Detailed argument for design and a unique organizational response by Motorola related to the challenges of staffing at its semiconductor plant in Austin, Texas. The new outsourcing strategy based on the principles of supply chain management and business-belts to deliver the flexibility of occupation, built cost control and quality workers. A detailed description of the existing methods for hiring employees with, it brings the organizational costs borne by light … Read more »

Detailed argument for design and a unique organizational response from Motorola on the challenges of the contingent staffing at its semiconductor plant in Austin, Texas. The new outsourcing strategy based on principles of supply chain management and business-belts to deliver the flexibility of occupation, built cost control and quality workers. A detailed description of the existing methods for hiring employees with it, the organizational costs of companies that fail to develop an integrated strategic approach has carried light and provides an opportunity to the incentives of the various stakeholders (both internal and external) check in a new model, the inter-company alliances to personnel involved with employment agencies base. Also, provides a discussion of the possible difficulties the company is likely to run in the implementation of the new staffing model and more general questions, such as the evolving nature of the employment contract, employee trust and loyalty, and strategic issues that arise when multiple companies compete for the same workforce.
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Dean Nancy Beaulieu
Source: Harvard Business School
22 pages.
Release Date: 09 April 2002. Prod #: 902 211 PDF-ENG
Contingent Workforce Planning at Motorola, Inc. HBR case solution