Randstad Management Process Case Study by Peter Pen

This paper explains that the careful planning, which goes into the strategic plan, is based on numbers and statistics and does not allow room for external and internal environmental factors, such as competition and fluctuations in the growth of the businesses for which Randstad North America provides staffing. The author points that an alternative to the present process may be to hold strategic planning meetings more than once a year to gain more control over the day-to-day happenings in the North American division and to give Randstad Holdings an opportunity to implement the practices that have been successful in the European growth. The paper suggests that another alternative to the process may be to split the two divisions completely, similar to the policy practiced by Robert Half, which would eliminate the cultural problems that exist in the company.

Table of Contents
Introduction
Background and History of Randstad/ Randstad North America
Current Strategic Planning and Management Process
Key Issues in the Strategic Planning and Management Process
Probable Causes of the Issues
Possible Alternatives to Solve the Issues Including Advantages and Disadvantages
Solution and Development of Plan of Action
Conclusion