HR Solutions: Benefits, Incentives, and Workforce Retention
This paper examines the strategic role of human resources in bridging employer and employee needs, with a focus on practical improvements to existing workplace policies. The author identifies three areas for improvement—benefits/incentives, pay rates for specialized roles, and outdated job descriptions—and proposes concrete best practices for each. Central recommendations include restructuring medical and dental plan options to better serve single-parent employees and implementing 401k contribution matching. The paper also addresses how to measure outcomes through employee surveys and anticipates potential challenges in gaining management approval, offering a pre-survey strategy to build a data-driven case for change.
- The Strategic Role of HR in the Workplace: HR as intermediary supporting organizational culture
- Current Practices and Areas for Improvement: Three key HR practices needing reform
- Restructuring the Benefits and Incentives Program: Expanded health plan tiers for single-parent workers
- 401k Matching and Positive Workplace Culture: Matching contributions to boost morale and retention
- Measuring Outcomes and Expected Results: Survey methods to evaluate policy effectiveness
- Overcoming Implementation Challenges: Building board support with pre-survey data
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What makes this paper effective
- Grounds abstract HR concepts in a concrete, real-world scenario—specifically the gap in health plan options for single-parent employees—making the argument immediately relatable and practical.
- Uses a clear problem-solution structure: each identified issue is paired with a specific recommended remedy and an anticipated outcome, giving the paper strong internal logic.
- Supports claims with academic and professional sources (Schyns & Schilling, 2013; Feloni, 2016), lending credibility to both leadership theory and practical business advice.
Key academic technique demonstrated
The paper demonstrates applied policy analysis: it identifies gaps in existing organizational practice, proposes evidence-informed solutions, and outlines a measurement and implementation plan. This reflects the real-world HR competency of translating workforce data into actionable recommendations while anticipating stakeholder resistance.
Structure breakdown
The paper opens by defining the HR function and its strategic value to employers, then pivots to diagnosing three specific areas of weakness. The bulk of the analysis focuses on the benefits restructuring proposal, supported by leadership theory. The paper closes with a measurement strategy (employee surveys) and a discussion of how to overcome board-level resistance through pre-survey data collection.
The Strategic Role of HR in the Workplace
The service provided by the human resources (HR) function to an employer is to serve as a go-between for employers and employees, relaying information, needs, and assistance in a two-way flow so that both parties achieve their desired aims. The strategic advantage the HR component provides to an employer in hiring and retaining qualified employees is that it allows the cultivation of organizational culture to be properly facilitated and maintained through the addition of appropriate employees.
Current Practices and Areas for Improvement
Three current practices used by the employer that can be improved are the incentives program, the pay rate for specialized jobs, and the job descriptions, which need to be updated. Each of these areas represents an opportunity to better align organizational practice with employee expectations and market standards.
References
Feloni, R. (2016). The T-Mobile CEO who calls his competition 'dumb and dumber' explains how he doubled customers in 4 years, and how a group of employees made him cry. Business Insider.
Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24, 138–158.
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