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¶ … Human Resources Issues
There are a number of factors that are creating the deficiencies described in the three data points related to the Human Resources issues that Alders and Richardson are experiencing. The vast majority of these factors involve the attitude displayed by the VP of HR, who believes that labor market trends and industry competition is responsible for these woes. It seems that the HR department is not diligently fulfilling its function of preparing and sustaining the degree of preparation that employees need to have success in their positions while employed by Alders and Richardson. The amount of preparation that the department is equipping its employees with is insufficient. Of particular note is the fact that the department seems remiss in its measures for continuing education and ongoing preparation for its employees. This factor appears directly linked to the second data point. Again, the assumption is that simply because (in certain instances) the correct employee was hired for a position he or she does not need to expand his or her knowledge, since there is little continuing education and training requirements. Another factor likely to contribute to this situation is lackadaisical testing and standards for new hires, which is linked to the first of the three data points. Finally, the third data point is related to the fact that the department...
The first involves the process for obtaining new hires. The company needs to implement very specific measures for testing the competency of any employees who pass their initial interviews. Ideally, this would involve a day of "training" in which they would be expected to learn tasks and procedures while demonstrating them alongside professionals who are already employed. More strident measures are also required of the interview process itself to whittle the quantify of qualified applicants to ensure that only the truly suitable ones go forward with the company. There are multiple ways to address the training and development of employees on an ongoing basis that the HR department should play a pivotal role in providing. Firstly, it should mandate continuing education requirements for employees. Moreover, it is essential that it actually implements -- on a semi-regularly basis -- workshops and seminars for its employees to attend to actually get that sort of training. There are external conferences and trade shows that it can mandate employees attend. Additionally, it can bring in consultants who specialize in training for the field in which this company operates. Lastly, it is prudent to increase the compensation and benefit package that the department offers to employees: particularly to those who have demonstrated…
Resources hinges on the proper performance of this department. Moreover, the chief determining factor in this matter will be the foregoing metrics, which will provide the basis for gleaning whether or not the department is performing sufficiently.
Question 6
It certainly appears likely that there may be a couple of sources of resistance to the recommendations and intervention advocated in this document. The author is anticipating some of that resistance to stem from the VP of HR. This notion is predicated on the fact that she has taken no accountability for her role in the under-performance of her department. One who simply blames shoddy performances on external factors will likely not want to commit to the measures outlined in this document to turn them around. Instead, such an employee would rather be content to assign the blame to others (such as the external factors within the industry and regarding labor practices) than take the sort of decisive action to alter the department's performance. Another source of resistance may come from the C-level suite, which is responsible for funding the measures to rectify the HR department. These executives may bristle at the thought of spending money to curb a problem which is already draining them financially. However, if they realize that their funds for these measures is merely a stopgap that will surely produce long-term yields including a lower overhead and future savings, their resistance will likely subside.
Ultimately, the very goal of training on this case is to minimize the number of complaint calls or any other problems that may be pulling down the employees' performance. The CEO requests team efficiency training to address the declining numbers of employees attending quarterly pep rallies. Training required in this case can be in the form of teambuilding seminar/workshop. Pep rallies or any other group activities are normally attended by almost,
HR may also administer background checks, drug tests and oversee legal aspects of the hiring process, to ensure that these screening techniques are compliant with current employment law. Retraining employees to upgrade their skills or to prepare workers for sweeping organizational changes (like the introduction of a new computer system) may also fall under HR's outreach. For managerial positions, performance appraisals are a routine part of organizational evaluations, and HR
Long-term vs. Short-term Orientation: Long-term Orientation, because all decisions being made within an organization impact the future, and in order for the company to have a successful outcome it should be oriented towards the future, instead of the past. The seven Sullivan Principles promote equal and fair treatment to all individuals, regardless of race. They were issued in 1977 in South Africa and were aimed to help the aboriginal population that
The second means is that of developing specific HRM policies which are tailored to the context of the firm and its respective situation and needs. At an overall organizational level, the modern day importance of complex human resources management system is represented by the means in which HRM generates competitive advantages, namely: HRM creates content employees who are more likely to produce high quality work and create more value for the
Leadership Styles to improve HR Department The goal of any business organization is not only to survive, however, to excel in a marketplace and enhance competitive market advantages. Excelling in a highly competitive market environment requires organizations to improve their performances continually through effective talents management to develop an innovative product. The leadership styles adopted within an organization can affect the organizational performances. An effective leader is able to create
Layoffs All Subsidiaries From: The HR Department / CEO Layoffs The current economic situation has demonstrated how there is the need for making adjustments in number of employees and managers working at the firm. This is because of shifts in the economy and more aggressive tactics utilized by competitors inside the marketplace. The long-term effects are they have been reducing the company's fiscal position and negatively impacting the firm. ("Sample Letter to Employee," 2013) To