Methods of Managing the Workforce
Leadership skills are considered to be the primary vanguard of effective governance. The essence of such is sought in the arena of Human Behavior in Organization, wherein the role of the leader as well as with its members are properly defined and implemented. Organizational Management prudently stresses that the need of the use of organizational techniques and strategies are a must for effective governance. An organization which tends to fail the certain pre-requisites or requirements of that of an ‘ideal’ or somehow an effective organization, is most likely to fail towards attaining its organizational goals. Primarily, the basic essentials of an organization does not only divulge in the arena of leadership strategies but on certain areas of attention as well (Adams & Galanes, 2005). Such areas are characterized as that which dwells on the strategic and analytical perspective of the subject.
More Essay Examples on Workforce Rubric
The study and the acquisition of fact and details with regards to individuals or group of individuals in an organization eat a large piece of the holistic view on managerial strategies. In the light, the level of interpretation on how the participating individuals as well as with the goals which had been crafted for the pursuance of the organization’s developmental plans are noted to be the concrete purpose on why general objectives, whether it be in the form of social, human or organizational, are required to be met by the latter (Galanes, Adams, & Brilhart, 2003).
Conceivably, the level of an organization’s effectiveness is evaluated with the use of stated and established managerial techniques which have long been crucially studied and analyzed by individuals specializing on such field. The critical state of keeping all things in order and the maintenance of the discretionary and regulatory procedures imposed must be consistently attended to meet the universal and generic standards of the organization. The evolution of such theories dwelled not only in the art of styles and forms in administering, but it has fully extended its tentacles in the behavior of members of an organization as well as providing upgraded leadership forms, styles and techniques for the reason that it is believed that the fate of a successful organization lies in the hands of the ‘head’ (Hesselbein, Johnston, & Foundation, 2002). The effectiveness of a leader in governing and the power of supervision play very important roles in motivating and keeping its subordinates perform their duties with regard to argumentative expectations (Rothwell, 2001). Managerial Styles vary in numerous forms by which an organization shall thoroughly fit. The kind of approach used in organizations must in a superior logic adhere with the mission, vision, philosophy and set of objectives, goals and charter of the group. Given such specifications, it will then be easier for the leader as well as for its subordinates to play their specific roles entitled in their respective job descriptions.
The essence of such is sought in the arena of “Human Behavior in Organization,” wherein the role of the leader as well as with its members are properly defined and implemented by which I our organization have thoroughly implemented the leadership techniques for the effectiveness of the latter. Organizational management prudently stresses that the need of the use of organizational techniques and strategies are a must for effective governance (Adams & Galanes, 2005). An organization which tends to fail the certain pre-requisites or requirements of that of an ‘ideal’ or somehow an effective organization, is most likely to fail towards attaining its organizational goals. With the proper usage of these skills, success is whispering in efficiency.
Formulation of Necessary Human Resource Strategies
According to the Management Help (2006), the Human Resources Management (HRM) function includes a variety of activities such as determining staffing needs, hiring of employees to fill the needs of the company, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring that personnel and management practices conform to various regulations, managing approach to employee benefits and compensation, employee records and personnel policies, ensure that employees have — and are aware of — personnel policies which conform to current regulations.
The following topics include in a Comprehensive Management Training Program are as follows: Seminar Workshop on Recruitment of Employees, Orientation on the Employees Benefits from the Company’s Progressive Profit-Sharing Plan, Capability Enhancement Training for Employees in the Management Positions, Orientation Workshop on Collective Bargaining, Harmonization and Team Building Activities and lastly, Leadership Training. Since one has to make use of the available data, observations and on several areas noticed from the first couple of months need development or redesign in assisting the would-be resource persons in coming up with training modules for each components that are customized to any type of organization. Hence, the above topics are brainstormed and conceptualized.
The Comprehensive Management Training Program should include relevant topics like this first component which is a Seminar Workshop on Recruitment of Employees. In this training component, the target participants are the human resources workforce as well as the management level that are directly involve in the decision –making when it comes to developing Criteria or Systems in Recruiting Employees. It has been observed that the growth of the organization has been steady and that it is not expected to diminish anytime soon. The recruitment method that can be adopted should conform to the expectations of the top management that the recruiting method that will be developed is fast, reliable and cost-effective to meet the tremendous staffing needs that have been communicated to the Human Resources Director.
The next component of the Comprehensive Management Training Program is an Orientation on the Employees Benefits from the Company’s Progressive Profit-Sharing Plan (Baron and Kreps, 1999). In here, the comparative salary survey that has found its way to the Human Resources Director’s desk should be included as one of the points of discussion. A resource person that can facilitate coming up with action plans in order to improve the systems on giving out salaries and benefits should be hired. It is important to address this author’s observation and analysis as a Human Resources Director if salary and benefits for most positions are far below national averages. The trainer should facilitate the training in such a way to find out if this will, in time, have an effect on the quality of employees attracted to the company. After this training component has been conducted, this author, the Human Resource Manager will determine if the number of informational requests from employees about their benefits will be reduced. This possible decrease in the number of informational requests from employees about their benefits will eventually lead to decrease in the number of instances where much of this author’s, Human Resource Manager’s productive time was eaten up.
The third component of the Comprehensive Management Training Program can be on Capability Enhancement Training for Employees in the Management Positions. Development training / seminars should be provided to management level staff. For every company, it was found that the quality of people management and customer service practice varies greatly from department to department (Schein, 1987). The couple of departments that clients and vendors seem to try to avoid interaction with, though the majority of departments seem to naturally excel in the way they treat both business and internal clients, can be provided with training on Effective Frontline Services.
An Orientation Workshop on Collective Bargaining, Harmonization and Team Building Activities can be provided as part of the Comprehensive Management Training Program Component IV. Based on the paperwork that have been passed from these lawsuits involving claims of both wrongful termination and discrimination, it looks like there are some aspects of human resources that has to be threshed out. Likewise, there are no measures in placed that would make the company fully confident (Storey and Sisson, 1993).
Since as organizations strive to remain competitive, there is much reliance on the management team and their ability to serve effectively in leadership roles (Molander and Winterton, 1994). Managers hold a great deal of responsibility in terms of managing people and processes. Therefore, it is but important to include in the Comprehensive Training Program the training component on Leadership.
Human Resource Retaining Strategies: The Training Delivery / Communication Options
The training delivery to be used is participative which simulates real scenarios (Schein, 1987). This will be a workshop type of training. Experiential learning should be employed in the training components of the Comprehensive Management Training program aimed at maintaining work effectiveness, retaining employees and create organizational success where employee development is critical.
The communication option to be used in the delivery of training should be simple yet effective. Also, this training program will provide comprehensive information and techniques to develop critical competencies. Training activities will focus on the design and approach to facilitate effective delivery of functions and responsibilities.
The training materials to be used should assist trainers in enhancing their training presentations with materials that are professionally designed and written. Group facilitation skills of the trainers should be maximized to effect intervention strategies needed to maintain effective group relationships and direct groups towards productive goals. Aside from the evaluation of the Human Resources Directors from available data and observations, a Training Needs Assessment and Evaluation conducted prior to the actual training proper help trainers understand and use selected needs assessment and evaluation tools as part of the design and delivery of training.
Human Resource Issues and Challenges to Consider – Including Suggested Solutions
The challenge to have a trained and skilled workforce is the ultimate competitive advantage for any organization (Cowling and Mailer, 1998). The rapidly expanding base of new information and technologies affects every one of us, from factory floor to business office. No matter how capable or successful an organization is, if staff training and continuing education is overlooked, there will be problems in the organization. The challenge is to get the best value for the training dollars spent by choosing training that suits the needs of the company and least impacts the bottom line (Storey and Sisson, 1993).
In order to meet the challenge, comprehensive approach to employee development can be adopted. Set goals and reach them, identifying the needs, developing the right intervention, and delivering a practical, results-oriented solution. Interactive training is designed for the adult learner, requiring involvement in the learning process. Handle specialized workplace challenges with customized group training. Handle challenges specific to the organization. A good approach is to maximize training dollars spent by tailoring content to the organization’s explicit situation to produce the results needed.
Adams, K. L., & Galanes, G. J. (2005). Communicating in Groups: Applications and Skills (Sixth ed.). New York: McGraw-Hill Humanities/Social Sciences/Languages.
Baron, J. N. & Kreps, D. M. (1999) Strategic human resources: frameworks for general managers, New York, Wiley.
Cowling, A. & Mailer, C. (1998) Managing human resources, Arnold.
Galanes, G. J., Adams, K., & Brilhart, J. K. (2003). Effective Group Discussion: Theory and Practice (11 ed.). New York: McGraw-Hill Humanities/Social Sciences/Languages.
Hesselbein, F., Johnston, R., & Foundation, T. D. (2002). On High Performance Organizations: A Leader to Leader Guide (1 ed.). San Francisco: Jossey-Bass.
Molander, C. & Winterton, J. (1994) Managing human resources, Routledge.
Rothwell, W. (2001). Workplace Learning & Performance Roles : The Manager and the Change Leader. Alexandria: ASTD.
Schein, E. H. (1987) The art of managing human resources, Oxford University Press.
Storey, J. & Sisson, K. (1993) Managing human resources and industrial relations, Buckingham, Open University Press.