Review of the given scenario and human resource requirement
The given scenario is about the JKL industry, which is an Australian company that is selling forklifts, small trucks and spare parts to industry. They also have a division which leases forklifts and small trucks. There has been change that has been implemented within the HR policy within the company. One of the manager’s roles in making changes to a department is keeping the employees informed of what’s going on. It is the manager’s responsibility to release information as necessary so employees don’t become overly anxious.
When changes are imminent within the department, it’s critical for managers to address issues of fairness[1]. One way to accomplish this is to have a town hall meeting where all employees can voice their opinion and give input about the recently implemented change that was perceived as unfair. One of the best ways managers can implement change within the department is to make sure they are using good management techniques. Supervisors need to be careful that they are neither over- or under-managing the situation. Micromanagement techniques used to implement change only further frustrates employees. Reward programs are a good strategy for managers to use for having alterations creates a positive a positive effect[2]. Managers also play a vital role in supporting their department through change. In addition to providing adequate information, employees need appropriate resources available to them to ease the transition. One of the best ways managers can implement change within the department is to make sure they are using good management techniques. Supervisors need to be careful that they are neither over- or under-managing the situation.
Review external business environment
An external environment is composed of all the outside factors or influences that impact the operation of business. The business must act or react to keep up its flow of operations. The external environment of an organization is those factors outside the company that affect the company’s ability to function. Some external elements can be manipulated by company marketing, while others require the organization to make adjustments. Few of the major external components of the business include the following:
Arrange assessor to consult with two managers to determine HR requirements
Action plan
|
Activity |
Timeline |
Strategy |
Resources |
Person |
Policy |
|
Training |
Week 1 |
Enhancement of the communication skills |
IT resources |
Professional trainer |
The training sessions need to be compulsory |
|
Communication and communication plan |
Week 2 |
Interactive sessions between employees |
Human resources |
Human resource manager |
Encourage employees to take participation in training activities |
|
Taking legal advice |
Week 3 |
Discuss legal policies with the assessor |
Legal resources |
Operation manager and Assessor |
Imply the legal policies to deal with |
Part A
Review of the Scenario
From the given case, it is clear that the JKL industry has not followed the legal protocols that are needed to implement while dealing with the change that is needed. There have been several disputes among the employees, which has resulted due to the fact that the organization has not been able to imply legal guidelines. The employees of the organization also have not been able to adjust themselves with the change of the policy that has been implemented within the human resource department. The history within the organization has been on the poor side in the matter of dealing with the employee satisfaction. Poor operational management to deal with the change that has been implemented is one of the major causes of failure among the employees. The employees within the organization have not been able to get proper information that is needed to understand the change that is being implemented within the organization.
There have been many cases of conflict that has resulted due to poor human resource management within the organization. The process of restructuring that has been applied within the organization has resulted in the conflict.
Development of the Service Legal Agreement Draft
A service level agreement (SLA) is a contract between a service provider (either internal or external) and the end user that defines the level of service expected from the service provider. SLAs are output-based in that their purpose is specifically to define what the customer will receive.SLAs define the formal relationship between IT and business-unit customers.The existence of a quality service level agreement is of fundamental importance for any service or product delivery. It defines the formal relationship between the IT organization and your business unit customers. In case for JKL industry, it is important to incorporate the principals of SLAs that will help to create a contract between both the organization and the employees about the terms and contract[6].
It is also important to collect necessary information that is needed to amend the SLA within the organization. The action plan over the process of implementation is also important as it will help to decide upon the process has the ability to deal with most of the organization. Proper process of documentation is also needed that can help to deal with the challenge that exist in the process of implementation of the change policy.
There have been many cases of underperformance that has occurred within the organization. These poor levels of performance within the organization had resulted in the challenge within the organizational level. It is important from the perspective of the organization to deal with the challenge that has the ability to deal with the most of the changes within the organization.
The action plan that has to be implemented needs to have a definite timeline, which will enable the proper implementation of the strategy. The proper utilization of the resources is also one of the most important components of the action plan that has been implemented in the overall process. It is also important to ensure that most of the workers within the organization get proper level of training. The performance issues within the organization also need to be properly addressed within the action plan.
Action plan for monitoring of service delivery performance
Key ideas To plan your monitoring, you will need to think “who”, “when” and “how” as regards (a) keeping track of the participants and the quality of each activity, and (b) analysing the results and feeding them back into the project. To plan your evaluation, it is essential to identify your evaluation needs and resources and to decide what kind of evaluation you want. Following this, it is necessary to identify what information you will collect in order to determine whether you have achieved your objectives (indicators) and how you will collect and analyse that data. An evaluation plan would include the information above, plus an indication of who would be collecting and analysing the data, how, when and with what resources. With regard to monitoring, things will be relatively straightforward. For each activity or group of activities, you will need to think who, when and how in relation to: Keeping track of who participates in the activities (number, age, gender). Keeping track of the quality of activities, including feedback of participants. Analysing the information at regular intervals. Feeding the results of that analysis back into the project at regular intervals. 39 We suggest that you go systematically through all your activities. Most of this information is not difficult to collect. In fact, at the planning stage, it is difficult to resist the temptation to list too much information. It may sound obvious, but if you do not use it, information is useless. Remember that you will need to collect it, analyse it and feed it back into the project regularly. Stick to the information that you and your staff can realistically collect, and try to identify the easiest way to do so. Moreover, the information must be of such a nature that you can analyse it and feed it back to the project regularly. In our experience, the most difficult part is often to analyse it regularly and use it. We would also suggest that you plan, at some point in your project, to sit down and “evaluate your monitoring”. That is, sit down and think about how your monitoring is going, whether the information is being collected, analysed and used at all and what could be done to improve the process.
Survey on HR service delivery
360 Degree Feedback and Employee Evaluation
What courses, continuing education, or otherwise, do your employees need to meet their objectives? What do employees think of your company’s job training and development program? Do employees feel like this is a workplace that nurtures their career goals and ambitions?
Employee Benefits and Remuneration
Do employees feel that they are adequately compensated? Does the benefits package match the needs of the staff? Are there perks and benefits they would like to see? Do employees feel that their efforts are being recognized and appreciated?
Self-Assessment
How would employees rate their job performance and satisfaction? Have they met the goals set at the beginning of the quarter or year? Were the goals set for them reasonable and attainable?
Employee Surveys
Communicate with employees on a regular basis. What do they find lacking in an ideal working environment? Would they like to be able work remotely? Get opinions on office politics and gauge the morale of the entire organization.
Job satisfaction
Do employees find their jobs and responsibilities to be rewarding? Do they feel challenged and do they still enjoy coming into the office every day? Is there another role that might allow for more fulfillment or better learning potential?
Employee Satisfaction with Company
How would employees rate your company and the work environment? Do employees feel stressed out by deadlines? Are employees happy with the direction of the company? Do employees feel engaged with their job and the company? Is there an adequate work-life balance?
Employee Satisfaction with Personnel Policies
What do employees think of various human resource issues? Do employees feel good about workplace safety and company ethics? Are employees satisfied with their coworkers? How do they react to the new policies HR just published? The best way to head off a PR or social media problem is to understand how employees feel before they go public about their grievances.
Report on service delivery performance
Improvements that could enhance overall performance include:
Action plan to support communication of amended implementation of HR service delivery
|
Activity |
Timeline |
Strategy/ application of policy |
Person |
|
Face-to-face communication |
1 month |
Digital communication allows for multi-tasking. An interruption while writing an email or a distraction while texting, seldom affect the quality of the interaction. However, in face-to-face communication, appearing distracted or allowing interruptions (like checking a text message), indicates there are other more important priorities than what you are hearing. Maintaining eye contact or ignoring distractions around you shows the value you place on the person and conversation before you. |
· Financial performance · customer value · people development · operational process efficiency ?organizational values, policies and legal obligations. |
|
Emails |
15 days |
In official settings, communication via email remains potent. It will enable you to pass messages to members of your team without pulling them out of their work stations. |
· Financial performance · customer value · people development |
|
One on One |
15 days |
Experts have been able to prove that some people understand better when you take them aside and talk to them on a one-on-one basis. Ensure that you maintain eye contact with them to enable the message to sink in. |
· Financial performance · customer value · people development · operational process efficiency ?organizational values, policies and legal obligations. |
|
Use Presentations |
15 days |
Some people grasp messages easily when pictures and sounds are involved. Using presentations like Microsoft Power Point to communicate with your team will give them the opportunity to refer back to it if they aren’t clear about certain things. |
· Financial performance · customer value · people development · operational process efficiency ?organizational values, policies and legal obligations. |
|
Communication via Training |
1 month |
Your training should be tailored towards communicating certain information to your team members. Most employees take training serious, especially when it’s part of their appraisal. |
· Financial performance · customer value · people development · operational process efficiency ?organizational values, policies and legal obligations. |
|
Display Confidence and Seriousness |
15 days |
Ensure that you display confidence and seriousness to ensure that you will not be taken for granted. When your team members notice any uncertainty and lack of seriousness when you’re communicating with them, they are likely to treat the information with disdain or disregard. |
· Financial performance · customer value · people development · operational process efficiency ?organizational values, policies and legal obligations. |
|
Use Simple Words |
1 month |
The truth is that everybody cannot be on same page when it comes to vocabulary. Therefore, to be effective in your communications with your team members, use words that can be easily understood. When ambiguous words are used, you can be misunderstood and/or waste precious time having to explain yourself. |
· Financial performance · customer value · people development · operational process efficiency ?organizational values, policies and legal obligations. |
|
Use Body Language |
15 days |
Your body language will pass your message faster and better. Master the art of using body language when communicating with your team. Stand/sit up straight, use smiles, handshakes and eye contact. |
· Financial performance · customer value · people development · operational process efficiency ?organizational values, policies and legal obligations. |
|
Use The Appropriate Tone of Voice |
15 days |
One word can mean a different thing when said in a different tone of voice. Make sure you use the appropriate tone of voice to communicate your message to your team so that you won’t be misunderstood and discourage or demotivate members or cause them to shut down completely out of fear. |
· Financial performance · customer value · people development · operational process efficiency ?organizational values, policies and legal obligations. |
Table 1: Action plan
From the given case it is clear that the JKL industry is under growing strategic change in Human Resource Department. It is essential for the human resource manager in this context to assess the overall situation and implement strategic plan in order to deal with the issues that are related to change management within the organisation. It is also the duty of the human resource management to answer all the specific questions that are related to change management within the industry.
Formal Methods for Communicating– If they don’t exist already, create them. Make occasions when info should be presented.
Informal Methods – It is important to not only rely on formal channels but to utilize informal communication as well. The impromptu channels are often more information rich and critical for relationship building.
Looking at and Analyzing Data. The ability to use data effectively to improve your programs, including looking at lists and summaries, looking for patterns, analyzing results, and making presentations to others. Includes familiarity with the data available to you; knowledge of the goals of your program; understanding the needs of your clients/audiences; and willingness to explore creative approaches to using data.
Navigating Database Software. Knowing how to use database software to find records, sort, review, edit, print, and other functions. Knowing how to use built-in forms and reports in a database. Exploring the software and learning various functions and features. Writing queries and reports using available tools; copying data into Excel or other formats for further analysis.
Data Integrity. Understanding definitions, program guidelines, and sources of data. Developing clear channels of communication. Reviewing data and working with colleagues to make sure that data is accurate. Being aware of potential weaknesses in the data when analyzing and using the data.
Managing Accounts and Files. Keeping track of online accounts and helping others to keep track of their accounts, usernames and passwords. Knowing how to organize files and folders on your computer or network. Knowing how to copy, move, upload or download files and photos; understanding how to use email to send attachments.
Database Design and Planning. Understanding database design concepts, including “relational database design” concepts (table structure; one-to-many relationships). Understanding the benefits and limits of various types of databases, including PC and online databases. Ability to participate in short-term and long-term planning about database projects and to decide how to efficiently store and analyze various types of data.
Even a small organization with as few as 10 staff can develop a strategic plan to guide decisions about the future. Based on the strategic plan, your organization can develop a strategic HR plan that will allow you to make HR management decisions now to support the future direction of the organization. Strategic HR planning is also important from a budgetary point of view so that you can factor the costs of recruitment, training, etc. into your organization’s operating budget.
Contract management or contract administration is the management of contracts made with customers, vendors, partners, or employees. The personnel involved in contract administration required to negotiate, support and manage effective contracts are often expensive to train and retain. Contract management includes negotiating the terms and conditions in contracts and ensuring compliance with the terms and conditions, as well as documenting and agreeing on any changes or amendments that may arise during its implementation or execution. It can be summarized as the process of systematically and efficiently managing contract creation, execution, and analysis for the purpose of maximizing financial and operational performance and minimizing risk.
Common commercial contracts include employment letters, sales invoices, purchase orders, and utility contracts. Complex contracts are often necessary for construction projects, goods or services that are highly regulated, goods or services with detailed technical specifications, intellectual property (IP) agreements, outsourcing and international trade. Most larger contracts require the effective use of contract management software to aid administration among multiple parties.
The fundamental goal of performance management is to promote and improve employee effectiveness. It is a continuous process where managers and employees work together to plan, monitor and review an employee’s work objectives or goals and his or her overall contribution to the organization.
Laws and regulations at the federal, state, and local levels regulate how companies conduct staffing. Title VII of the 1964 Civil Rights Act banned most discriminatory hiring practices.
Three sensitive areas of legal concern that managers must comply with are equal opportunity, affirmative action, and sexual harassment, described in the following sections. These areas, as well as other laws, impact all human resource practices.
Individuals covered under Equal Employment Opportunity (EEO) laws are protected from illegal discrimination, which occurs when people who share a certain characteristic, such as race, age, or gender, are discriminated against because of that characteristic. People who have the designated characteristics are called the protected class. Federal laws have identified the following characteristics for protection:
The main purpose of the EEO laws is to ensure that everyone has an equal opportunity of getting a job or being promoted at work.
While EEO laws aim to ensure equal treatment at work, affirmative action requires the employer to make an extra effort to hire and promote people who belong to a protected group. Affirmative action includes taking specific actions designed to eliminate the present effects of past discriminations.
Employees are also protected by the Equal Employment Opportunity Commission (EEOC), which was established through the 1964 Civil Rights Act, Title VII. The scope of authority of the EEOC has been expanded so that today it carries the major enforcement authority for the following laws:
Most employers in the United States must comply with the provisions of Title VII. Compliance is required from all private employers of 15 or more persons, all educational institutions, state and local governments, public and private employment agencies, labor unions with 15 or more members, and joint (labor?management) committees for apprenticeship and training.
Few workplace topics have received more attention in recent years than that of sexual harassment. Since professor Anita Hill confronted Supreme Court nominee Clarence Thomas on national television over a decade ago, the number of sexual harassment claims filed annually in the United States has more than doubled.
Since 1980, U.S. courts generally have used guidelines from the Equal Employment Opportunity Commission to define sexual harassment. Sexual harassment is defined as “unwelcome sexual advances for sexual favors, and other verbal or physical conduct of a sexual nature.” Sexual harassment may include sexually suggestive remarks, unwanted touching, sexual advances, requests for sexual favors, and other verbal and physical conduct of a sexual nature
In a 1993 ruling, the Supreme Court widened the test for sexual harassment under the civil rights law to whether comments or behavior in a work environment “would reasonably be perceived, and is perceived as hostile or abusive.” As a result, employees don’t need to demonstrate that they have been psychologically damaged to prove sexual harassment in the workplace; they simply must prove that they are working in a hostile or abusive environment.
Sexual harassment is not just a woman’s problem. Recently, a decision handed down by the U.S. Supreme Court broadened the definition of sexual harassment to include same?sex harassment as well as harassment of males by female coworkers. In the suit that prompted the Court’s decision, a male oil?rig worker claimed he was singled out by other members of the all?male crew for crude sex play, unwanted touching, and threats.
From management’s standpoint, sexual harassment is a growing concern because it intimidates employees, interferes with job performance, and exposes the organization to liability. Organizations must respond to sexual harassment complaints very quickly because employers are held responsible for sexual harassment if appropriate action is not taken. The cost of inaction can be high. The Civil Rights Act of 1991 permits victims of sexual harassment to have jury trials and to collect compensatory damages in cases where the employer acted with “malice or reckless indifference” to the individual’s rights.
Several other laws impact staffing practices as well. The Fair Labor Standards Act specifies the minimum wage, overtime pay rules, and child labor regulations. The Employee Polygraph Protection Act outlaws almost all uses of the polygraph machine for employment purposes. Privacy laws provide legal rights regarding who has access to information about work history and job performance for employees in certain jurisdictions. Under the Whistleblower Protection Act, some employees who publicize dangerous employer practices are entitled to legal protection.
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