Houseco Hrm Five Strategic Plan

Houseco HRM Five Strategic Plan

1.0 Houseco Company Strategy And Culture
Mission

The mission of Houseco is to engage in the provision of superb home renovation services with respect to competencies, timeliness and at fair prices. This extends to the timely and accurate admission to compensation and benefits for the company’ workers and their next of kin and ensuring that our employees have admission to it.

Chief initiatives of Houseco are designed to directly impact and enhance the management of the company and the provision of our services. The objective is to enhance and translate business practices by facilitating smooth consolidation and the provision of better backing to our employees and our clients

Vision

The vision of Houseco is to be the renovator and employer of choice in York and other states through the attraction and the retaining of the state’s finest workforce that is imperative to the provision of excellent renovation services to our esteemed customers. In support of this vision, Houseco is putting together a strategic five-year HRM plan to enable Houseco further its objectives.

Houseco’s HRM And CSR

Based on the assumption that a firm operates in an environment surrounded by various players, whose actions create a sustainable environment, Houseco’s HRM is dedicated to push for sustenance. Firstly, the company’s practices, goals, values and culture are open to public and company employees scrutiny and criticism. The HRM is ushering a new era in the business practices of Houseco by engaging in sustainable business practices. As such, an interactive course of action that takes into account the social impacts of the business are accounted for. A tailored legal, economic and charitable form of give back to the society has been established to ensure the effectuation of the company’s CSR program (Crane and Matten, 2004: 8).

The company’s core function of generating revenues has been divided into profits and the use of social services. Despite the arguments proposed by anti-CSR theorist on the negating effects of CSR to a company, Houseco knows better the values and pride taken by employees in working for a socially responsible company ((Higginbottom 2006). Nevertheless, a well-structured and planned HRM strategy that does not take into account the indispensable role of the employees is null. Houseco’s HRM recognizes the employees as the major stakeholders of the company, as such; the implementation of our CSR strategy is rested upon the employee unlocking capacity of corporate social responsibility (Friedman cited in Burchell 2008;89. As such, the company proposes an inclusive CSR culture that reflects to the employees what the company purports to be in the public domain. In line with this, Houseco’s HRM corporate social responsibility strategy is structured as below