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People Resourcing and Development -- Case Study Report
People Resourcing and Development
People Resourcing and Development -- Case Study Report
Organizations need to implement effective HR policies at their workplace in order to manage their human capital in an effective an efficient fashion. These policies are designed in the light of local laws and regulations on different industrial relation issues like anti-discrimination and equality, cultural diversity management, recruitment of right individuals at the right positions within the workplace, and others. This paper presents a case study report on the human resource management policies of EasyGlaze Ltd. -- a growing organization that intends to hire individuals and managers at different organizational levels in order to meet the increased need of human capital for its expanded business operations. The paper is divided into four major sections. The first part describes the anti-discrimination and equality legislation that EasyGlaze will have to follow in order to operate in a lawful way. The second part presents a set of recommendations to the company on how it can effectively manage its diverse workforce. The third part explains the major person specifications which the company should look for in its new HR manager. The final part proposes an effective recruitment and selection process for the HR manager. The paper concludes by highlighting the major findings from the discussion.
PART 1: ANTI-DISCRIMINATION AND EQUALITIES LEGISLATION
This section presents some key UK and EU Anti-Discrimination and Equalities Legislations pertinent to Easy Glaze Ltd. To institute and follow at its workplace. The primary purpose of the legislation is to protect the rights of females and minorities at the workplace and make it obligatory for the business organizations to strictly adhere to this legislation in order to operate in the legal and lawful way. The business network, operational performance, and sales figures of Easy Glaze have been showing an increasing trend. Therefore, it will have to recruit new employees for its expanded operational setup in the domestic market. These employees may constitute a considerable proportion of females and minorities. The implementation of anti-discrimination and equalities legislation is necessary in order to ensure that the company's Management does not show favoritism or inequality in its policies or strategies (Saxena 2009). The legislation is also aimed at strengthening the company's industrial relations which are in interest of its Management as well as its employees.
By implementing anti-discrimination laws and regulations, the company can ensure that the newly recruited employees are treated by its existing employees in a friendly manner without showing any inequality or hatred (Koontz & Weihrich 2010). One of the most critical issues which organizations generally face in their industrial relations is the sexual harassment for the female employees. The purpose of implementing anti-discrimination and equalities laws also entails the objective of removing this evil from the workplace of EasyGlaze. Anti-sexual harassment policy will also increase the morale and commitment of female employees for their organization. Having these laws and regulations in practice at their organization, the female employees will feel more secure and comfortable while they are at the workplace.
The new legislation will also protect the rights and social values of the minorities that come to join the organization from different religious backgrounds. At Easy Glaze, the Management will make sure that the local organizational members respect these values and religious beliefs of the minorities. In order to ensure an effective implementation of the anti-discrimination and equalities legislation at Easy Glaze, the Management will also need to train its employees in different areas of workplace equality, social well-being, and workplace ethics.
PART 2: EQUALITY AND DIVERSITY POLICY
With the expansion of its business operations, Easy Glaze will need to recruit new employees to meet the need for greater workforce. These employees may come from different cultural backgrounds, religions, nationalities, and races. The management of this culturally dispersed workforce will become one of the biggest challenges for the company's Management. Reason being, the recruitment and selection, training and development, leadership, motivation, and compensation management of this workforce will be much more complex for the organization. Therefore, Easy Glaze needs to devise an effective equality and diversity management policy at its workplace in order to manage its culturally diverse workforce in an efficient and a well-organized fashion (Tripathi & Reddy 2006).
The equality and diversity policy will primarily aimed at proving a framework to the organization on how to adjust this new workforce in the existing organizational setup without disturbing the organizational culture and internal values. With the engagement of culturally diverse employees in the organization, the working patterns, communication systems, and information sharing among the existing employees will also get affected. The roles and responsibilities of the middle managers will also increase as they will have to manage a team of new organizational members that have quite different working styles, experiences, and interpersonal values than the older organizational members (Koontz & Weihrich 2010).
The new equality and diversity policy for Easy Glaze specifically entails the company's objective of treating its employees equal to each other without showing any favoritism or discrimination in any form. The main elements of the policy are:
The recruitment and selection process at Easy Glaze should be fair and transparent -- the vacant positions should be filled up through strict criteria in which open applications should be invited from the eligible candidates and selection should be made without any discrimination or priority.
The employees should be fairly treated at the workplace. The immediate supervisors should train, motivate, and assist the employees in their day-to-day job duties and make efforts to eliminate the communication barriers among employees due to cultural differences (Koontz & Weihrich 2010).
The employees who perform better at the workplace than their coworkers should be appraised through different monetary and non-monetary benefits and rewards. Workplace equality principles should be strictly followed by the managers and supervisors in this role. The high performers should be promoted to higher job positions whereas low performers should be given proper training in their specific areas of responsibilities.
The managers should also provide a safe working environment and flexible work options to all the organizational members without looking at their past experience and backgrounds, job positions, or interpersonal values. The employees should be treated equally at the workplace.
The managers should also train their employees to respect the cultural diversity at the workplace. They should be asked to respect the values, beliefs, and thoughts of the employees who have come from other nations, religions, races, or cultures. The employees should join hands together in order to build a strong organizational culture at the EasyGlaze workplace. The managers should also respect the point-of-view and feedback of their employees without any discrimination or biasness (Tripathi & Reddy 2006).
All the employees at the EasyGlaze should be given equal growth opportunities at the workplace. The managers should regularly supervise the performance of their employees and promote the ones who perform well. The promotion and reward programs should be transparent and fair that do not contempt the rights of deserving candidates for higher job positions.
Finally, the new equality and diversity policy should ensure that the cultural diversity values are followed in every human resource strategy and industrial relations policy of the organization.
PART 3: PERSON SPECIFICATIONS FOR THE ROLE OF HR MANAGER
The HR Manager at Easy Glaze will primarily be responsible for designing, implementing, and supervising the human resource management and employment relations policies and practices of the organization. The key person specifications for the role of an HR manager include the following:
The HR Manager will work in collaboration with the Operations Manager and Sales Manager in order to monitor and fulfill the human resource requirements at all the organizational departments from time to time.
He will be responsible to design the company's HR policies, procedures, and practices; including employee selection criteria, on-the-job and off-the-job training and development needs, salary and compensation system, performance appraisal, cultural diversity management, talent management and succession planning, flexible work options, etc.
Leading and motivating employees in a view to increase their morale and encourage them to work more productively and efficiently for the success and prosperity of their organization.
Make efforts to institute the best human resource management and industrial relations management policies that are in line with the local laws and regulations, like Equal Employment Opportunity Law, Diversity and Anti-Discrimination Regulations, Fair Pay Policy, etc.
Motivate employees to build a strong organizational culture where all the organizational members share common beliefs, values, and thoughts, respect cultural diversity, and keep their greatest focus towards the betterment of their organization. The HR Manager will be responsible to tie the employees as one unit or family within the organization's workplace.
A successful candidate for the role of HR Manager will need to possess strong communication skills, interpersonal skills, leadership, technical, and managerial skills in order to perform the aforementioned roles in an effective and efficient way. Strong communication skills are essential to deliver his messages to his subordinates effectively and guide them in their…[continue]
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"Organization Behavior People Resourcing And Development --" 07 January 2013. Web.21 October. 2016. <http://www.paperdue.com/essay/organization-behavior-people-resourcing-104818>
"Organization Behavior People Resourcing And Development --", 07 January 2013, Accessed.21 October. 2016, http://www.paperdue.com/essay/organization-behavior-people-resourcing-104818