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Building HRM Capacity

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1. Imagine you are the consultant for the Federal Emergency Management Agency (FEMA). Assume the selected agency is large but poorly performing in a highly visible public program which did not have performance measures for employees. The public program serves over two million citizens across the 52 states. Propose and provide a rationale for two change strategies to address the agency's performance.

2. Propose two methods of performance measures for the department to meet within six months. Provide a rationale for each method.

References:

http://www.fema.gov/.

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The solution discusses building HRM capacity.

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In assessing the correct position for representing an agency to identifying areas of performance improvement, the defined strategy is evaluating employee's obstacles. The scenarios ranges from many elements of restrictions to obtaining or to fulfilling deliverables provide a means for proper applied solutions. Let's take a look at the two case scenarios outlined below for further understanding:

1. Imagine you are the consultant for the Federal Emergency Management Agency (FEMA). Assume the selected agency is large but poorly performing in a highly visible public program that did not have performance measures for employees. The public program serves over two million citizens across the 52 states. Propose and provide a rationale for two change strategies to address the agency's performance.

By assessing the selected agency, the public program current procedures must be evaluated to effectively identifying shortcomings. In some cases, the public program can seem functional with staff performing duties that will effectively serve the public participants or community. However, the challenges are in the ...

Solution provided by:
Nichel Anderson, MBA, PhD (IP)
Education
  • BA, American Intercontinental University
  • MBA, American Intercontinental University
  • PhD (IP), Grand Canyon University
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