Compass Contracts Group Business Analysis

Compass Contracts Group (CCG) was founded in 2001 as a woman-owned government services business. In 2003, the company grew rapidly from six to well over 350 full-time employees after winning a 5-Year multi-million dollar Department of Defense contract. During the second Gulf War, the Secretary of Defense determined that outsourcing stateside administrative functions to contractors who replaced active duty military personnel deployed to combat zones in the Middle East was a good idea. According to Edwin & Ohaegbu, (2015), “Outsourcing has become an increasingly dominant preference for organizations seeking to focus on core competencies, reduce operating costs and enhance service deliveries” (para 1).
The 5-Year contract called for contractors
Depending upon the specific organizational objective, there are several HR strategies available for HR managers to draw upon in order to create a high-performance an effective workforce capable of achieving those objectives. The contracting team at Barksdale was severely understaffed. While there are many HR strategies that HR managers can use accomplish its organizational goals, the HR manager at Barksdale choose Strategic Compliance as an HR strategy to increase labor efficiency, improve upon workflow processes, and implement new training and development procedures to meet the demands of the
The QSM noticed that individuals assigned to some functions like were extremely busy throughout the work day while other individuals were rarely busy at all. The solution was to eliminate all specialized positions and create generalized positions. Each employee would be trained and then utilized on every function performed under the contract. Employees were rotated from one position to the next until they were proficient and could perform every function. An additional win occurred when separate functional areas were totally eliminated and employees were relocated and merged into one area where each technician performed whatever service the customer requested. In effect, the work previously performed by 27 active duty members spread out all over the building could now be easily performed by 15 contractors located in one area, with all members of the team gainfully employed and equally sharing the burden of the