Intrapreneurship Plan: Staffing
Intrapreneurship Plan: Staffing
Type of Team
The core idea of the proposed intrapreneurship plan is to explore Asia Pacific region for targeting high quality and less expensive supply materials for LVMH group. This idea requires substantial research, risk-assessment, evaluation of expediency, and cost management. Consequently, the expertise of several different specialists will be required. For this reason, the type of team that will be the most appropriate for the accumulation of the first phase of intrapreneurship plan is cross-functional type. It is believed that cross-functional teams save time for development new product or evaluating new market the company is eager to enter (Maccoby, 1999). It is also important to include an outside expert sufficient in consulting services. In the present case, the team will consist of 7 specialists representing the departments of logistics, marketing, sales, risk-management, independent consulting, legislation, and the leader of the group, which will be a production manager. It is estimated that the team will brainstorm the ideas, evaluate the expediency of employing Asia Pacific supply materials and its impact on the brand.
LVMH group is highly prestigious company that specializes in the luxury segment, while Asia Pacific supplies are not associated with the high-quality image, which is essential for the brand. That is why, the employment of the outside specialist in the area of consulting may increase the effectiveness of the cross-functional team. However, maintenance of cross-functional team is a well-known challenge for the leader as well as for the members. According to the practical experience, the members of such team are sometimes reluctant to join the group due to their initial responsibilities in the home department; also, difference in specialties makes all members hard to guide for a leader (Trent & Monczka, 1994). Therefore, it is essential for the head of the team to choose effective and productive leadership style that will unite as well as guide the followers in the right direction.
Recruitment Process
In the case of the current intrapreneurship plan, the majority of the team members have to be aware of the company’s politics, organizational goals, and the history of doing business. It is considered that all team members will be recruited internally except for the specialist for the consulting services. Despite the knowledge of a company, the cross-functional team members have to be excellent in their profession. For a company like LVMH the internal recruitment process may create both obstacles and advantages. First of all, the main advantage is a large pool of highly trained specialists within the company due to the status of LVMH. Secondly, it is possible to implement recruitment procedures not seeking for a new professional and invest the time in training and instructing. At the same time, it will require time for targeting right specialists for the team due to the importance of its mission and challenges to work alongside the different specialists.
Internal recruitment framework will be the same for employing all 6 specialists, including the leader. Also, as the main task is particularly important, all members of the team will have to work part-time in the cross-functional team and another half has to be dedicated to their day-to-day routine in their departments. Therefore, the HR specialist will apply a mixed strategy, where it will be essential to evaluate the performance of the respective specialists in their departments, their communicational skills, dynamics of their interaction with the management and the members of the department, and their personal time management. The evaluation will be applied by targeting top performers of the departments, speaking with their managers, and evaluation of their personal characteristics based on the information provided to the HR department.
External recruitment will be based on the prestige, reputation, and the quality of services of the consulting firm, which will be evaluated relying on the feedback from the previous clients and the basic information about the company. A consulting specialist will be recruited on the basis of his experience and proficiency. It is crucial that he/she will have the similar experience working in the cross-functional team, be a specialist in Asia Pacific region, have excellent records and feedback from the previous clients, and will be willing to provide expertise in a particular time.
Key Position of a Leader
It is essential to identify a right person to fulfill the functions of a leader in cross-functional team. For the current situation, it was decided that a production manager has to lead the team and he/she has to be employed in the company for a certain amount of time. According to Van Voorhis (2013), leaders in the cross-functional team have to employ democratic or transformational leadership styles in order to be able to function in such diverse environment.
Therefore, the requirements for the leader have to include high proficiency in the area of production management, effective communication skills, substantial leadership experience, and effective problem solving. Essential job functions will include the implementation of effective brain storming techniques, leading of team consisted of different professionals, mitigating the conflicts if they emerge, ensuring the team attains organizational goals in time, guiding the work of each member, assessing the data and plans provided by the team, evaluating the expediency of each accomplished task, providing expertise in production management, and accumulating decisions that will lead the team to the accomplishment of the main aim. Preferred qualifications have to include experience in leading a diverse team, attainment of production management goals in the timely manner, background on the Asia Pacific region, and experience in entering new market if it is possible. The salary for this position has to be quite substantial due to multitasking and a necessity to lead a challenging team. It is considered that the salary range will be from $80K to $85K annually.
References
Maccoby, M. (1999). Building Cross-Functional Capability: What It Really Takes. Research-Technology Management, 42(3), 56-69.
Trent, R. J., & Monczka, R. M. (1994). Effective Cross-Functional Sourcing Teams: Critical Success Factors. International Journal of Purchasing and Materials Management, 30(4), 3-11.
Van Voorhis, S. (2013). Hit the Ground Listening: Lessons in Leadership. College and University, 88(3), 28-41.
