HRM Leader

Sally is a proficient and experienced Human Resource Management (HRM) leader at ABC Bank. In the contemporary, Sally feels overwhelmed owing to the recent acquisition of the Local Bank by ABC Bank. There are various key aspects that present a HRM challenge for Sally. To begin with, the workforce at the new branch comprises of 40% of older workers that possess knowledge and wisdom. However, there is a need to instigate new technologies to provide additional consumer convenience and therefore a decision as to be made whether the current set of workers should be laid off and new personnel hired. Two other problems encompass a pending lawsuit on sexual harassment and discrimination as well as lack of diversity and ethics training programs. There is also ambiguity regarding the core values of the bank. Most of all Sally is worried regarding the building of a strategic plan for the branch. The purpose of this assignment is to give detailed explanations as to how Sally ought to bring change and competency as a HRM leader to the ABC Bank branch.

The key issue that Sally has to grapple with is the decision as to which technology to acquire and whether she ought to lay off the current set of employees and hire new employees. Regardless of the change taking place in banking, it is not recommended for Sally to quickly lay off the older employees. The main problem that Sally faces is that older employees have a tendency to call in sick for extensive and lengthier periods and in overall must work harder to sustain their productivity, bearing the total impact of the demographic shift would impend the company' capability to implement its strategy of improving competitiveness. Without a doubt, the customary approaches to the issue consist of firing older personnel or forcing them into early retirement. However, thus ought not to be an option for ABC Bank. This is largely because the company earns its workforce's obligation by being a reliant employer, and it is without a doubt not an option for the organization as a whole (Loch et al., 2010).

In accordance to Benko and Weisberg (2008), when such experienced personnel depart, the intellectual and social capital they have amassed within their organization as well as the ecosystems across their industries leave as well. The transference of such knowledge with the new personnel being left behind in the organization is fundamental. Therefore, being a new bank branch, retaining the emerging, experienced, as well as committed leaders will be a strategic necessity for ABC Bank now more than ever (Benko and Weisberg, 2008). With regard to technology, one of the key aspects that Sally and ABC Bank ought to embrace is the creation of virtual workplace operations. Benko and Weisberg (2008) outline that virtual private networks have facilitated companies to transmit and convey confidential data and information over a publicly accessible network and also using technology such as videoconferencing. Altogether, these technologies make it conceivable to perceive work procedures in fascinating new ways and apply a creative frame of mind to the organization. This is imperative for the reason that information-age technologies are generating awe-inspiring prospects for employers and employees, and as perceived over and over again, technology also has a way of fast-tracking change (Benko and Weisberg, 2008). Loch et al. (2010) give the recommendation of having optimal job rotation within the organization. In particular, in an endeavor to sustain the productivity of older personnel in the workforce, Sally can assess the degree of strain and level of technicality necessitated at different workstations. For instance different departments that are demanding can face rotation for various shifts. This is expected to attain a productivity improvement within the different departments by staffing both younger and older workers and increase the target output level.

ABC Bank faces another significant issue with regard to the lack of Ethics Training as well as Diversity Training Programs. It is recommended for Sally to cultivate and advance a diversity training program in the organization. This is largely for the reason that by building diversity in its workforce, it will have a constructive impact on its efficaciousness, adaptability, and apprehending of their consumer base, and in the end on their bottom line (Hamdani and Buckley, 2010). The actuality of diversity in the present day global business setting cannot be over emphasized. However, it cannot be assumed that when a company cultivates and develops diversity programs that it automatically bring success. It is imperative for the bank branch to understand that diversity is linked with both positive and negative effects. The latter consist of absenteeism, conflict, turnover, as well as lack of collaboration and cooperation. The main objective is for the bank as an organization to follow the approach of innovation or differentiation as this can lead to more perceptive and direct benefits from diversity. This will provide the company a clear rationalization for placing investment on business resources in employing a diverse workforce.

Moreover, the inclusion of such diversity programs into the organizational culture of ABC Bank is expected to instigate three key positive developments. To begin with, in accordance to Thomas and Creary (2009), the company will experience reduced turnover or improved retention. This will be an advantage for the company taking into consideration that reduced turnover is one of the biggest challenges for several organization. A second benefit is enhanced representation. Through the diversity programs, women and minorities will have better representations at the executive level in relation to a proportion of the general population. Lastly, the programs will facilitate ABC Bank to have improved organization health scores. According to Thomas and Creary (2009), Pepsi Company undertook surveys to assess the impact of inclusion programs together with other diversity activities on the organizational culture every financial quarter. Outcomes of the surveys indicated that personnel considered the company culture to be more inclusive and that communication regarding its diversity initiatives were becoming more systematic and consistent. This will improve the health of the organization in the sense that personnel will become more satisfied and have increased intent to stay in the company (Thomas and Creary, 2009). Lastly, as a HRM manager at ABC Bank, Sally should ensure effective diversity management by delineating and executing programs and policies that are purposed to decrease the detrimental impacts of diversity (Hamdani and Buckley, 2010). As outlined by Thomas and Creary (2009), "The social environment we operate in is changing too. We need to be sure that, as good companies, we reflect the society we work in. Diversity and inclusion needs to be taken to a new level. It needs to become multi-talented, multi-cultural, multi-regional and most importantly, multi-generational. No group in society can be or should be excluded" (p. 64).

Within ABC Bank branch, high potential women employees are more often than not designated as Tellers, devoid of any prospect or opportunity for advancement, and therefore have very low morale. This is a key issue that needs to be resolved by Sally. In the contemporary, women are entering the workforce bearing superior educations and, as a result, are more equipped to make greater contribution rapidly and in the long run in knowledge-driven entities. They are without a doubt a key source of talent for the forthcoming future, the same way they all the more have been more than thirty years. The main thing is that women are a fundamental source of talent for the conceivable future. If companies, for instance in this case ABC Bank, are going to have the capacity to grow and maximize their talented women, there will be a great need to generate ways for women to make contributions at the work all the way through the course of their lives (Benko and Weisberg, 2008).

According to Bruckmuller and Branscombe (2011), researchers have discovered that women stand a better chance and opportunity of breaking the glass ceiling when a company is going through a crisis. This is the informal obstacle that bars and hinders women from attaining the upper management positions. Research indicated that considered female attributes such as communication skills and the ability to encourage others to be very significant for the organization. Most of all, outcomes of the study showed that when a company is in crisis, there is a preference for stereotypically female skills in order to turn things around. In fact, 63% of the participants had the perspective that women ought to take leadership and executive positions when the company is in crisis. In addition, Bruckmuller and Branscombe (2011), make the implication that common assumptions regarding gender and leadership make a contribution to the glass ceiling. This implies that ABC Bank should promote and encourage women in the branches to grow into higher ranked positions in the organizations. This means that as people come to be more used to perceiving women at higher ranked levels of management, then they will get more prospects and opportunities to hold such positions and therefore have good possibilities of continued success (Bruckmuller and Branscombe, 2011). As stated by Benko and Wesibetg (2008), "Women are projected to account for 51% of the increase in total labor force growth between 2004 and 2014. They already account for 50% of all workers in management, professional careers, and related occupations" (p.16).

Another recommendation for Sally as a HRM leader in ABC Bank is the introduction and implementation of sponsorship programs. According to Ibarra et al. (2011), statistics indicate that women have a less likelihood of advancing in their careers largely for the reason that they are not actively sponsored in the manner that men are. In particular, sponsors go further than providing feedback and advice in the sense that they back and support their mentees and assist them to gain perceptibility in the company. They make serious endeavors to get their proteges to the next levels in the company. Taking this into consideration, the recommendation for Sally is to have proper sponsorship programs at ABC Bank to facilitate the promotion of women with high potential. According to Ibarra et al. (2011), programs that achieve outcomes elucidate and communicate objectives, tie and link sponsors and mentees in line with those objectives, collaborate corporate and regional objectives, teach and train sponsors and hold them accountable.

Sally is concerned about building a strategic plan for the ABC Branch bank, and is considering following the '8 steps to Leading Change', and transform the current organization into a thriving and responsive financial partner for individuals and businesses in the community. Core values of a company propose the organization's attitude, behavior, and character. It is imperative for Sally to outline and properly delineate the bank's core values. This is largely for the reason that they mirror what is actually significant for the organization. In particular, these are not values that fluctuate now and then, but rather they are the reinforcement and foundation of the organizational culture. It can be deemed that these core values are to some extent the soul of ABC Bank (Kaplan and Norton, 2008). In accordance to Palmisano (2006), Sally ought to examine the strategic challenges that the bank faces and thereafter propose values that will facilitate the organization to meet such challenges. In particular, she ought to gather feedback from personnel on the conceptions she comes up with. It is also imperative to instigate change initiatives to remove hindrances.

There are different steps to developing the strategy for ABC Bank. This includes developing the strategy, planning the strategy, aligning the organization, planning operations, monitoring and learning and lastly testing and adapting Prior to formulating a strategy, it is imperative for Sally to agree with other leaders in ABC Bank on the company's mission, which is its purpose and meant to guide its actions and values and also its aspiration for future outcomes (Kaplan and Norton, 2008). The mission statement should delineate the purpose of the bank's existence. That is, its fundamental purpose and particularly what is offers clients and consumers. On the other hand, the vision statement should define objectives of the company for the next three to five years. Basically, it should express the manner in which the company wishes to be perceived by the world. It should also delineate the manner in which the bank intends to generate value in the future. Being a HRM leader, Sally can employ the strategic change agenda to offer the impetus for why transformational change is essential. The strategic change agenda makes a comparison between the prevailing the position of numerous organizational structures, competences, and procedures with what they need to develop over the next three to five years (Kaplan and Norton, 2008). According to the authors, "A structured strategy development and translation process represents a synthesis of the best practices. The approach starts by defining a high-level vision of the organization's destination and finishes with executive leaders and teams launching the organization into action by implementing portfolios of aligned strategic initiatives" (Kaplan and Norton, 2008, p. 99).

Subsequent to outlining these two key aspects, Sally should perform an internal and external analysis that comprises of a comprehensive evaluation of its own competencies and performance in relation to those of rivals in the market, in addition to its position in relation to trends in the industry. The external analysis will examine the macroeconomic setting of economic growth, rates of interest, regulations, currency movements and overall anticipations of the bank's role in society. This can be done through the PESTEL framework, which analyses the political, social, environmental, economic, technological and legal aspects. With respect to the internal analysis, Sally should assess the bank's own performance and competencies. In particular, the company can employ value chain analysis, to ascertain the series of procedures essential to deliver the bank's products and services to consumers. SWOT analysis can be used to examine the strengths, weaknesses, opportunities and threats facing the company (Kaplan and Norton, 2008).

In addition, it is recommended for Sally to go ahead and implement the 8 steps to Leading Change. This includes the following steps:

1. Founding a sense of importance

2. Establishing a strong guiding group

3. Developing a vision

4. Asserting the vision

5. Delegating authority to others to fulfill the vision

6. Designing and achieving short-term goals

7. Consolidating growth as well as cultivating change

8. Institutionalizing novel methods (Kotter, 2006).

However, there are important aspects for Sally to consider in order to ensure that the implementation of change does not fail. To begin with, the HRM leader should not present a vision that is too ambiguous or complicated. In addition, the leader ought not to leave transitory successes up to chance. Failure to generating new social norms and mutual values consistent with changes would be another error and also Sally should not promote people into positions of leadership that do not personify the novel strategies and approaches (Kotter, 2006).

References

Benko, C., Weisberg, A. (2008). The Nontraditional Is the New Traditional: Six Trends That Have Produced a New Workforce Imperative. Harvard Business Press.

Bruckmuller, S., Branscombe, N. R. (2011). How Women End Up on the "Glass Cliff". Harvard Business Review.

Castleberry-Singleton, C. (2009). "From Bolted-on to Built-in: Diversity Management and Intergroup Leadership in U.S. Corporations. Harvard Business School Press.

Hamdani, M. R., & Buckley, M. R. (2011). Diversity goals: Reframing the debate and enabling a fair evaluation. Business Horizons, 54(1), 33-40.

Ibarra, H., Carter, N. M., Silva, C. (2010). Why Men Still Get More Promotions Than Women. Harvard Business Review.

Kanter, R. M. (2010). Work Pray Love. Harvard Business Review.

Kaplan, R. S., Norton, D. P. (2008). Develop the Strategy: The Starting Point for Strategy Execution. Harvard Business School Publishing Corporation.

Kotter, J. P. (2006). Leading Change: Why Transformation Efforts Fail. Harvard Business Review.

Loch, C. H., Sting, F. J., Bauer, N., Mauermann, H. (2010). How BMW Is Defusing the Demographic Time Bomb. Harvard Business Review.

Palmisano, S. J. (2006). Leading Change When Business Is Good. Harvard Business Review.

Thomas, D. A., Creary, S. J. (2009). Meeting the Diversity Challenge at PepsiCo: The Steve Reinemund Era. Harvard Business School.