Human Resource Tools
Executive Summary
The Human Resource Department is charged with functions of implementing policies and strategies that relate to managing of the workforce of an organization. The activities of concern include recruitment, retention and taking care of the employees’ welfare. Through the activities of the human resource department an organization’s returns on human capital investment are maximized, and financial risks are minimized. In order to carry out effective human resource management; the department in charge of human resource management has to prepare tools that will enable it to effectively carry out its activities. This is a necessity due to protocol as well as due to the need to enhance efficiency in human resource management. This project’s paper presents the tools used in carrying out human resource activities.
The human resource tools of concern include job analysis tools, employee selection tools, employee orientation and training schemes. Part of the goals and objectives of the organization (Children in Poverty) is to effectively dispense service to community, and particularly to those that need it most. This is only realizable though the use of the right staff-well qualified and dedicated to service and realization of the organization’s goals and objectives. Therefore, part of the organization’s strategic plan is to have the best possible human workforce that can serve its purpose effectively. This plan is only realizable through the effective planning of the human resource department. Therefore, these tools and their strategic steps are meant to help the organization achieve its goals and objectives.
The human resource department strives to achieve the organizations goals and objectives through supplying of highly qualified and skilled workforce. This in turn, ensures that the organization’s future and ongoing plans succeed, and the returns are maximized on the investment made on the workforce. All these efforts by the department ensure that an organization succeeds and survives into the future. In striving to achieve these objectives the human resource department in this context serves the purpose of implementing the organizations staffing requirements. The department has to also pragmatically take account of all ethical and legal factors as far as it is necessary in maintaining the respect and support of the organization’s workforce. The job under highlight in this paper is that of a social worker, who works with the social group of Poverty and Children in the US. The work of the social worker is to identify children living under poor conditions and assessing their needs as well as processing their entry into the organization’s aid schemes.
Job Analysis Presentation
Job analysis activities entail the determination of the content and nature of a job. The analysis involves the collection and organization of information related to the job under analysis. A comprehensive job analysis contains information relating to the five following factors. Work products or rather what the job should help realize, required employee activities in doing the job, tools and equipments used, factors within the working environment that influence working as well as personal attributes necessary for the work. The personal attributes necessary to do the work may include physical strength, interest and ability to work with children and resilience to long hours of work. Therefore, a job analysis involves job requirements’ analysis, and the actual recording and description of the job’s aspects. The analysis includes listing what the position entails and listing skills and capabilities necessary to work in that position-which people to hire.
There are various methodologies that can be applied in analyzing any job. These methods include observational methods (direct observation method, work methods analysis, critical incident technique), interview methods and the use of questionnaires. A job analysis can be effectively carried by the use of an interview guide as a tool. The guide describes various questions that are asked as the human resource managers explore a particular position of work. Alternatively, a multiple of the above mentioned methods can be applied simultaneously (Exploring HR Management, 2010).
Identifying Job Expectations
In order to identify the job expectations the following questions can be posed in the establishment of job expectations. What does the incumbent do, and how does s/he do it? (Activities can be divided into three-daily activities, periodic activities and activities performed at irregular intervals) What are the responsibilities and duties performed? How are they performed, and how often are they performed? Why are these duties performed? The questions should also establish whether the incumbent does activities considered unnecessary as well as whether s/he performs duties that are not currently included in the job’s scope. Questions should also be asked to establish the physical (dexterity, visual et cetera), mental (abstract, analytical, computational et cetera) and interpersonal (supervising, selling, counseling et cetera) capabilities that are required for the job (Exploring HR Management, 2010).
Collecting data to describe the Job’s functions
There are various methods that can either be used singly or in combinations to collect data that can be used in describing the functions of a job. These methods may include the filling out of questionnaires. The questionnaires can be filled out by employees in positions similar to the one under review. Alternatively, interviewing can be used as a data collection method. The interviews are conducted between experts or job occupants and job analysts. The interviewees are a good source of fast hand information on descriptions of their job functions. Finally, direct empirical observations and recording of incumbent’s activities may offer insight into what the job entails (Exploring HR Management, 2010).
Creating a job description
The determination of a job description entails identification of the incumbent’s job title, number of incumbents, department and location of facilities. The determination of knowledge requirements can also help in clearly defining the job’s description. Knowledge requirements can be assessed by determining the areas of knowledge required, specialized expertise desired, general disciplines covered, the level of formal education required and the amount of experience required.
Establishment of teamwork requirements
Establishment of teamwork requirements requires an assessment that will establish the interaction that the employee is expected to have with other employees. Similarly, the assessment could be used to determine how the individual’s duties affect and relate to the work of the people that s/he works or interacts with while working (Exploring HR Management, 2010).
Employee selection process
Employee selection entails evaluating and interviewing applicants wishing to take up the job. Candidates selected must fit the job described and they are selected based on a certain criteria. Employee selection may be simple or complex depending on the position and the firm that is hiring. Recruitment may take various forms including internal recruitment and external recruitment. Internal recruitment includes employee selection done within the employees of the organization, whereas external recruitment selects from applicants that do not work within the organization. An example of internal recruitment method is promotion the job advertisement may be posted on the organizations notice boards accessible to the organization’s employees eligible for the promotional recruitment. If the organization opts to use external methods, it may use press advertisements to place advertisements for the job. Questions that may be used in interviewing for selection may include:
- What were your expectations on your previous job, and were they met or not?
- What was your final and starting level of payment?
- Were you contended with the benefits and compensation offered in your previous job?
- What responsibilities did you have in your previous job?
- Did you ever face any challenges in you previous job, and if so; how did you handle them?
- Are there any likes and dislikes about your previous job?
- What are the greatest achievements and/or failures that you had in your previous job?
- How can you describe your previous employer, co-workers and supervisor?
- What was your experience when working for your employer?
- What are your expectations of a supervisor?
- Why did/are you leave/living your job?
- What activities have you been engaged in since college or your previous job?
- Why do you think that you are fit for this job?
Employee benefits, compensation and incentive scheme
Employee compensation and reward schemes are important in enhancing performance. The selected employee in this case shall be offered a fixed pay and periodic cash bonuses pegged on performance in order to encourage hard work. The employee shall also be entitled to a two months leave each year. The company shall also offer free medical cover and a retirement fund scheme into which it will contribute a third of the contributions made by the employee. These reward strategies attract and retain employees (Rodriguez, Petrosko & Winter, 2007).
Employee orientation
The HR department has the onus to present to you issues of legal and ethical concern that will greatly influence and determine how you as employees work and relate within the organization. Firstly, we as the HR department would like to let you know that the organization is a charitable body which highly regards integrity as the key towards good performance that will ensure those that need care are able to get it. As such the company would like to know any dealings and transactions that you as employees conduct with other people and organizations without the organization. Therefore, the company carries out surveillance in various forms.
Surveillance is legally accepted within our state of operation due to the fact that the law is silent about its legality. However, we ensure that privacy is not violated according to the provisions of the constitution on individuals’ rights. The company also requires that all employees present documents that show their identity and citizenship. This is important because with regard to immigration and taxation rules; the organization is supposed to employ only legal American citizens. This is based on the fact that the job on offer can be performed by American citizens, and as such there is no need for hiring any immigrants because there are no work permits for immigrants on such a job. Therefore, hiring immigrants may constitute illegalities that could attract government penalties. Thirdly, the organization condones no sexual harassment within its precincts and amongst its employees. Anyone found to have committed such an offense may either get a legal suit or be subjected to internal disciplinary actions that may include suspension or termination.
Finally, confidentiality in record management should also be maintained. Employees are not allowed to disclose contents of records of the organization to any third party without the permission of the management. Failure to maintain confidentiality and secrecy of such records may attract penalties such as suspension, fines and termination depending on the type of information leaked. It is the responsibility of the HR department to inform you about these issues because it is the department in charge of all issues relating to employee welfare. These issues are brought to your knowledge at orientation so that you may be aware of any legal actions that may be taken against an employee that violates these stipulations. This also safeguards you because it clearly states the boundaries within which you should operate to avoid losing your job, getting fined or suspended.
Employee training proposal
Currently, the organization offers promotions on a vertical basis and transfers on a lateral basis. These are carried out as the organization expands into other states. Newly opened branches of the organization offer promotional chances, where employees get higher positions than the ones held before in their previous branch. On the other hand, employees may get transfers to these new branches, whereby they take up positions similar to those held earlier in their previous branches. However, promotions are based on advancement of personal qualifications as well as experience level. The advancement of qualification is facilitated through in-house training or organizational sponsored studies.
Training narratives
Training is a one of the methods that can be used to enhance the performance of employees. Therefore this should be carried out regularly to enhance better returns. One month after employment the employee should be offered training on how to relate to children because they will constitute a bigger part of the people that s/he will interact with in carrying out his/her duties. The training should be tailored in a manner will help the employee know how to handle children. The employee may also be further trained on how to handle and relate with other employees (work ethics). This training should be conducted within the organization because it is a short form of training with no certification, because it is meant to enhance relations at work (Sims, 2002).
One year after employment the employee should further his or her studies on issues relating to the problems that children encounter in learning under poor conditions. A part from a study on the effects of poverty on children’s health and educational life, the employee could also learn legal issues related to children and their care. The organization should tailor a comprehensive course specifically handling issues relating to children living under poverty. This training should be instructor led and with examinations as well as certification. This is because the training expands the employee’s knowledge base and delivery capacity.
In order to advance to the next promotional level the employee should acquire a postgraduate diploma or a masters degree in any field related to social studies or community development. This training should be self-paced and conducted in higher academic institutional bodies with the sponsorship of the organization.
References
Exploring HR Management, (2010). Job Analysis. Retrieved on 28th August, 2010 from http://www.explorehr.org/articles/HR_Planning/Job_Analysis.html.
Rodriguez, G. Petrosko, M. J. and Winter, A. P. (2007).Using Economic Incentives to Recruit Community College Faculty: Effects of starting salary and healthcare benefits plan. Community College Journal of Research and Practice, volume 31, issue number 1.
Sims. R. R. (2002).Organizational success through effective human resources management. Greenwood Publishing Group.
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