 Formulate recommendations that support organizational effectiveness based on an analysis of internal elements

1 HR Strategic Engagement Initiatives Student’s Name University Course Professor Date 2 Talent Acquisition Talent Acquisition refers to a process of hiring, assessing, acquiring, and finding applicants to fill the acquired responsibilities to attain the goals of the company and fulfil the requirements of the project (CTA, n.d). Further, it ensures that the newly employed workers are efficiently and effectively acclimated towards the firm, allowing it to fully and quickly benefit from its abilities. Through the pursuance of staffing strategy, any organization or company can choose the best possible talent individuals as passable. This mostly comprises retaining, acquiring, and concentrating on its technological, financial, and strategic capabilities (Noe, Hollenback, Gerhart & Wright, 2017). Business benefits from staffing strategy in that it creates the organization’s capability (the organization’s ability) and the intellectual capital that drives the execution of their strategy. The strategy also helps attain the long-term objectives for organizational activities in the short term (Noe, Hollenback, Gerhart & Wright, 2017). If a company contains a higher turnover, an effective strategic choice of hiring would involve focusing on filling the vacancies faster as well as hiring individuals who can keep the business running (i.e., alight training required). In this case, any training expenses are not likely to be recovered when the newly hired individual leaves faster (Noe, Hollenback, Gerhart & Wright, 2017). In a case where the turnover of a company is low but with increased investment in the development of the workers, the long-term projects of the business are involved. In such situations, the top managers who need substantial knowledge would ensure that the best employee is employed to deal with long-term careers. Employee Engagement and Retention The businesses, which outperform their competitors are aware of the essentiality of strategic management of talent in building up the appropriate staff essential for precise execution of the business. The business executives use the diagnostic and analytics tools to 3 go beyond the gut feelings or generalizations into detailed drivers of workforce performance analysis. The company heads can also use diagnostics to make informed decisions, which lead to yearly business growth, while cutting the expenses (Dixon, 2019). The aptitude to rapidly retain and train the workers according to the needs of the business, creating chances for real-time collaboration, including workforce support with improved analytics are all the advantages associated with the strategic process of talent management, which will drive the real success of the business. Learning and Development Corporations seeking to attract competent talent must start considering development and learning opportunities as a means of reinforcing their worker brand as well as their strategy for recruitment (Costa, 2019). A positive learning environment is always a crucial factor for the success of a business, whether it involves the hospital environment, courts, or the organization’s surroundings (Noe, 2002). The organization’s culture’s function involves the learning surroundings that the organization provides. As pointed out by Tarver (2021), Organizational culture refers to the beliefs, attitudes, and values reflected in the organization’s practices, objectives, and mission. Worker development and training are good practices of management and good strategies of risk management. The following changes and issues in a firm show the necessity for worker development and training (Noe, 2002). They include the request of the worker, the survey results of the worker, deficiencies of evaluation, individual plan of development, regulation and law changes, the necessity to develop new business leaders, new worker, new business equipment, new manager worker development, and training programs prepare the personnel to successfully carry out organization’s mission within the firm (Noe, 2002). 4 Total Rewards The total rewards are covers the entire elements that the workers value as they work for the boss. They stress the remuneration integrity and are set forth contrary to the total compensation. Further, they provide the benefit of centralised business administration in the entire concerns related to the workers, including training, pay, and benefits (Gish, 2020). Even though in most cases, it is viewed as similar to the total compensation, the sum reward programs remain as the newest word within the category of both reward and remuneration. The components of total reward include a positive workplace, total pay, a compelling future, and individual growth. The strategy of total reward is an all-inclusive approach that aligns with the strategy of both the people and the business; it comprises of everything that the workers value within their workers’ relationships, such as work environment, development, benefits, and compensation (Kaplan, 2007). Being a new approach of management, it serves as per the given circumstances. It also assists with the costing savings and facilitates maximum income on the adoption of strategy rewards. Further, it also builds up the brand of employment, most of which are probable to contribute towards both the long-term and short-term organizational goals. Being a reward effectiveness strategy, the approach can gain sufficient employee information. It also conducts the objective analysis for the organization to make informed decisions as well as evaluate their influences, both external and internal (Kaplan, 2007). Regardless of the diverse definitions, functions and structures are mentioned by administrators and academicians. There is still a trend, which the total strategy of reward will move along due to the standards that have not been unified business and have been perfecting and improving. 5 References Costa, D. (2019). How to Use Learning and Development Opportunities to Attract Talent, skeeled. https://www.skeeled.com/blog/how-to-use-learning-and-developmentopportunities-to-attract-talent Centre for Talent Reporting (CTA). (n.d). Talent Acquisition. https://www.centerfortalentreporting.org/talent-acquisition/ Dixon, M. (2019). How does diagnostic analytics aid in decision making, Selerity. https://seleritysas.com/blog/2019/04/11/how-does-diagnostic-analytics-aid-indecision-making/ Gish, W. (2020). The Advantages of Having a Total Reward in Organizations, Chron. https://smallbusiness.chron.com/advantages-having-total-reward-organizations14161.html Kaplan, S. L. (2007). Business Strategy, People Strategy and Total Rewards. Benefits & Compensation Digest, Vol. 44, No. 9, pp. 12-19. https://www.successfactors.com/en_us/lp/articles/strategic-talent-managementtraining.html Noe, R., Hollenback, J., Gerhart, B., & Wright, P. (2017). Human Resource Management: Gaining a Competitive Advantage. New York, NY: McGraw Hill. Noe, R. 2002. Employee Training and Development 2nd Edition. New York, New York: McGraw-Hill Irwin. Tarver, E. (2021). Corporate Culture, Investopedia. https://www.investopedia.com/terms/c/corporate-culture.asp 1 Outline I. Human resource (HR) management a. Human resource (HR) management is an essential aspect that each organization must have to manage its activities effectively. b. It is the practice of managing people to achieve better performance to help the organization attain its goals. c. Each company is aware that there is a need for an effective employee relations strategy. However, just a few endeavor to implement it in their system. d. Good employees will deliver their best to ensure high organizational productivity. e. These include; employee discipline, performance management, and employee and labor relations. II. Employee discipline a. Employee discipline refers to the actions that a company/organization can impose on its employees for failing to observe the organization’s set rules, policies, and standards. b. When looking at employee discipline, two significant issues are involved: punitive and non-punitive approach. c. It is the form of a punitive approach where the leader makes all decisions about what to do if an employee commits an offense. d. The HR should ensure to establish work rules which are based on the organizational goals and objectives. 2 e. In most cases, when an employee commits an offense, the organization will analyze the situation to find the appropriate action, and then announces the employee’s decision. III. Performance management a. As the organization looks forward to achieving its goals, its employees are core and hold an excellent task to this effect. b. How the employees are managed in the organization will create a lot of impact on productivity levels (Decramer et al., 2013). c. There are certain situations when the employees may need assistance, and therefore, closely monitoring them would be very important in boosting their performances. d. Organizations should take it as an initiative to reward the better performing individuals. IV. Employee and Labor relations a. Employees may sometimes feel adversely affected by wrong interpretation or undue application of the policy while at the workplace. b. This may later escalate to a feeble relationship between the management of an organization and the employees. c. These individuals will engage in a collectively bargained agreement (Assafuah, 2017). d. An individual reports grievances and presents them to the immediate supervisor verbally, followed by a written complaint to the supervisor and the senior management (Assafuah, 2017). 1 Performance Management Student’s Name University Course Professor Date 2 Human resource (HR) management is an essential aspect that each organization must have to manage its activities effectively. It is the practice of managing people to achieve better performance to help the organization attain its goals. While hiring, the HR manager should ensure that they can fit well with the company’s culture. The aim is to ensure the employees stay happy and more productive. There must be good employer-employee relationships to achieve a conducive environment for the employees (Sahoo, 2019). Each company is aware that there is a need for an effective employee relations strategy. However, just a few endeavor to implement it in their system. Several factors can influence employee relations, which affect the symbiotic balance between the employees and the employers. Therefore, it is essential to build a strong labor relations strategy by creating an environment conducive to delivering what employees need. All organizations want to be very productive. However, this is entirely dependent on the type of employees they have. Good employees will deliver their best to ensure high organizational productivity. In such a case, HR has a great responsibility to ensure high organizational effectiveness in achieving its goals and objectives. There are three essential labor relations elements that HR should focus on to impact the effectiveness of the organization positively. These include; employee discipline, performance management, and employee and labor relations. Employee discipline Employee discipline refers to the actions that a company/organization can impose on its employees for failing to observe the organization’s set rules, policies, and standards. When looking at employee discipline, two significant issues are involved: punitive and non-punitive 3 approach. An effective employee discipline strategy is crucial and benefits both the employees and the employers. It will help employees avert and correct any shortcomings as they seek to be valuable workforce members. Traditionally, the approach to employee discipline was majorly based on punishment which often created an adversary kind of relationship between employers and employers. It is the form of a punitive approach where the leader makes all decisions about what to do if an employee commits an offense. However, this has been passed with time. Now, there are better and effective approaches that promote more employee commitment to their responsibilities. Using these approaches encourages better employees’ performances hence helping the organization to realize its underlying goals. Despite these new approaches to employee discipline strategy, all organizations need to use specific stringent measures, whether formal or informal, to help shape employees’ behaviors and conduct while at the workplace. These measures should include stiffer penalties for those who repeat serious offenses. The HR should ensure to establish work rules which are based on the organizational goals and objectives. Breaking these rules by the employees would result in disciplinary action. Before executing the disciplinary actions, the employees must first receive a fair notice warning them of the offense committed, which is usually verbally (Farisi & Fani, 2019). A repeat of the same will provoke a warning through a written letter, and later the employee can be summoned to the disciplinary unit. In the non-punitive approach, “Discipline without Punishment,” the organization does not involve in the employee’s career decisions. In most cases, when an employee commits an offense, the organization will analyze the situation to find the appropriate action, and then announces the employee’s decision. If HR manager put these processes in place, the employees will feel they are not treated harshly, thereby creating a good relationship between them and the organization’s management. The resultant effect of this 4 would be increased organizational effectiveness and a high level of productivity as most of the employees will feel motivated in their conducive working environment. Performance management As the organization looks forward to achieving its goals, its employees are core and hold an excellent task to this effect. How the employees are managed in the organization will create a lot of impact on productivity levels (Decramer et al., 2013). The HR must set the goals and the means to evaluate them within a timeframe. The employees are then charged with the responsibility to adhere to the guidelines provided. Monitoring the employees is also an essential step to managing their performances. There are certain situations when the employees may need assistance, and therefore, closely monitoring them would be very important in boosting their performances. Again, the organization must organize for employee development and improvement. After successfully monitoring the employees, they should then be allowed time to develop and improve their specific areas (Rosser, 2019). Besides that, periodic rating of the employees is very important for all the HR managers. Rating employees based on what they have done will boost their morale to work even harder. Finally, the company should organize an employee reward system. Organizations should take it as an initiative to reward the better performing individuals. Employee and Labor relations Employees may sometimes feel adversely affected by wrong interpretation or undue application of the policy while at the workplace. This may later escalate to a feeble relationship between the management of an organization and the employees. In such a case, the employee should forward their grievances to the management to solve the issues. The grievance procedure will depend on whether it is a union issue or an individual complaint process. A union grievance 5 procedure involves the employees, the union representative, and the management team. These individuals will engage in a collectively bargained agreement (Assafuah, 2017). Sometimes, the discussion may not reach a consensus, thus necessitating further steps in finding a solution. In the non-union complaint process, there is no representative. An individual reports grievances and presents them to the immediate supervisor verbally, followed by a written complaint to the supervisor and the senior management (Assafuah, 2017). This process can sometimes be so tedious, thus discouraging the employees’ morale. The HR should consider some improvements like ensuring timely communication of outcomes, demonstrating a commitment to respect the employees’ values, and conducting open-minded investigations. These are essential factors that would help create better labor relations, thus positively impacting its effectiveness. 6 References Assafuah, E. K. (2017). Grievance handling procedures and employee performance: A case of Jayee University College (Doctoral dissertation, University of Cape Coast). Decramer, A., Smolders, C., & Vanderstraeten, A. (2013). Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction. The International Journal of Human Resource Management, 24(2), 352-371. Farisi, S., & Fani, W. M. (2019, October). Influence of Work Environment and Work Discipline on Employee Performance. In International Conference on Global Education (pp. 6981). Rosser, J. (2019, August 31). 5 elements of performance management success for any aspiring business. Success Stream. https://www.success-stream.co.uk/5-elements-performancemanagement-success-aspiring-business/ Sahoo, R., & Sahoo, C. K. (2019). Organizational justice, conflict management and employee relations. International Journal of Manpower. 1 HR Strategic Initiatives Student’s Name University Course Professor Date 2 HR Strategic Initiatives Diversity and Inclusion Bridging the generational gap in the workplace is not as difficult as it seems. In today’s world, the human resource department has a role in ensuring that the different generations can work together to reach the organization’s commercial and economic goals. The different generations in the workplace notably have differing communication styles, expectations, as well as perspectives. However, adopting a management strategy that addresses the different generations allows the organization to harness their strengths to their benefit (Noon & Ogbonna, 2020). For success, the organization has to better understand the characteristics of the baby boomers, millennial, and beyond. Each generation grew up in different circumstances, contexts, and times and therefore has varying expectations. The silent generation for example, is generally fiscally conservative whereas the baby boomers have liberal tendencies. The Gen Zers on the other hand rely heavily on technology and are used to social media platforms which the other generations are not comfortable with. The management can bring the different generations together through hosting teambuilding exercises that are aimed at engaging the different individuals together both digitally and physically. The management can also do the simplest things such as bringing in coffee for the employees several times a month as well as creating tasks that different teams of employees can engage with each other not considering their expertise level (Noon & Ogbonna, 2020). In this way, management can limit the differences and misunderstandings that exist and create a productive workforce. The Human Resource of an organization faces risks in their digital transformation which in the recent past has been spoken of but not taken seriously. The adaptability of the organization 3 depends on its ability to digitally enable its employees as well as their systems. The progress of the organization depends on its ability to change according to the current economic, health, and social conditions (Clark, 2017). The risk can be mitigated through using acceptable ethical standards, benchmarking with other similar organizations, setting performance scores, as well as restructuring the organization. Corporate Social Responsibility The Human Resource Department has a great role to play in ensuring that the organization can adopt programs and strategies that promote Corp …
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