Project: Staffing Plan

Student’s Name

Institution
 Project: Staffing Plan

Company Overview

Started in 1997, Rakuten Group Inc. is one of the leading e-commerce companies across

the globe. This Japanese company offer its services in e-commerce, digital content,

communications, and fintech to many users across the globe. It has four major operating

segments-Europe, Americas, Asia Pacific, and Regions. To realize its objectives the company is

guided by its mission of "empowering people and society through innovation and

entrepreneurship" (Rakuten, 2022). In essence, it aims at empowering people and society

to realize their ambitions and hopes by embracing new thinking. Guide by Rakuten basic

principles, Rakuten Shugi, the company places high worth on entrepreneurial spirit to get

things done. It can dedicate its successes to its 25,000 employees spread across various

divisions, including finance and accounting, operations, marketing, corporate culture, technology

services, and global advertisement. Other divisions include technology platforms, technology

management. The company can also attribute its success to its more than 70 businesses and at

least 1.6 billion customers around the globe. Other key sources of strength include emphasis on

ecosystem of services with customers, data and artificial intelligence, visionary leadership, and a

diverse as well as dynamic corporate culture (Rakuten, 2022).

Workforce Planning

Recently, the human resource department has experienced significant labor shortage

based on amount of work required and deadlines expectations. A year ago, the department only

had one employee at each category of the department. For instance, there was only one human

resource coordinator handling onboarding, one human resource coordinator handling

offboarding, and one employee handling immigration and mobility. With a company as big as
Rakuten, this was not sustainable. The senior director of the HR department decided to

implement a strategy where they would expand the HR department and divide the categories into

teams-Tier 1 and Tier 2. In tier 1, there is a team of HR coordinators working on onboarding,

offboarding, policy, form i-9’s, verification of employment, background checks, and most of the

administrative work. In tier 2, there is a team of HR Operations analysts working on the technical

side of HR, handling workday and advanced compensation, including data entry in workday. The

human resource department also has a team specialized in benefits, and a team specialized in

immigration and mobility and, recruiters working under each team.

Expanding the HR department and having teams has improved company performance

drastically because the department can complete tasks and attend to employees when needed.

Processes began to move quicker and more efficiently. This had equaled out the labor supply to

labor demand and employment levels were maintained. The expansion resulted in the HR

department receiving positive metrics when dealing with employees and completing tasks on

time on a day-to-day basis. Having enough employees on different teams gave opportunities for

employees in the HR department to grow. If there were promotions where for example, an HR

Coordinator would move up to an HR Operations Analyst. Also, there were enough employees to

cover the workload until a replacement is found. This also gave an opportunity for employees to

have less stress and a better work/life balance because it eliminated burnout among employees.

Job Analysis
I. Job identification.
Title of the position: HR Operations Coordinator
Current occupant (if occupied): Bessma Mirza
Position reports to: HR Shared Services
Subordinate positions (if any):
II. Objective of the position.

As a part of the HR Shared Services team, the HR Operations Coordinator serves an important
role. The HR Operations Coordinator is responsible for acting as the primary point of contact
with Rakuten workers, managers, HR, internal and external business partners, and other third-
party organizations. The HR Coordinator accurately answers HR-related questions and handle
all customer inquiries about human resources in general, including payroll, leave of absence,
time, benefits, total rewards, talent management, HR policies, HR systems, navigation, and
more, through multiple intake channels such as phone, email, chat, and post office mail. The
HR Coordinator assists and facilitates Rakuten's HR operations, as well as completes
administrative responsibilities for all business and locations as assigned. The HR Coordinator
oversees onboarding new employees and completing tasks with accuracy and efficiency.

III. Expected outcomes, activities, and competencies.

% Time Expected outcomes Activities Competencies
Partner across the full HR Provide support to HR Communication.
team and business to teams so they can achieve
support “One Rakuten” their identified goals.
Be flexible within HRSS Mapping processes.
on all priorities to help Understanding of the
drive success within HR functioning of the
and across the business. business.
Be aware of and act Knowledge of
accordingly on issues organizational
related to integrity, ethical policies and
behaviors, and risk. procedures.
Attend and participate in Meetings
training that involves data management.
20% security protocols,
sensitive personal
information handling, risk
& compliance and raise
your hand protocols.
Be willing to listen and Communication.
act accordingly to
feedback provided on
service experience as the
basis for continuous
improvement.
25% Adhere to new process to Knowledge of
Improve, elevate, and avoid risk or gaps organizational
enhance HR Shared identified from Protivity policies and
 Services processes, audit. procedures.
procedures, and practices. Meet or exceed service Understanding of the
delivery metrics. functioning of the
business.
Attend trainings on new Meetings
or updated policies and management.
update FAQ document Project management.
and scripts to provide
consistent responses to
inquiries.
Provide employee and Knowledge of
manager self-service organizational
navigational support. policies and
procedures.
Deliver support for Communication.
Implement the strategic employees and Mapping processes.
HR 2.0 Framework for HR administrative
Shared Services. transactions.
Deliver enhanced Communication.
employee contact support Mapping processes.
for employees in the US
to include phone.
Update knowledge Project management.
25% materials as needed.
Deliver on HRSS Communication.
operating principles on Mapping processes.
case and phone handling, Understanding of the
service delivery, functioning of the
turnaround times, business.
acknowledge status next
steps, cross-training,
certification, scope of
services.
Meet or exceed service Knowledge of
Deliver current and new delivery metrics. organizational
HRSS scope of services to policies and
employees and provide procedures.
administrative support to Participate in system Project management.
HR. testing for workday
25% enhancement rollouts.
Attend training on Meetings
cyclical workday events management.
to provide employee and Knowledge of
manager support on organizational
inquiries. policies and
procedures.
IV. Other requirements.

Education College Degree preferred

Certifications n/a

Working experience 0-3 years

Proficiency with MS Office (excel, powerpoint, word), Strong
interpersonal and customer service skills, Ability to resolve inquiries
from employee that requires off-line research and analysis, Ability to
quickly learn and ramp up on knowledge required to resolve inquiries
from employee on all related HR topics: time entry, time off,
Other requirements paycheck, deductions, gross pay, net pay, W2, W4, benefits, STI,
LTI, policies, state policies, employee handbook, LOA and etc.,
Ability to understanding and explain complex resolution and
solutions to employees, Excellent interpersonal, verbal, and written
communication skills.

IV. Other requirements.

In the following table, specify any extra needs for this position.

Education College Degree preferred

Certifications n/a

Working experience 0-3 years

Proficiency with MS Office (excel, powerpoint, word), Strong
interpersonal and customer service skills, Ability to resolve inquiries
from employee that requires off-line research and analysis, Ability to
quickly learn and ramp up on knowledge required to resolve inquiries
from employee on all related HR topics: time entry, time off,
Other requirements paycheck, deductions, gross pay, net pay, W2, W4, benefits, STI,
LTI, policies, state policies, employee handbook, LOA and etc.,
Ability to understanding and explain complex resolution and
solutions to employees, Excellent interpersonal, verbal, and written
communication skills.

Recruitment Strategy
Title of the position: HR Operations Coordinator

A List of the best external sources to find qualified applicants:

 LinkedIn

 Online job boards (Indeed, Glassdoor, ZipRecruiter...etc.)

 Social Media

 Referrals

 Agencies

Reasons for Using the Above-Mentioned Sources:

LinkedIn: By targeting particular individuals and streamlining the application process for the

post, LinkedIn has made a previously challenging activity easier and less time consuming.

Employers can assess all qualified individuals who have the necessary certifications/experience.

Online job boards: To identify the best prospects for a job, online job hunters sift through

thousands of resumes placed on their websites. They also give access to job ads that match their

credentials.

Social Media: Because nearly everyone uses social media on a regular basis, it only makes sense

to post job listings on popular sites like Facebook, Twitter, and Instagram. Employers may

utilize the platform's analytics to target certain cities and demographics by personalizing job

postings.

Referrals: Employee recommendations and referrals bring additional benefits to the

organization and its employees. These qualified suggestions are frequently a better fit than job

board candidates and with employee referrals, it would be less costly to the organization.

Agencies: Employment agencies can identify competent individuals while filtering out less

qualified people. This saves both time and money for the recruiting organization.
A recruiting message

As a part of the HR Shared Services team, the HR Operations Coordinator serves an

important role. This position will be responsible for acting as the primary point of contact with

Rakuten workers, managers, HR, internal and external business partners, and other third-party

organizations. The HR Coordinator will accurately answer HR-related questions and handle all

customer inquiries about human resources in general, including payroll, leave of absence, time,

benefits, total rewards, talent management, HR policies, HR systems, navigation, and more,

through multiple intake channels such as phone, email, chat, and post office mail. The HR

Coordinator assists and facilitates Rakuten's HR operations, as well as completes administrative

responsibilities for all business and locations as assigned. The HR Coordinator oversees

onboarding new employees and completing tasks with accuracy and efficiency. The ideal

applicant will have a can-do attitude and a drive to expand their HR knowledge and abilities.

Reasons for using realistic job previews

There is no better method to conduct a job preview than by using genuine and realistic

ones. Just as a recruiting business would expect a potential candidate to be truthful about their

credentials and history, we should do the same. Being open about the position's drawbacks and

giving support from the start can help attract the top candidates.

Organizational, environmental, and regulatory issues to be considered in recruiting for this

specific position:

Rakuten Shugi Principles

Rakuten global practices explain certain behaviors that distinguish and connect Rakuten across

the world. Its employees must embody these 5 Shugi Success Principles.

 Always improve, always advance. Only be satisfied with complete success - Kaizen.
  Be passionately professional. Take an uncompromising approach to your work and be

determined to be the best.

 Hypothesize - Practice - Validate - Shikumika. Use the Rakuten Cycle to success in

unknown territory.

 Maximize Customer Satisfaction. The greatest satisfaction for workers in a service

industry is to see their customers smile.

 Speed!! Speed!! Speed!! Always be conscious of time. Take charge, set clear goals, and

engage your team.

Selection Strategy

Employee Screening

The recruiters should use the multiple hurdle approach to select the appropriate candidate

for the position of human resource operations coordinator. In essence, the suitable candidate

must pass all phases in the selection process. Reference checking will be conducted at the final

stage during the screening process. Interview questions will help in determining the suitable

candidate for the position.

Interview Questions

 What are your strengths?

 How do you organize and prioritize your workload?

 What is your process for making decisions?

 What is your biggest weakness?

 Why do you want this job?

Organizational, Environmental, and Regulatory Considerations

Rakuten staffs must embody these 5 Shugi Success Principles.

  Always improve, always advance. Only be satisfied with complete success - Kaizen.

 Be passionately professional. Take an uncompromising approach to your work and be

determined to be the best.

 Hypothesize - Practice - Validate - Shikumika. Use the Rakuten Cycle to success in

unknown territory.

 Maximize Customer Satisfaction. The greatest satisfaction for workers in a service

industry is to see their customers smile.

 Speed!! Speed!! Speed!! Always be conscious of time.

Onboarding

The recruitment process must comply with the 4 c’s of the onboarding process, namely

compliance, clarification, culture, and connection. Compliance is the most basic level and it

entails educating employees basic and legal policy laws and regulations. It is important to outline

to the organizations policy, safety regulations, and confidentiality requirements during to the new

recruit. Clarification ensures that workers grasp their new positions and any associated

requirements. It is important to ensure that the new hire understands his or her role in the

organization and what is expected of them. He or she must understand the company’s overall

objectives and the immediate manager. Culture is a wide area that encompasses instilling in

workers a sense of official and informal organizational rules. The human resource department

must make the company’s culture a requirement during the onboarding process and ensure the

new employee understands it from the beginning. The department can specify the company’s

culture in the original employment advertisements and during the interview process. Connection

refers to the critical interpersonal interactions and information networks that new workers must
develop. The human resource manager can foster connection by introducing the new employee to

his or her workmates.

Performance Management

It is important to have a performance management plan for the position of human

resource operations coordinator. The plan should specify the goals for performance management

and have a performance review system. It should also have a feedback mechanism and foster

ongoing employee performance management.

Performance dimensions: The key performance dimensions for this position may include

employee satisfaction index, absenteeism rate, attrition rate, and employee productivity rate. It is

also important to assess human resource service delivery rate such as return on investment,

benefit association, failure rate of new recruits, performance of new recruits, and training

effectiveness.

Performance measure: The key performance measures include human resource outcomes,

human service delivery, and human resource internal efficiency and effectiveness.

Description of performance measures: Measuring human resource outcomes may help in

determining whether the employee is delivering on the outcomes needed for business success.

Assessing human resource service delivery may help in determining whether the employee

performance aligns with the organization’s overall strategy and values. Measuring human

resource internal efficiency and effectiveness implies assessing whether the employee delivers

services in an efficient manner.

Feedback: Employee input should be provided as soon as possible in order to solve concerns

before they become reoccurring. If managers wait until a quarterly or annual review to offer

input, they risk encountering a slew of issues that might have been avoided if it had been
rectified on the spot. Managers, on the other hand, should not be limited to merely delivering

remedial comments. Employees should get positive feedback in order to boost team morale and,

as a result, increase and improve team performance. Managers should be explicit when offering

feedback and give direction on how to apply the comments. They should empower the employee

by engaging with them to come up with a reasonable solution while still meeting the company's

objectives. Recognizing the employee’s contribution and effort publicly will help him or her

remain motivated. On the contrary, negative feedback should be provided behind closed doors.

Also, negative feedback should be given in person instead of through a coworker or by email

Enhancing employee performance: To ensure successful outcomes that go beyond skills

training and really assist the business in increasing employee engagement and retention, the

organization must develop a comprehensive coaching plan that addresses both current and future

needs. The challenge is not only in determining which types of coaching are most successful, but

also in securing internal buy-in and support for such a program. A coaching culture is primarily

an organizational development model that defines how people in an organization may best

connect with their work environment and how the best outcomes are created and judged. All

group interactions benefit from organizational culture's stability and protocol. It serves as a

framework for establishing acceptable behavioral limits and limiting activities to those that

represent the organization's declared objectives. Introducing coaching skills into a firm is a

highly successful strategy for creating a flexible workplace culture that values constant

development and learning. Companies that have adopted a coaching culture report significantly

decreased employee turnover, increased productivity, and increased levels of gratification at

work.

Compensation
Compensation Decision Making

The job analysis specifies the necessary skills, knowledge, work experience, and competencies

for the position of human resource operations coordinator at Rakuten. These factors must be

taken into consideration when deciding the appropriate compensation for this position in the

company.

Internal Alignment

Rakuten uses a match market pay strategy to keep its compensation structure competitive, which

improves its ability to attract and retain top people. To maintain internal equality, it must

continue to match competitors' exisjob ting pay rates in order to retain top employees.

Competitiveness in the Market

The company might transition to a lead pay strategy in order to be ahead of the competition in

order to be externally competitive. In a highly competitive labor market, a lead pay approach

would be most suited.

Career Management Strategies

The company may consider using career mapping to build plans for employees’

development. Employees construct their own career maps as they go through a company. These

maps assist people in making career decisions, allowing them to achieve their professional goals

within the company rather than leaving to develop in another. It also includes three processes,

one of which is self-assessment, in which managers work with their staff to identify their

experience, talents, and capacities. It can also utilize the career ladder system for career

management. Under this situation, an individual is hired due to a combination of authority,

education, experience, and opportunity. As a result, there is a promotion to levels with higher

responsibilities and pay. This technique is followed until the employee leaves the organization
for another job, retires, or reaches the point when no more advancement opportunities are

available.

Job rotation is another strategy worth considering for employees’ career development.

Job rotation is a straightforward method for providing employees with a full picture of the

organization. Job rotation stops lower-level employees from becoming dissatisfied with their

positions since they move around a lot. For example, if there is a scarcity in that region, a cashier

at Target may be requested to take on the duty of a product organizer. A dual career ladder is

another method of professional advancement the company can use for employee development. It

allows individuals to move around without being appointed to a supervisory or administrative

position. This curriculum is ideal for someone who, although having specific technical skills or

education, is not interested in or used to management. Employees are given career paths in lieu

of management or administrative positions, which reduces turnover by offering more resources

and pay hikes. They are also encouraged to improve their skills and contribute more to the firm.

Retention and Turnover Plan

Training and Development: When the company invests in its employees' training and

development, they become more involved in the company and begin to contemplate ways to

advance up the corporate ladder, positioning themselves for future growth opportunities.

Compensation and Performance Management: While some employees downplay the

importance of pay, it is nearly always a top priority when deciding on their next career move. It

is vital to consider competency-based pay systems as well as setting challenging goals to help the

organization grow its profits.

Millennial retention: Millennials choose personal learning and development benefits over

monetary incentives. They want to progress and learn new skills. In order to establish a
collaborative environment, the company may hold seminars and challenge them with tough and

exciting initiatives that their employer can support. Furthermore, it should think about

connecting new employees with mentors who can guide them through day-to-day operations and

address any concerns they have about the firm. Millennials desire to feel a part of something

bigger than themselves. Promoting cooperation and using collaboration solutions such as Google

Docs into their procedures might help retain these employees.