Skills

Soft Skills

Research: excellent ability to research independently, find applicable sources, and, if necessary, conduct first-hand research that follows all legal guidelines Presentations: ability to give inspiring and informative presentations that introduce new ideas Workshops: ability to create educational and appropriate workshops for fellow colleagues that are interactive and actively reduce pushback Data analysis: ability to comprehensively analyze statistics analyze the applicable industry, market flow, and economy

Leadership: introduce and initiate change function as a respected pioneer that leads colleagues towards a transition show empathy Problem-solving: think innovatively see the bigger picture strive passionately towards maximum solutions Communication: convey information clearly and in a concise manner transparently inform about suggested transitions

Bespoke Tailor and Seamstress Hard Skills Sewing/tailoring: create garments in an effective and innovative manner operate tailoring machinery understand the art of crafting measure, alter, construct clothing and patterns Technical Expertise: excessive understanding of cutting-edge tailor craftsmanship knowledge of niche sewing methods

Soft Skills Application of Skills: apply skills to new areas and ways of doing think innovatively and progressively adapt to new technology and production processes Professionalism: follow instructions precisely and with care ability to perform accordingly to the position’s place within the overall company structure Time Management: organize personal time that allows the worker to be flexible and meet provided deadlines without exceptions

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Phase 2 - Design The second phase tackles the design of training programs. It summarizes instructional objectives applicable to the training programs that answer to the needs assessed above. These objectives describe the desired outcomes of training sessions. In addition, it examines the readiness of employees in question, the principles of learning followed as well as the key characteristics of instructions.

The skill analysis suggests a need for training that can be grouped into three areas: Research and Innovative Thinking with a special focus on Green Technology, Tailoring with a focus on high-end Craftsmanship and Sustainable Resource Allocation, and lastly, Problem-Solving and the Adaptation of skills to new areas. The overall objective of the training discussed in this section is to provide the employee with the ability to fulfill their duties meticulously, but even more so, to reflect upon their own performance and self-determine areas of improvement.

1. Research and Innovative Thinking with a Special Focus on Green Technology The employee graduates the program with an excellent understanding of sustainable production methods and the ability to observe the industry and to stay up-to-date with the market’s development. KSAOs include independent research and analysis and innovative thinking.

2. Tailoring with a Focus on High-end Craftsmanship and Sustainable Resource Allocation The employee graduates the program with extensive tailoring ability and knowledge on how to independently teach themselves new ways and styles of this craft. KSAOs include sewing as well as a clean and precise workflow.

3. Problem-Solving and Adapting Skills to New Areas The employee graduates the program with the imperative ability to think critically and outside the box. They end up with a repertoire of methods, such as rapid ideation or the eidetic image method, that allow them to identify, effectively approach, and analyze a problem (Wilson, 2020). The employee is able to oversee essential company processes and identify areas of improvement. KSAOs include independent and creative thinking.

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Readiness of Employees As discussed above, the training plan prepares the two new positions added as a result of the various analyses conducted earlier. As those two individuals recently went through ORB’s onboarding process, they are ready to indulge in position-specific training. The recruitment process provides extensive insights via submitted essays, portfolios, interviews, and projects that determine the hire’s readiness and motivation.

If trainings tackle existing positions and long-term employees, additional interviews and assessment projects are assigned to determine the current level of the employee and ensure that the training program is applicable and appropriate in all aspects. To determine such factors, methods such as the SWOT analysis, a skill inventory, the gap analysis, the 4 A’s framework, a balanced scorecard, a competency-based job analysis, and many more seen in previous sections are applied.

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Principles of Learning The principles here are not exclusively used but rather represent the area of focus for our learning methodologies.

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Operant Conditioning To highlight a learning model that specifies reinforcement, the following showcases examples of actions that are provided as a response to active behavior. The model refers to operant conditioning, a term praised by the behaviorist B.F. Skinner, and describes actions and events that can be added to or removed from an employee’s environment after they exhibited a certain behavior (Bahrami, 2015). It involves the four key aspects of positive reinforcement, which is the addition of favorable circumstances, negative reinforcement, which is the removal of unfavorable circumstances, positive punishment, talking about the addition of unfavorable circumstances, and redirection, meaning removing favorable circumstances (Kshirsagar, 2019). In turn, this means, whenever we appreciate and want to encourage behavior, we either do something the person likes or take something away they do not like so much. Whenever we find a behavior troublesome, we add events that they do not like or take away things they do appreciate. Examples are mentioned in the following model.

The application of new circumstances.

The removal of existing circumstances.

Reinforcement: “We like what we see, we want more.”

- Verbal praise - Public shoutout to the entire company - One additional ½-day off per month

- Remove others from their workspace, allow for privacy, potentially own office - Remove direct supervision, allow more flexibility

Redirection: “We would rather not see that again.”

- Increase frequency of reporting to line manager - Mandatory logging of hours, report to work, report when you leave

- Removal of flexible working hours - Exclude individuals from the list of potential promotions

*These examples are often extreme measurements that do not occur on a regular basis but are on file to be used if appropriate and if the principle of learning resonates with the individual employee.

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Phase 3 - Implementation The third phase discusses specific ways of implementation designed to answer to the determined objectives above. The following two training delivery methods are not exclusively used but present the specific characteristics that support this training plan in particular.

1. Corporate Training This training method combines on-the-job training, from now on referred to as OJT, with traditional educational classes. OJT is a method through which employees work closely with their line managers that instruct and direct hands-on tasks and experiences for the employee. This relationship is already established by the time the employee participates in the training. On one hand, it increases familiarity with the skills needed while strengthening the relationship between employee and supervisor.

Training objectives are directly linked to duties specific to the company. Hence, it includes the application of newly learned knowledge from the start. On the other hand, ORB has established relationships with colleges and universities in the area as that is an existing area of focus for the recruitment process. This relationship allows us to enlist hires in specific and applicable college courses. This ensures the expected quality of training.

2. Case Studies This method requires a team to conduct an in-depth study of a particular topic. Whilst it practices independent research and teamwork, it allows our two new employees to familiarize themselves extensively with the topic of green technology and what standards and innovative processes are applicable to this company. They establish a relationship and get to know sources that support the “cutting edge” - mindset. This training finishes with a keynote presentation to the CEO on the research topic given.

It lays the groundwork for the Circular Economy Specialist and Reverse Logistics Manager for months to come. The Bespoke Tailor and Seamstress experiences the need to be informed and analyze the surrounding critically.

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3. Adventure-based Learning Adventure-based learning is a principle used in team trainings. It uses trust activities, games, simulations, and problem-solving initiatives to enhance the personal and social development of partakers. This training is standard whenever a new individual joins the company. For the sake of that individual, already existing employees take part in the exercise as well. For new hires, it introduces the organizational culture, sets the tone, and introduces existing team spirits and workflows. Additionally, the activity chosen relates to ORB’s actual position on its path to reach its strategic objectives.

While it functions as training for some, it provides valuable insight to the rest.

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Phase 4 - Evaluation The fourth phase, which completes the cycle of our strategic model is evaluating the effectiveness of the training implemented and its success. Criteria that provide the necessary combination of perspectives can be divided into the participant’s reaction, the amount of learning they have acquired, their behavioral changes on the job, and the bottom-line results. The difference in the kinds of information that these perspectives provide helps us to see the overall picture and assess the program in-depth. As the following evaluation process is a constant gain in insights over time, there is no set time that determines when to engage in additional training.

The moment that any of the following perspectives digress from our perspectives, managers can directly implement that feedback.

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Reactions All trainings provided by ORB are supervised by this party employee, similar to the recruitment project. While the training is in session, the supervisor takes the additional role of the observer and fills out a questionnaire simultaneously, recording the employee’s reaction. This is combined with a simple survey that the employee gets to fill out and submit right after the training to ensure “pure” reactions.

Learning This aspect is determined via a structured interview between the line manager and their employee. The employee begins to summarize their individual learning outcomes, which they have prepared in a provided document beforehand. This is followed by follow-up questions. It is imperative that the employee knows that this is in no way an examination but rather a check-in that determines if further trainings in that area are necessary. It is to encourage the employee to initiate the process of self-reflection and determination of areas of improvement.

Results Overall tangible results are difficult to measure. Organizational analysis using measurements such as return on investment are indicators of ORB’s overall performance. To be able to trace successes back to individual performances, employees evaluate themselves and their colleagues on a regular basis. Arguably the most important aspect that influences the accuracy of such key performance indicators is the organizational culture. ORB’s culture follows the principles of honesty and transparency. In return, this means that company activities such as excursions and events are a part of how we measure bottom-line results. To specifically determine if the objectives mentioned above have been reached, employees get to do a so-called “skill demonstration”. The training participant gets to choose what newly acquired skills they are most proud of and feel like worth sharing with the rest of the company.

They then continue to design an interactive presentation that allows them to best demonstrate their newly acquired knowledge. Examples can reach from videotaping the production of a new garment to the demonstration of how to approach a problem.

The nature of the project has to be approved by the line manager and is then shared with the entire company.

Behavior This same interview is conducted again after a time-frame of three weeks. It is important that the structure and prompts stay the same to enable a direct comparison.

The results from the first round are firstly compared to the previous interview and then matched with continuous and active observations by the line manager. Arranging these perspectives in a numeral manner allows our managers to gain insights on the way even before the final conclusion is reached.

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Performance Management This section covers ORB’s performance management process. Now that we have taken a closer look at how we train employees, we can dive into the system that ensures their training is put to good use and each individual consistently exhibits their best behavior. Performance management is an extremely important HR function, and if done correctly, can propel any team into success. This is why ORB takes ample measures to craft a management plan that works for our company, and will guarantee fulfillment of employee potential due to the ways in which feedback is provided. Our process stresses feedback at every step of the way. This is made possible by our rather small team and close organizational structure as well as culture.

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Performance Mgmt. Process The following flowchart walks through each stage in the performance management process and how ORB approaches it specifically. Our process pays attention to our overarching company goals, mission, vision, and values, striving to guide employees towards that direction. The rationale below each section details what initiatives we take to achieve that particular step.

Step 1: Goals set to align with higher goals: Our main company goals include establishing an international presence, growing to serve a wider target audience, expand and diversify our product range, and gradually implement a circular business model. The objective of our performance management process is to align with these overarching goals. With this, ORB fosters a work environment in which employees can perform to the best of their abilities.

Step 2: Behavioral standards and expectations set and aligned with employee and organizational goals: At ORB, the standards of behavior and performance place intrinsic value on honesty, transparency, innovation, and creativity. We align our expectations with these driving forces, in turn guiding each employee towards them. The standards are made clear at every step of the way, from job descriptions down to the very management style of the higher-ups within the organization.

Step 3: Ongoing performance feedback provided: Our team makes fluid communication the norm, ensuring that performance feedback is provided constantly and consistently. Managers have check-ins often, allowing for feedback to be given and performance to be improved wherever needed.

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Step 4: Performance appraisal by manager and others: The performance management system at ORB not only includes feedback from managers, but also self, peer, subordinate, team, and customer evaluations. This well-rounded variety of review sources maintains the highest quality of performance as employees are constantly aware of their current levels and can therefore strive for betterment and improvement.

Step 5: Formal review or feedback session conducted: ORB keeps records of each employee’s feedback from every review source on file. This allows for monthly feedback sessions to be conducted by the CEO with each employee. The CEO prepares by looking over the files and determining what they want to communicate to the employee. This gives the space for specific feedback to be provided for the employee in question, which will direct them to the path that is best for their improvement.

Step 6: HR decision making: e.g. pay, promotion etc: Based on the monthly feedback sessions, the CEO takes note of which employees are on track and have the highest performance. This dictates any HR decisions that need to be made.

This includes promotions, pay rates, professional development grants, additional training, and in extreme cases can be used to determine if an employee has become unfit for their current position at ORB.

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Purpose Statements The following Developmental and Administrative purpose statements highlight the higher goals regarding each section. These are important to identify clearly early on in the process so that all steps taken align with the overarching purpose of our performance management process.

Developmental

Administrative

Provide individual performance feedback to employee.

Provide an up-to-date overview of hires.

Provide constructive feedback to the line manager.

Keep the list of possible promotions up-to-date.

Support goal-setting process identify individual in and out of house training.

Determine employee transfers.

Identify team training needs maximize effective communication flows.

Identify organizational areas of improvement.

Provide a platform for employees to exchange feedback and support each other.

Identify and analyze behavioral deficits and poor performances.

Increase or decrease ORB workforce according to our strategic objectives.

Revise recruitment process and update if necessary.

Monitor ORB’s legal performance identify training needs and design accordingly.

Ensure strategic HR goals align with business objectives at all times.

Identify positive reinforcement measures.

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Performance Review Standards To avoid rating errors, ORB has training plans in place for all employees. Given our company size and performance review methods, any employee can be a rater. The training preparing employees for that role is given as part of the onboarding process to ensure that employees are ready to give reviews as soon as possible, as we value ongoing feedback at the workplace. Raters are trained on what the performance standards are, how they should prepare for evaluations, criterion contaminants to be aware of, and what characteristics are not valid for assessment, such as characteristics of an individual’s identity. This guarantees that any potential biases are eliminated and a fair review process is established.

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Sources of Reviews For a well-rounded and holistic performance management, ORB utilizes many sources of reviews for our employees. We employ both internal and external sources, as it is imperative to have feedback from both of these sides. Internally, more detailed and perhaps specific reviews can be provided, while external sources might reveal information that an insider might not have thought of. This is why ORB conducts manager, self, subordinate, peer, and team evaluations internally, as well as customer and supplier evaluations externally. The following descriptions reveal further details into each review source.

Line Manager Evaluation: This performance evaluation is done by an employee’s manager and can, at times, be reviewed by the CEO. It is given to the employee on a monthly basis and can at times, deviate from the traditional delivery method and show itself in the form of direct ad verbal feedback. In its documentation, it is matched with a score from 1 to 5 and then counted twice in the overall calculation due to its importance.

Self Evaluation: This performance evaluation often coheres to a provided form with structured questions. ORB employees understand the importance of reflection. Hence, the lesser formal way is done in the form of an “appraisal diary” by employees on a daily basis. As it is important to keep up that connection with yourself, the formal evaluation discussed with the line manager is rated from 1 to 5 and only counted single.

Subordinate Evaluation: As ORB encourages a consultative management style, this evaluation is crucial to employees that embody a management or supervisory role. Their protégés determine the appropriateness of the employees’ performance as they are the ones who it matters to. This scale from 1 to 5 is counted double.

Peer Evaluation: To stimulate the conversation, a performance evaluation is done by one’s fellow employees, generally on forms compiled into a single profile for use in the evaluation meeting conducted by the employee’s manager. This style of evaluation can, again, reach from a rather casual conversation to scores given on paper. To account for human emotions, this score is counted single.

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Team Evaluation: This performance evaluation, which recognizes team accomplishments rather than individual performance, is in most cases provided by the CEO. However, that individual can seek evaluation support from fellow employees outside the team, that can, as objectively as possible, provide their observations to the CEO as well. This evaluation is not accounted for in individual profiles as it only affects one team for the moment.

Customer Evaluation: This performance evaluation happens in the form of a short email after a purchase, if the customer has approved. Additionally, salesmen and women are encouraged to note attitudes and observations in the store’s notebook at the end of the day. That type of evaluation can provide anonymous feedback of extremely high value.

Vendors and Suppliers: As a company, we ask our suppliers to provide us verbal feedback in meetings and discussions we have. These can then be taken as suggestions and directly fruit towards changed behavior. ORB’s organizational culture is responsible to create an environment that allows honest and transparent conversations like that.

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Performance Review Methods One of the methods that ORB employs to rate employees is the Graphic Scale Method. This method has been slightly modified to provide feedback as a percentage value that can be used to understand employee potential and the degree of its fulfillment. The rater chooses a value from 1-5 for each given characteristic, which align with written descriptions ranging from poor to excellent. In this way, a percentage can be calculated based on the maximum value that the employee in question could have achieved, and what level that they are currently at. The presentation of their rating in this way further motivates employees to raise their percentage and achieve more of their potential, as it makes the higher ratings attainable and within reach.

Circular Economy and Reverse Logistics Manager Work Dimension

Poor 1

Fairly Poor 2

Fairly Good 3

Good 4

Excellent 5

Attendance

Punctuality

Dependability

Responsibility

Proactivity

Dedication

Personalbility

Creativity

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85%

Key Attendance: Present for meetings, workshops, presentations and work sessions.

Punctuality: On time for all company and team meetings, workshops, and presentations.

Dependability: Consistently creates work that meets expectations with timely delivery.

Responsibility: Takes responsibility for actions regardless of if positive or negative.

Proactivity: Often takes charge to initiate new processes and ideas into the workplace.

Dedication: Displays true passion for the company and its mission and vision.

Personability: Pleasant and enjoyable to converse, work, learn and create with.

Creativity: Inventive and imaginative with their ideas for their projects and creations.

Bespoke Tailor and Seamstress Work Dimension

Poor 1

Fairly Poor 2

Fairly Good 3

Good 4

Excellent 5

Attendance

Punctuality

Dependability

Responsibility

Proactivity

Dedication

Personalbility

Creativity 75%

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Performance Diagnosis Once performance has been analyzed, it is important to diagnose where poor performance may be stemming from. The different factors affecting performance can be grouped into issues with ability, motivation, and environment. If an individual is only being affected by their ability to perform, this means they have low competency, and there are certain actions that ORB takes in these cases, as outlined in the diagram below. If an individual is affected by both their ability and motivation, this may become a behavioral issue, which has a different set of actions corresponding to it. Lastly, it may be a results problem if all three factors are affecting an individual, for which there are, again, another set of actions. It is important to have set actions prepared for each scenario, as it can greatly help employees when the company is by their side in times of need. Problems with performance can be caused by many factors, including personal problems, or even harassment in the workplace. By being more accepting and less deprecating when it comes to low performance, these root causes can be discovered and better treated. At the end of the day, that is the goal of successful performance management.

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Factors Affecting Performance

Behavior Results

Performance Metric

Competency

Ability

Motivation

Action Environment

Environment

Competency measures only show “can do” factors such as knowledge, skill, and/or ability.

- In house training.

- Increased checkins with line managers.

- Present about their work more often.

- Compulsory attendance to workshops and presentations.

Behavioral measures are affected by both ability and motivation (“can do” and “will do”). Behaviors tend to be less contaminated by environmental factors.

- Remind of provided resources.

- Conduct priorities assessment.

- Lunch with the CEO. - Sabbatical day.

- Implement a community wall for personal items.

Results measures are affected by ability, motivation, and external environment.

- Reevaluate job design.

- Assess information flow within the company.

- Ensure a healthy workplace environment.

- Evaluate deficiencies or criterion contaminants.

- Determine any external factors.

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Employee Benefits & Rights This section covers ORB’s employee benefits and compensation design, as well as their rights and surrounding procedures. It is important to take compensation design into consideration when formulating HR strategies, as it is a crucial step towards employee satisfaction, motivation, and success. A balanced and effective compensation package is key in retaining employees and maximizing their potential.

This is why ORB has a strategic compensation design that aligns with our brand vision and goals. Employee rights are another critical aspect of a professional and consensual relationship with our employees. Fair and just practices must always be observed in any workplace, and ORB is certainly no exception. We take our employee rights very seriously as they for our care and values and are yet another facet of HR strategy that plays a large role in the company’s overall success.

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Compensation Alignment This section includes a holistic analysis of our compensation strategy including direct, indirect, and nonfinancial compensation, the factors affecting compensation design, and the final compensation package value. All decisions align and support our company goals to propel ORB towards their fulfillment as effectively as possible.

Compensation Strategy

Direct

ORB is a startup, meaning that while we cannot offer the highest wage rates in the industry, we certainly make up for it with other indirect and nonfinancial types of compensation. ORB also engages in strategic compensation, meaning our methods are carefully chosen to increase employee satisfaction, motivation, and growth. The following highlights ORB’s comprehensive compensation strategy, including direct, indirect, and nonfinancial compensation methods for all employees.

Salary ORB has chosen the direct payment method of salaries in which all full-time employees are salaried. This does not include potential freelancers or contractors, which will be negotiated with on a case by case basis. This style works best for us as we value flexible schedules, which other payment methods such as hourly pay do not support as easily. In addition, methods such as piecework compensation are not applicable to ORB as we value quality over quantity and do not want to encourage employees otherwise, instead aiming to instill creativity and innovation.

On top of the base salary, employees are compensated with incentives.

Position

Salary (£)

Head of Design and Marketing

42,000 (3,500/mo)

Production and Sustainability Coordinator

42,000 (3,500/mo)

Circular Economy & Reverse Logistics Manager

33,600 (2,800/mo)

Public Relations and Sales Manager

30,000 (2,500/mo)

Technical Designer and Stylist

27,600 (2,300/mo)

Fashion Designer

24,000 (2,000/mo)

Bespoke Tailor and Seamstress

21,600 (1,800/mo) (Salary Comparison, Search Salaries.)

Direct

Incentives and Bonuses Milestones Wheel Whenever company milestones are reached, for example selling out or finishing the production of a collection, the Milestones Wheel is spun for a reward. This reward taps into a specific budget for incentives and may include things like celebrating the success at a restaurant or tickets for everyone to go to an art gallery or fashion show. The items on the wheel are updated with each milestone and decided on in company meetings to ensure they are desirable and relevant.

Innovation Focus This bonus is granted to anyone who goes to great lengths to optimize processes, think outside of the box, and bring new ideas into the workplace. The CEO decides on one team member to reward with this bonus each month. The bonus is an addition of £400 to their monthly salary. This method is a spin on the classic cash reward system to recognize and incentivize employees to do good work (Top Incentive Compensation Examples & How to Incorporate Them, 2020).

Spot Bonuses ORB takes advantage of a simple yet undoubtedly effective incentive method of immediately rewarding outstanding employee performance with a small cash bonus (Employee Incentive Programs: 32 Examples for Your Business,). This bonus of £100 is given out by the CEO whenever exceptional work is noticed, with a maximum of 6 per year. Although it is not a large cash amount, it is still a rare occasion and serves a good purpose to motivate and empower employees.

Company Outings To reward a quarter in which ORB’s performance exceeded the previous one, a company outing is arranged. This may include a company picnic, trip to a gallery, show, or convention, with expenses covered by ORB (Employee Incentive Programs: 32 Examples for Your Business,). This is a great way to motivate employees to work hard on successfully completing a quarter and consistently improving and growing the company towards higher goals.

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Indirect

Benefits ORB’s employees are provided with a benefits package including both companypaid and employee-paid benefits (Employee Benefits and Compensation (Employee Pay)). Company-paid benefits include unemployment and workers compensation, vacation and holiday pay, maternity leave, pension pay, and bonuses (Employee Benefits and Compensation (Employee Pay), ). Other benefits, such as health insurance, are in part employee-paid due to the amount of costs involved, given our current situation.

Nonfinancial

More atypical benefits include covering bike rental membership cards for our employees as that directly aligns with our company mission, values, and goals. In addition, we offer a breakfast station partnered with local and sustainable vendors to provide our employees with a healthy and nutritious start to their day. Lastly, we make an effort to connect with industry names and brands to network our employees and advance their names and careers in the field.

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Rewards and Recognition ORB highly values the creativity and innovation of our dedicated employees, which is why we have rewards and recognition methods to highlight amazing work within our company. This includes a few levels of recognition, ranging from a more casual mentioning of great work at weekly meetings to featuring more groundbreaking work on our website. Even a quick recognition of good work at a company meeting provides an incredible morale and confidence boost to employees. Applying more to the design department, personal creative endeavors may lead to being featured on the company website with their name and designs. This is not only beneficial for motivation but can also serve towards the betterment of one’s career in the form of publicity.

Nonfinancial

Organizational Support ORB boasts a strong system of organizational support for each and every employee. This means that all workers have the ability to express concerns to each other, knowing that we have their back. Whether this has to do with a lack of motivation, personal issues, or workplace disputes, ORB is always there to freely and openly discuss and attend to any problems. For complete freedom to express concerns, ORB has an anonymous communication system in which employees can chat without feeling held back or judged. We believe this helps to create an open environment.

Work Environment The close-knit and personal workplace environment at ORB is an added perk that comes with a job at our company. The space itself is free to be customized by employees, given that nobody is being harmed, offended, or distracted by it. In other words, we allow complete freedom until it infringes upon somebody else’s ability to be free. This gives employees a sense of belonging, heightening their job satisfaction.

Flexibility ORB employees have the advantage of flexibility in every applicable aspect of their jobs. From the salaried payment style to the paid-time-off policy in place at ORB, we strive to create as comfortable a work environment as possible for our workers. Aside from team and company meetings, workshops, presentations, and other mandatory events, employees can create their own schedules and work at their leisure, as long as the final product is consistently and diligently delivered.

Employees also have flexibility over their workflows and processes. This is an inherent step in boosting productivity in a creative workplace, given the fact that creatives have varied work methods catered to their own personal needs.

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Compensation Design The compensation design is affected by many factors that can be split into internal and external categories. Internal factors apply to those that stem directly from the organization or the individual being compensated, while external factors apply to more environmental conditions that surround the organization. Both categories and their respective effects specific to ORB can be found in the table below.

Internal Compensation Strategy of Organization Our compensation strategy is to be hit the average pay rates per industry in the UK area. Given our limited budget as a startup, this is the perfect balance to ensure employee satisfaction and profit simultaneously.

Worth of Job Our salaries are adjusted based on the importance of a particular job within the overall company structure.

Employee’s Relative Worth An employee’s individual contribution to the company is only taken into consideration when it comes to bonuses.

Employer’s Ability to Pay Since ORB is a startup, the compensation it is able to provide to its employees heavily depends on its financial ability and budgeting in the early stages. As our company grows and moves towards our long term goals, the compensation design is updated as needed.

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External Conditions of the Labor Market The supply and demand for our industry, fashion and retail, affects our compensation design. Since the current demand for sustainable fashion is high, this means we are able to better compensate our employees.

Area Pay Rates The pay rates within the UK play a large role in determining our compensation, especially the salaries of our employees, as we strive to match the average salary by industry standard.

Cost of Living Due to inflation, the cost of living rises periodically. Therefore, ORB reexamines its compensation design each year and increases by a percentage based on that year’s changes in CPI (Consumer Price Index).

Legal Requirements ORB makes sure to stay within legal bounds when determining compensation.

Compensation and Benefits Package The following tables and graphs provide an overview of the total compensation package for the two new hires determined in earlier sections.

Circular Economist and Reverse Logistics Manager Total Compensation Analysis Annual Wages

£33,600

Time Off Benefits

Value

% of Salary

Vacation Days (10)

£1,292

3.85%

Paid Holidays (8)

£1,034

3.08%

Personal Days (10)

£1,292

3.85%

Break Mins/Day (90)

£6,300

18.75%

Total Time Off (Included in Wages)

£9,918

29.52%

Health and Safety

£2,570

7.65%

Worker’s Compensation

£336

1%

Unemployment Benefits

£250

0.74%

£1,344

4%

Breakfast

£2,400

7.14%

Bike Rental Membership

£120

0.36%

£7,020

20.89%

Government Benefits

Annual Retirement Benefits Retirement Other Monthly Fringe Benefits

Totals Total Paid in Addition to Salary

133 133

Bespoke Tailor and Seamstress Total Compensation Analysis Annual Wages

£21,600

Time Off Benefits

Value

% of Salary

Vacation Days (10)

£831

3.85%

Paid Holidays (8)

£665

3.08%

Personal Days (10)

£831

3.85%

Break Mins/Day (90)

£4,050

18.75%

Total Time Off (Included in Wages)

£6,376

29.52%

Health and Safety

£1,652

7.65%

Worker’s Compensation

£216

1%

Unemployment Benefits

£250

1.16%

£864

4%

Breakfast

£2,400

11.11%

Bike Rental Membership

£120

0.56%

£5,520

25.47%

Government Benefits

Annual Retirement Benefits Retirement Other Monthly Fringe Benefits

Totals Total Paid in Addition to Salary

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Circular Economist and Reverse Logistics Manager £50,000 £40,000

£40,620 £33,600

£30,000 £20,000

Salary

£10,000

Additional Total

£0

£7,020

Bespoke Tailor and Seamstress £30,000 £24,000

£27,102 £21,600

£18,000 £12,000

Salary

£6,000 £0

Additional Total

£5,502

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Employee Rights Here at ORB, we do not shy from conflict. We understand that conflicts amongst employees are human and provide the ground for progress. However, not just amongst employees but between employee and employer conflicts can occur just as much. The United Kingdom government provides a legal framework that qualifies serious offenses by both parties. Overall, we strive for a transparent relationship with our employees and set ground rules that ensure a comfortable and healthy work environment.

Explicit Contracts The contracts signed between ORB and its employees are inclusive, extensive, and transparent. This means that even the psychological contract, the mutual agreement that talent is traded for fair compensation, training, and promotion, is noted in a written statement. This contract, in addition, includes our code of ethics. These follow the general principle of “Make the right call - to the best of your ability”, and, of course, within the law. The contract also highlights that we do not engage in an employee-atwill relationship. Employees that have been with us for over a year receive a 4 weeks notice and are provided with a written statement of reasoning and have the right to request a clarifying meeting. Individuals employed less than a year receive a 2 weeks notice. Lastly, a non-piracy agreement is included. This protects the company while following our value of collaboration as we strive to work with competitors.

To ensure a comprehensive understanding, these contracts are discussed with the CEO before an employee decides to accept the job offer. Through that, we encourage all parties to ask questions and eliminate any misunderstandings.

Digital Surveillance All office and production spaces at ORB have installed video surveillance, which has been communicated with the employee before onboarding. Cameras only record video and no sound. This is due to safety as much as performance review processes.

ORB does not monitor how provided devices, such as phones and laptops, are used.

However, we reserve the right to access devices in case of a violation of organizational rules.

Personal files are stored safely and can be accessed by the employee at any point in time.

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Dispute Resolution Procedures As we value transparency, honesty, and communication, ORB engages in alternative dispute resolution that includes methods mediating conflict before it has to be placed in the hands of the government. We have an Open-Door policy. This means any employee can contact and reach out to any other employee at any point in time for guidance. Employees can approach supervisors and the CEO at any time. This policy is updated with the growth of the company. As every employee receives ethics and conflict resolution training, the Ombudsman system that ORB engages in is a “buddy”-system. Every employee has an assigned CC (council colleague). It is a one-way street, meaning two employees are never each other’s CC. In addition, assignments are not public knowledge within the firm. This allows CCs to negotiate or inquire on behalf of their protégé, protecting such with anonymity.

In a dispute, there are several stages that can call for a hearing on either side. Every employee has the right to bring in a mediator of their choice. This can be a friend, family member, or lawyer. These individuals know the employee and can support the negotiation process. This is an important policy to increase fairness within a settlement process.

Overall Company Statement on Employee Rights ORB deeply values the room for growth we see in every conflict. Whilst we do not shy away from it, we are uncompromisingly committed to ensure that our employees are healthy, comfortable, and safe at all times. As we strive for a fair exchange of goods and services on both sides, and as we understand the subjective human nature of this negotiation, we heavily rely on the law to guide us. Our terms of agreement are comprehensively written out in each contract and stand for the transparency we believe in.

Actively placed procedures such as our Open-Door policy, our Council Colleague system, as well as the right to a mediator of choice reflect how our preventative dispute resolution methods focus on the human ability to work together and collaborate. Rather than having a two-party relationship, our position allows us to be one united group of individuals.

137 137

Disciplinary Model The following diagram walks us through the steps that are initiated if a violation of organizational rules occurs, and highlights how that can lead to supporting measurements such as additional trainings or potentially an employee discharge. At ORB we believe in the process of progressive discipline.

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Disciplinary Model This translates to the understanding that a violation of organizational rules does not lead to immediate discharge but, as a result of the first two violations, to a series of written and documented warnings. The determined progress following such conversations is an important aspect to factor in for a permanent decision (Purdy, 2020). In conclusion, this principle allows us to create necessary and valuable space for communication and training.

139

140

Conclusion To introduce our conclusion, the following skill gap analysis generalizes and summarizes into an “at a glance” digestible diagram. If you squint your eyes, the overall color is able to tell you roughly where we are at. This is followed by a concluding statement.

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Summarizing Skill Gap Analysis Overview Current Needs Work

Ready

Skills

Creative Skills

Artistic Ability Brainstorming Data Analysis Database Management Innovative Thinking Marketing Problem Solving Research

Technical Skills

Resource Allocation Hardware Operations Manufacturing Product Coordination Sewing Software Tailoring Web Analytics Active Listening

People Skills

Coaching Collaboration Decision Making Empathy Leadership Negotiation Public Speaking Communication Time Management

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CEO/Owner

Head of Design & Marketing

Production & Sustainability Coordinator

Not Applicable

Beginner

Advanced

Intermediate

Expert

Public Relations & Technical Designer Sales Manager & Stylist Fashion Designer

Circular Economy & Reverse Logistics Bespoke Tailor & Manager Seamstress

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Closing Statement What we did.

This talent management strategic plan provides a journey mapped along insights that highlight how ORB optimizes employee performance in the broader picture. Based on extensive research, we have analyzed its current position within the industry as well as the larger international market.

We gathered information on our direct and indirect competitors to place ORB appropriately in its environment. Then, we analyzed this company from the inside out. We answered questions such as: How do we create unique value? What types of talents do we already have and which ones do we need to add? Does our organizational culture reflect who we want to be?

This analysis allowed us to forecast ORB’s human capital needs as we created a skill inventory and established dynamics between positions. This understanding, in turn, informed our strategy, meaning the establishment of ORB’s objectives on a corporate and business level. We evaluated how we ensure that the strategy aligns within itself at all times and is executed accordingly.

These first steps provided us with a clear overview of the business and workforce at hand. Secondly, we established how this workforce is structured. We determined legal frameworks and ways of information flow by noting down policies and procedures in place.

The overall workforce assessment enabled us to add two new positions. Such positions were analyzed accordingly so they could be designed appropriately. On the basis of such, we determined a highly effective recruitment and selection process that feeds into our objectives and values.

After showcasing the onboarding process, we discussed the why’s and how’s of training procedures here at ORB. This multifaceted research allowed us to propose coachings tailored to the overall business and human resource strategy. Lastly, we created ways through which we manage and review performances that allow us to determine our current position on the spot. We then identified ways of compensation for our employees that are mutually beneficial and ensure legal and fair treatment.

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What we learned.

At this point in time, ORB enjoys a remarkable position within the European apparel industry, the international market that this company targets towards. The UK experiences a cultural shift in perspective that prioritizes sustainability, just like we do. Hence, entering this highly subsidized market has low barriers of entry, and whilst it encompasses increasing competition, ORB’s unique value creation due to combining the environment and timeless fashion allows us to penetrate the industry noticeably. Internally speaking, company processes in combination with our diverse workforce function on the basis of collaboration. All human resource procedures, practices, and strategies in place strive to unlock every employee’s potential within their competencies and expertise in order to harvest talent and foster the adaptability and effective, high-level performance of our workforce. Our competitive advantage is tightly linked with our team. Thus, all proposed actions optimize the alignment of highly-skilled personnel with our overall business objectives. These focus on the establishment of an international market presence and the transition towards a circular economy business model.

Representing our values of transparency and inclusion, our legal structure focuses on the Equality Act of 2010, protecting workers against all forms of discrimination. This is supported and regulated by the Employment Rights Act of 1996 and additionally by the Maternity and Parental Leave Regulations of 1999, for example. Understanding the legal framework ensures that we serve our employees like we serve our planet and eliminates the subjectivity of any negotiation. Instead, our compensation structure is salary based and heavily focused on additional indirect and nonfinancial methods as well. On paper, this transparency becomes apparent in our explicit contracts that highlight terms of condition as well as our codes of ethics, such as “Make the right call - to the best of your ability”. Within the onboarding process for new employees, we establish clear and effective communication by implementing structured conversations that allow us to live up to the transparency we believe in. Dispute Resolution Procedures such as the Open-Door policy or our Council Colleague system continue this thread. Even our disciplinary model accounts for room to grow by following the principle of progressive discipline and including “Coming Clean”-interviews.

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When forecasting employment, we determined that ORB is experiencing a shortage in human capital. Our gap analysis identified that the potential lies within the areas of design and production. This leads us to propose the recruitment of two new positions: a Circular Economy Specialist and Reverse Logistics Manager, and a Bespoke Tailor and Seamstress. Due to the relevance of these roles and the assigned independence, we reach a high skill variety, task identity, and significance, which in combination with the autonomy and feedback structure result in high levels of experienced meaningfulness and understanding of the bigger picture. Therefore, individuals show a high-performance level and internal motivation and satisfaction.

To ensure that the individuals chosen fit these positions best, we established an extensive recruitment and selection process. By linking all listings to our website and including extensive introductions of this company, we communicate who we are right from the start. To be proactively inclusive means that we post positions on diverse platforms including traditional newspapers. Once a potential hire is interested, an in-depth selection process takes over that includes structured interviews as well as project-based submissions. Candidates are evaluated via assessment grids and forms that lead to an all-encompassing diagnosis and decision. To support our flat organizational structure, all employees are able to view submitted materials and inform the CEO of their opinion. This leads to an informed decision-making process.

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Once new employees are chosen, meticulously tailored trainings are put in place to ensure the expansion of hard and soft skills. Adventure-based learning exercises provide ORB with the opportunity to research an identified problem whilst introducing the team to each other. Problem-solving initiatives cater to innovative and creative thinking and stimulate teamwork. To further ensure team synergy throughout the entire company, methods such as Discussion Leader Swap or Stress Preps are put in place. These allow cross-functional teams to flourish and produce work greater than any of its members could individually. To assess the need for training in general, we conduct needs assessments of all candidates and conclude instructional objectives that inform our training design and implementation. For our two new candidates, we established foci that balance research and innovative thinking, high-end craftsmanship, sustainable resource allocation, problem-solving, and skill adaptation.

With learning principles such as goal setting, experiential learning or feedback and recruitment which lean onto operant conditioning, we are able to deliver trainings effectively. All in all, our Request for Training policy and procedure highlights that out-of-house trainings are individually supported and linked to personalized learning objectives. It places our candidates high on our priority list.

Lastly, our performance review standards and methods help us determine where we live internally as a company. Our unique graphic scale method accounts for the sources of reviews we have for each other by prioritizing Line Manager and Subordinate Evaluations. In addition, this reflects our organizational culture within the consultative management style we put in place. Diagnosing results allows us to categorize evaluations in our performance metric. If we are experiencing deficiencies in competency, we increase the flow of information with the individual inner house.

Behavioral barriers are battled through practices such as our Sabbatical Day, a unique approach that allows the individual to reflect upon their role in the overall firm. If results are trouble-some, we reevaluate the healthiness of the work environment, specific job designs as well as criterion contaminants.

This all feeds into transparent, honest, highly-skilled, and well-oiled teams that run this company. It is crucial to tailor all company policies to ORB’s corporate strategy to do nothing less but support our overall business strategy. All incentives proposed work towards maximizing the output we receive from our human capital and therefore increasing our value and competitive advantage. These policies feed the functioning of this company and determine ORB’s expected success in the future.

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Ringling College of Art and Design Fall 2020 BOAD 330: Manag. HR Resources Sarita René Tekla Khantadze Sophie Schönbach