Human Resource Planning - Assignment Example

Title: Human Resource Planning Name Institution Activity 1: i) If an organization’s basic business or competitive strategy is quality improvement, what would be the recommended HRM strategies for the following: a) Job design/description Human resource manager should screen and track the performance of every stated task on a monthly basis. This will enable the organization to realize the consistency of staff as well as their attention towards what they are assigned to do in their job descriptions. After every two months, human resource team should sit down and work on small process reengineering if at all there is a need to improve on the job design and description. This is important because the organisation can easily realize the performance standards under the current working conditions and use the outcome to reengineer the process. As a result, suitable tasks will be incorporated to the job description and less valuable will be removed. b) Job security HR team should compare the job demands and staffing recommendations on the same. There are some tasks that need extra capacity than what the staff currently needs. Comparing these two aspects will help the organisation under human resource department to identify skills and knowledge gaps and prepare the time for training of staff members. c) Compensation system and pay rates The organization should offer sufficient funds to improve and cater for the expectations of the staff. Offering sufficient funds will improve working conditions and behaviour of staff towards their assigned tasks. They also get motivated and perform their responsibilities to the expected level. d) Level of employee participation HR manager should ensure that all employees in the organization join a system of employee involvement program. This will enable them to upgrade the quality of their work lives. Improvement of their work lives will reflect positive performance in their tasks thus improving quality in the organization (Apostolou, 2000). e) Performance appraisal HR manager should be setting and sharing clear performance goals for the organization. Also, linking individual and group performance to compensation will help foster internal competition of the business (Sekhri, 2010). The business will therefore buy-in only performances that are consistence over time thus improving quality. f) Training and development Training and development should be done at least twice in a year each after six months. Employees will be always updated with the changing demands of their jobs. Doing training twice a year is highly recommendable because it will foster continuous improvement particularly when it comes to operative objectives (Mannel R, Mannel RS, 2006). ii) If Competitive strategy is innovation a) Job design/descriptions HR management team should divide job requirements proportionally into three. Analytical abilities should cover 40% of job description, consultative capabilities 40% and project management skills should cover 20% of the job description. The reason of focusing much on consultative skills and analytical capabilities is because the organisation expects individual in this position to expand abilities within staff thus enhancing innovation (Bondarouk & van der Heijden 2009). b) Job security The organization should retain innovative, inclusive and workable staff. This will give the staff an assurance of tomorrow since their efforts are recognized. It is important to maintain workable and innovative staff because they are valuable assets of the organization. Also, they have ability to adapt to a new environment due to changes in technology. c) Compensation system and pay rates The manager should manage innovative process by offering monetary compensation. Monetary compensation is recognition of new idea by giving offering incentives to staffs. This will foster personal satisfaction thus making staff to be committed on their assigned tasks. The reason for recommending tangible compensation is that organizations with strong financial base may outsource some staff from the organisation with great ideas. d) Level of employee participation The organization should wide the framework of participation across all units within the organization. This strategy will ensure that there is a continuous improvement across all units since every staff has the responsibility to promote and participate in innovative process of the organization. It is important to use this strategy because it increases innovation capacity among people. e) Performance appraisal HR manager should use performance appraisal to come up with innovative solutions. The use of performance appraisal tool will help boost employee creativity skills. The reason for recommending the use of solutions from performance appraisal is because contemporary organizations basically needs new ideas in the market so as promote and sustain the new image of the organization. f) Training and development The organization should ensure that all staffs are subjected to regular training and how they can improve their innovative capabilities for the benefit of organization. This should be done through capacity building where HR manager together with team analyse the demands in the market and develop employees basing on these demands. The reason for using this strategy is that there will be continuous update from market demands and staff will always remain effective elements to address these market demands. Activity 2: Human resource systems and services available in medium to large public organization and medium to large private organization The focus on the results and process are the two main differences between HR system in public and private sector. When it comes to private sector, all tasks are aligned with the goal and objectives of the business. Therefore, processes are always reengineered to cope with organization’s requirements. However, in public sector the situation may be different. The focus in most public organizations is only on processes without considering the outcome. In this case, employees lack purpose of what they are doing since they have no guideline. Basically, the mind-set of individuals in private and public HR systems differs also on motivational factors. Employees in private sector are highly motivated compared to those in public sector. As a result of these two factors, the strategic mentality of employees in private and public sector my not be the same in any way (Latham & Ford, 2012). In most cases, private sector in Australia use management by objective (MBO) strategy to achieve HR goals. However, this may not apply in public sector where the outcomes may not necessarily be developed from employees’ effectiveness (Austlii.edu.au, 2014). HR systems in public organizations have high workforce pressure. The research shows that public sector employees reports significant demands from the assigned tasks. There is also a lot of supervision and organizational monitoring. However, in private organizations employees in HR system are driven by motivational factors and therefore organizational support is not much offered. Private organizations HR systems normally emphasize the benefits of leveraging knowledge to develop core abilities and attain competitive advantage. Most of public organizations in Australia obtain bureaucratic personnel information system. The similarity between public and private sector is that both HR systems aim at using people to create a sustainable competitive advantage. They both use their HR systems to develop effective corporate planning. Activity 3: Ground of discrimination that is covered by NSW legislations 1) Racial discrimination The legislation examines what leads to discrimination when it comes to race. The aspects focused by NSW legislation include colour, nationality, religion and national or ethical origin( Austlii.edu.au, 2014). The law also focuses on discrimination against applicants and employees, against agents of commission, contract workers and employment agencies. 2) Sex discrimination This act oversees what always constitutes on the ground of sex. This always checks on discrimination on the discrimination on employment agencies that have this weakness of favouring certain sex during recruitment process. 3) Discrimination on transgender grounds The legislation recognizes the applicant under the conforming provisions of law with Australian jurisdiction. The law protect their rights both when looking for job in private and public sector of Australia (Austlii.edu.au, 2014). 4) Ground of disability The legislation focuses on actions of unjustifiable hardship of the potential candidates to be employed. The law covers the past, future and assumed disability. Activity 4: Strategic Plan Statement of purpose The mission of the organization is to be one of the reputable and successful in terms of administering sporting activities both in national and international level. To achieve this mission, the organization is committed to: 1) To provide high quality service provision to the clients by ensuring that they have the right skills within the organization; 2) To provide staff with training opportunities at all levels in the organization. 3) To enhance leadership sustainability through effective management of people; 4) To provide staff development through capacity building; 5) To improve professionalism with all partners through HR investment Vision The vision of the organization is to structure business operations, design and develop for it to demonstrate effective structures that provide clients with all aspects of sporting activities. The strategic priorities include: 1. Have effective HR system that will recruit, select, train and retain high performing staff in the organization, 2. Facilitate the improvement of individual staff performance through effective leadership at all levels in the organization, 3. Raising the profile of employable candidates with focus on clients’ satisfaction. Action Plan Priority 1: Ensuring that the HR system of the organization recruit, select, train and retain high performing employees. There will be a challenge in selecting high performance employees. To overcome this, the HR system will administer job specification survey in order to select employees with appropriate abilities. Specific actions to be undertaken Customer survey data both internally and externally (internal are the staff and external are the clients) shows the gaps that the organization needs to fill though implementation of effective HR system. This data will be captured through: Workplace survey to determine internal needs of staff, Interpretation of collected data by HR manager direct staff assessment. This will provide qualitative aspects of why staff are not attracted to some job opportunities in the organization Create a pool of staff management where high performing staffs are retained and those underperforming are offered appropriate training. Identify appropriate motivational elements that will improve staff performance Develop a HR monitoring system that pools all stall performance to ease central staff analysis. This will be the responsibility of the Human Resource Manager. Performance indicators Benchmarking: Basically, the manager will use analytical concepts to check whether staffs assigned with responsibilities are able to deliver what the tasks needs. The results are aligned to the organizational objectives. Lead-time: This is the time taken for the HR team to recruit and select new staff when need. Leadership involvement: Leaders are required to deliver their services effectively particularly after being trained. Customer satisfaction: high level of customer satisfaction implies good performance of staff and employees. Increase in returns on investment: This implies that the objectives are achieved effectively. Activity 5: SLA boundaries and limits for an HR service a) Service description The service being offered should be what is in the service catalogue. This will ensure that staff adheres to the tasks and responsibilities in the service description. b) Service availability The performance targets should be availed to the HR system in order to guide and monitor the staff towards the main objective of the organization. c) Service reliability Clients should have service being offered to them at the right time and in the right way. This will promote organization’s image especially to the new customers. d) Service responsiveness The statement of responsiveness is provided by service provider and customers are supposed to respond to the conditions of the service. e) Service quality measure This system should describe quality management process and put in place effective measures of performance. Key performance indicators They include customer repurchase of the service, increase in return on investment, continuous improvement displayed by staff and embrace of total quality management (TQM). References Austlii.edu.au,. (2014). ANTI-DISCRIMINATION ACT 1977. Retrieved 18 October 2014, from http://www.austlii.edu.au/au/legis/nsw/consol_act/aa1977204/ Austlii.edu.au,. (2014). ANTI-DISCRIMINATION ACT 1977 - SECT 4Definitions. Retrieved 18 October 2014, from http://www.austlii.edu.au/au/legis/nsw/consol_act/aa1977204/s4.html#race Bondarouk, T., Ru\"el, H., & van der Heijden, B. (2009). E-HRM effectiveness in a public sector organization: a multi-stakeholder perspective. The International Journal Of Human Resource Management, 20(3), 578--590. Jones, R. (2006). Managing human resource systems. Croydon, Vic.: Tertiary Press. Sekhri, A. (2010). Human resource planning and audit. Mumbai [India]: Himalaya Pub. House. Mannel R, Mannel RS. (2006). Staffing for hospital lactation programs: recommendations from a tertiary care teaching hospital.J Hum Lact 22:409-417 Apostolou, A. (2000). Employee involvement: Dissemination of innovation and knowledge management techniques: Technical University of Crete. Latham, G., & Ford, R. (2012). HR at your service. Alexandria, Va.: Society for Human Resource Management. Read More