Employment Laws, Policies, and Processes I. The interview process, employment laws and the ramification for the failure of the implementation of the laws. After narrowing down the candidate pool based on the evaluation of the resumes received and probably around of a phone interview, one prepares for an in-person interview. As the hiring manager, HR has the responsibility of ensuring that the interview process is adequately structured and well planned (Noe, 2006). It is important to take note of the consistency and the methodological approach of the process. While preparing for the interview one need a thorough familiarity of the description of the job especially in regards to the hiring criteria of the organization (Noe, 2006; Evans & Pucik, 2011).
Review to detail the submission of the candidates, i.e. the resume, cover letter, etc. any particular area that would demand clarification should be clearly noted and marked out. These areas would include quirky job titles, gaps in the work history or hobbies that that may reveal the candidates personality that somehow could have a bearing on the job performance of the candidate (Lussier & Hendon, 2013).
The manager must then set up a general structure for the interview. This will ensure that enough time is reserved for the coverage of essential aspects that need to be adequately addressed. Having a structured schedule also ensures that the interview process is given enough as well as indicate that one is efficient and value the candidate’s time as well (Evans & Pucik, 2011). The questions that are intended to be asked should be written down with reference to the candidates provided background.
That is to say that the questions should be based on the specific areas of the candidate’s experience that deserve the most attention, on the job description and the organization’s hiring criteria (Noe, 2006). Hiring the right person for a particular job is not an easy task for the hiring managers. Some scholars have observed inclusion of other techniques to break the ice and get the prospective candidates out of the potentials and paper presentation. Evans and Pucik (2011) noted that away from the routine interview, an organization can involve the candidates in certain specific games such as Jenga, which the candidates’ capacities of teamwork and resilience would be gauged.
According to Lussier and Hendon, (2013) assessment and simulation are some methods that have proven their effectiveness in the recruiting of the right candidates for a particular job position. Some organization would offer to present a challenge to the candidate before even saying a hello. Such companies that offer a challenge are like App search engine Quixey which is based in Mountain View, California (Evans & Pucik, 2011). Every organization has employment policies and laws that seek to protect employees from discriminatory treatment, unfair labor practices, unsafe work conditions and more.
One of the fundamental laws in the recruitment process is in regards to the discrimination and harassments that may emerge from various corners in the workforce (Noe, 2006). Gender-based discrimination must be observed by ensuring proper gender balance in the recruitment process. The Race is another hot issue of concern in the workplace and thus must be considered in the process (Evans & Pucik, 2011). II. Issues regarding the employment on contract or temporal basis. Evidently as the workplaces increasingly become diverse, cultural differences can inhibit healthy relationships between colleagues.
Lussier and Hendon (2013) observed that healthy relationships at workplace provide an excellent working environment that as a consequence leads to higher productivity. As such companies must always strive to ensure productiveness of their employees is maintained by making the sure relationship between the workers is maintained and so is healthy. As a human resource manager, it falls within the confines of his/her responsibilities to ensure that relationships are nurturing (Lussier & Hendon, 2013).
However, in cases where a company decides for an unconventional workforce which is primarily comprised of independent contractors and temporary workers, then there are some issues that would need immediate redress. First is the question of reliability. A study conducted by Noe (2006) indicated that temporary workers are less reliable that their permanent employee counterparts. Notably, the ability to be relied on or simply put, reliability of an employee is very essential in building trust be when an organization’s management and the individual. It would be very difficult for any organization to have complete faith or say the least confidence that temporary workers would continue to be with them in the future.
Lussier and Hendon (2013) observed that in most instances contract or temporary employees can easily terminate their relation with a particular company if a more appealing place presents itself. Furthermore, client relationship is also subjected to the build up rapport that is created between an employee and the esteemed clientele (Noe, 2006). As such temporary workers, who are always on the move, may appear very productive but in terms of reliability and future plans of an organization, it may present an enormous challenge for the recruiting officer.
Second, is in regards to the on-job-training programs that a company or an organization may opt for. Owing to the globalization and fast spread of modernization, on-job training has become a prerequisite requirement if not a necessity for companies to ensure efficiency and productivity of their staffs (Lussier & Hendon, 2013). As such working with contract or temporary workers may present a challenge since the organization may opt to train them but it would be a loss in terms of personnel when the term of the contract expires.
Lastly, the temporary workers may quickly lose their moral in their work because although they work alongside their permanent counterparts, they are not accorded the same benefits as their colleagues. In lieu of their vulnerability, labor laws are structured to ensure protection of contract basis employees (Evans & Pucik, 2011). For instance, independent workers have rights to their pay promptly within the agreed terms. The company is also entitled to honor every word of the contract term with the independent worker. III.
Evaluation of the effectiveness of the organizations HR policies and processes structure to ensure workforce diversity. An organization like any other business entity is committed to fostering, cultivating and preserving a culture of diversity and inclusion. In other words, this company honors the collective sum of the individual differences, life experiences, knowledge, inventiveness, innovation, self-expression, unique capabilities and talent that every employee invest in the production process (Evans & Pucik, 2011; Noe, 2006). Evidently, this has created a culture of openness among the employee and so has contributed to the great productive effort pumped in the system.
Affirmative action is the policy or program designated to correct the effects of past discrimination and so increase the representation of the marginalized group of individuals (Kovach, David, & Allen, 2014). There are various affirmative action plans or strategies, one of them is high “preferential treatment” or “quota plans”. In this approach, qualified members of a disadvantaged group may be preferred to a more qualified individual who is not within the affected group (Kovach, David, & Allen, 2014).
One of the plans that an organization management can use to mitigate glass ceiling effect is the adoption of the zero-tolerance policy. This system would enable boost morale of the marginalized groups and so improve productivity (Kovach, David, & Allen, 2014). Using feminine gender as an example, such a system will ensure maximum input by the women, and again it will also help more women to seek such positions. This system will also create a favorable atmosphere of those who are considered to be of ‘weaker sex’ to work effectively. References Evans, P., & Pucik, V.
(2011). The global challenge: International human resource management (2nd ed. ). New York: McGraw-Hill Irwin. Kovach, K. A., David A. K., & Allen A. H. (2014) "Affirmative Action: How Can We Be So Lost When We Do not Even Know Where We Are Going? " Labor Law Journal 55, no. 1: 53–62. Lussier, R., & Hendon, J. (2013). Human resource management: Functions, applications, skill development. Thousand Oaks: SAGE Publications. Noe, R. (2006). Human resource management: Gaining a competitive advantage (5th ed. ). Boston, Mass. : McGraw-Hill.