What should the HR manager do to get buy in from the accounting firms leadership team to implement employee retention initiatives?

The CEO of a sales company hires an HR consultant to assess the company's organizational structure, operating model, and culture due to declining sales, increasing expenses, and workforce environment challenges. The CEO asks the consultant to share the results with key stakeholders to gain support for the recommended changes. Because the company has little market competition, the CEO thinks the company's poor results stem from company-based issues and its inability to leverage its robust IT infrastructure.
The HR consultant analyzes the company's financial statements and business processes and confidentially interviews every employee in the company to determine why the company is struggling. The consultant also works as an employee in every department in order to get a realistic understanding of how the company operates.
The consultant's analysis reveals that the company has no mission statement, no company-wide or departmental goals, and no individual goals to hold employees accountable. Additionally, no formal recruitment, onboarding, or training procedures exist. The consultant thinks the poor results are caused by poorly trained sales representatives. Customer loyalty is strong; however, it is because of the low-cost products not easily found elsewhere.
What is the critical first step the HR business consultant should do to determine the return on investment (ROI) of a new sales training program?

A. Calculate the ROI by dividing the revenue gained minus the cost of these types of programs based on data from similar sales companies.
B. Talk to the sales team about what new skills they need to learn.
C. Talk to the IT department to determine what new skills the sales team needs to learn.
D. Call several vendors to gather more information regarding training outcomes, price, and schedule.

The CEO of a sales company hires an HR consultant to assess the company's organizational structure, operating model, and culture due to declining sales, increasing expenses, and workforce environment challenges. The CEO asks the consultant to share the results with key stakeholders to gain support for the recommended changes. Because the company has little market competition, the CEO thinks the company's poor results stem from company-based issues and its inability to leverage its robust IT infrastructure.
The HR consultant analyzes the company's financial statements and business processes and confidentially interviews every employee in the company to determine why the company is struggling. The consultant also works as an employee in every department in order to get a realistic understanding of how the company operates.
The consultant's analysis reveals that the company has no mission statement, no company-wide or departmental goals, and no individual goals to hold employees accountable. Additionally, no formal recruitment, onboarding, or training procedures exist. The consultant thinks the poor results are caused by poorly trained sales representatives. Customer loyalty is strong; however, it is because of the low-cost products not easily found elsewhere.
Which action should the HR business consultant take to gain the support of the key stakeholders in order to implement recommended changes?

A. Build strong relationships with key stakeholders and transparently share the benefits and risks of the changes.
B. Implement the changes needed and then ask the stakeholders for support during implementation.
C. Propose the changes needed and aggressively defend the proposal to anyone who is against it.
D. Present the benefits of the changes in a transparent and well-structured manner and deemphasize the risks.

The CEO of a sales company hires an HR consultant to assess the company's organizational structure, operating model, and culture due to declining sales, increasing expenses, and workforce environment challenges. The CEO asks the consultant to share the results with key stakeholders to gain support for the recommended changes. Because the company has little market competition, the CEO thinks the company's poor results stem from company-based issues and its inability to leverage its robust IT infrastructure.
The HR consultant analyzes the company's financial statements and business processes and confidentially interviews every employee in the company to determine why the company is struggling. The consultant also works as an employee in every department in order to get a realistic understanding of how the company operates.
The consultant's analysis reveals that the company has no mission statement, no company-wide or departmental goals, and no individual goals to hold employees accountable. Additionally, no formal recruitment, onboarding, or training procedures exist. The consultant thinks the poor results are caused by poorly trained sales representatives. Customer loyalty is strong; however, it is because of the low-cost products not easily found elsewhere.
What course of action should the HR business consultant recommend that the CEO take when creating new goals for the company's employees?

A. Develop general goals that aren't too specific or measurable so that the company does not put too much stress on the employees.
B. Create difficult and challenging goals so employees can strive to be the best, even if the goals may not be realistic.
C. Create detailed annual goals that are relevant to the company's mission and that can be aligned with the company's performance management system.
D. Create amorphous goals that can be used as a method to decide whether employees should receive bonuses.

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