Saskatchewan Association of Rehabilitation Centres( SARC) project

1.) What are the strategic issues and problems? ( there is often a difference between the symptoms and the underlying issues.)
2.) What is your analysis and evaluation of the situation?
a. This should be brief.
b. Consider all relevant information and interpret and integrate the information.
c. Why/how did the problem arise? Who is affected by the problem?
d. Draw upon theories/frameworks discussed in HR courses in order to inform the current situation. Use strategic HRM terminology.
e. Note that an effective analysis includes applying appropriate and relevant conceptual materials, using citations to support arguments, developing clear and logical inferences, making assumptions explicit, and creating a coherent and integrated assessment.

3.) What do you recommend? Why?
a. What are the realistic and viable alternative strategies or courses of action (if any)? How will you evaluate these alternatives (e.g., decision criteria)?
b. Recommendations should flow logically from the analysis and evaluation of the situation and strategic alternatives. If the issue has not been mentioned in the analysis, don?t recommend a solution for it.
c. Your final recommendation cannot be ?it depends? (even though it often does ?). You must draw upon the information in the case to come to a recommendation.
d. Provide a rationale for your recommendation(s). Why is this recommendation the best option out of the strategic alternatives?
4.) Implementation Plan
a. Specific HR practices and timeline