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SWOT Analysis and Strategic Plan

Select an organization that you have a solid working knowledge of (an employer past or present is recommended) and conduct a SWOT analysis for that organization. Once you identify the organization’s strengths, weaknesses, opportunities and threats, you should then develop a strategic HRM plan to address one of the identified issues. Your analysis should be 3-5 pages (excluding title and reference pages) in length in Microsoft Word, a minimum of three outside sources must be used, and APA format must be utilized.

Due on Day 5 of Week 7.

First, provide a SWOT Analysis of your selected organization.

Strengths are those tangible and intangible qualities that enable an organization to achieve its mission. These can include human competencies, services, and process capabilities.
Weaknesses are those activities, services or other factors that block the organization from fulfilling its mission.
Opportunities present themselves through the environment in which an organization operates. They may be generated by the appearance of new trends in the marketplace, technology or demographics.
Threats are external to the organization. Unlike weaknesses, they cannot be directly controlled; in fact, they exploit weaknesses and increase vulnerability.

Then, select one of the identified issues/problems and devise a strategic HRM plan to address this issue/problem. Your analysis can follow the model described below, or feel free to use a comparable format:

Describe a Synopsis of the Situation: background information about the organization, and an overview of the issue as you understand it or assume it to be.

Present Issues: Define the issue/factors and the roles of the Key Players. You should include only those factors that affect the identified problem.
Define the Problem: Identify one problem. While there may be several problems and a multitude of symptoms, attempt to identify one problem, the resolution of which would be beneficial to the organization.
Alternative Solutions: Develop alternative solutions to the defined problem. This should not be a laundry list of actions one could take to address every symptom, but alternative actions that could correct the problem at hand. Identify the pros and cons of implementing each alternative.
Selected Solution to the Problem: Select several of the alternatives and explain which would be best.

Implementation/Recommendations: Identify how to implement the selected solution and what the expected results (positive and negative) might be. Your job is to identify an action plan.

Suggestions:

Spend more time on Recommendations than Synopsis of Situation. This is where you demonstrate your problem solving abilities. Be sure you (a) identify alternatives, (b) evaluate each alternative, and © recommend the alternative you think is best.
Be specific in your recommendations. Develop specific recommendations logically and be sure your recommendations are well defended by your analysis. Avoid using generalizations, clichés, and ambiguous statements. Remember that any number of answers is possible and so your professor is most concerned about how your reasoning led to your recommendations and how well you develop and support your ideas.
Do not overlook implementation. Many good analyses receive poor evaluations because they do not include a discussion of implementation. Your analysis will be much stronger when you discuss how your recommendation can be implemented. Include some of the specific actions needed to achieve the objectives you are proposing.
Specifically state your assumptions. Cases, like all real business situations, involve incomplete information. Therefore, it is important that you clearly state any assumptions you make in your analysis.