Question

Research a company's HR policy and provide a brief analysis on a few general areas of key HR principles.

Methods used to anticipate staffing requirements: Provide narrative (analysis)

Methods currently in use for the development and training of employees: General Narrative

Methods currently in use for termination: General Narrative

Methods currently in use for recruiting: General Narrative

Methods currently in use for Retention: General Narrative

Answer 1

Through Forecasting of positions, the human resource departments plan for future staffing requirements. Forecasts are based on the estimated demands for products and services. Therefore, revenues are determined first and staffing plans developed accordingly.

Demand are calculated based on company-wide needs or individual units.

Three possible areas to forecast are anticipated personnel headcount, the present supply of internal candidates and the supply of external candidates.

Personnel Needs

Trend analysis is a way, which used to review the past employment, needs to predict future needs. There are two ways used most frequently in trend analysis. The first is computing the number of employees at the end of a certain number of years. The second is the number of employees in a certain function (i.e. sales, marketing, human resources, finance and administrative).

Present Supply of Internal Candidates

Qualification inventories are one way of forecasting inside candidates. A list of employees, their education, any internal training, special skills, and succession planning for promotion is beneficial to the future planning. Second method known as personnel replacement. This define as the employee's present performance and the desire for promotion to additional positions based on performance, skills and experience.

Future Supply of External Candidates

There are many factors to consider for external candidates. They include the geographic area of the company, potential candidates graduating from high school or college, individuals entering or leaving the workforce, the level of skills and experience required to perform the internal jobs and the competing employers for the same skill set. This information is beneficial in determining competitive benefits and salary offerings.

B

Induction Training - Induction training is often given to new employees to make them feel a part of the organization. You can’t expect an individual to deliver results on the first day itself. You need to welcome your employees well for them to feel motivated and comfortable. Induction programs need to be designed sensibly. Too much of information on the day of joining will frighten the new employee and believe me, he/she will not come from the next day onwards. Induction programs help new employees to get acquainted with the work culture and fellow workers. Induction programs need to be short, crisp but informative.

On the Job Trainings - On the job trainings are given to employees at the job place itself by their superiors and Bosses. Managers require to sit with their team members on a regular basis, train them on new technologies, skill sets to help them cope with the changes. On the job trainings are given to employees along with their jobs itself and make them capable to handle bigger responsibilities.

1. Coaching - Coaching is defined as learning by doing and handling various ongoing projects. In this method of training, team manager assigns certain job responsibilities to team members, monitors their performance, points out their mistakes, provides them feedbacks and also suggestions for improvement.
2. Job Rotation - In this type of training, employees move from one position to another, thus acquiring new skills and learnings. Job rotation acquaints individuals with newer roles and challenges and makes them capable of performing any type of task.

Off the job Training - Off the job trainings are given outside the workplace.

1. Seminars/Conferences - Seminars and conferences are effective when training needs to be given to a larger audience. Relevant information, latest developments, new technologies and case studies are discussed on a common platform to acquaint employees with new skill sets.
2. Simulation Exercise - Simulation exercises train the employees in an artificial environment which closely resembles the employee’s actual working conditions.
3. Vestibule Trainings - Employees practice work on the instrument/equipment which they would be using in future when they would be actually working.

C

Employee Furloughs

When business is bad, but not bad enough to permanently separate employees, a furlough can be used as a way to begin the employment termination process. Furloughs can be partial, involving a few hours a week or for periods where employees are temporarily let go until work improves. He may also use the time off to look for a new job, voluntarily leaving once new employment has been secured.

Job Buyout

One way to soften the blow of separating employees is for small businesses to buy out workers. In this the company can first offer separation packages to people who voluntarily choose to leave the company, providing a fixed amount of money for each year of service. That money can be distributed over time or in a lump sum, with that choice typically left up to the employee.

Fire Employees

As difficult as the other methods of separation can be to employee and employer alike, the outright firing of an employee can be the most bitter of pills to swallow. It can also be a very necessary move. By documenting ongoing bad behavior or uncovering one egregious act, such as stealing from the company or swearing at a customer, you can let the employee go immediately. As a small business operator you still need to be mindful of how a separated employee would receive the firing notice as well as the impact on morale for your remaining team.

D

Artificial Intelligence

When it comes to recruiting techniques, Artificial intelligence is already having a huge role in the way businesses find new talent.

• Chatbots: Quickly access candidates, secure suitable candidates, and can direct them to the right role. Chatbots are reactive way of dealing with the mass of excellent talent—already powerful, they have the potential to save recruiters a lot of time.
• Sentiment analysis: This can be used to adjust job specs in the event of biased or off-putting language.
• Talent rediscovery: With an ATS (Applicant Tracking System), AI can scan your data records and find previous candidates who fit the bill.

Virtual reality

VR is an exciting prospect. Some industries have VR headsets designed to engage with candidates largely than ever before.

Utilizing VR shows your business is an innovator at the cutting edge of technology. It sends out positive messages, even if it is timely and expensive to integrate into your recruitment strategy.

Many brands are trying out distinctive experiences to shake up their hiring process—online store Jet, for instance, offers a VR demonstration of its business culture. Candidates can access this remotely from anywhere in the world to see what is in store for them, should they choose to work there.

4. Video interviews

Whether a candidate lives miles away or in another country entirely, the terribly out of date practice of dragging candidates in for interviews is ending.

It is a waste of time and money when we all have access to Skype, FaceTime, Google Hangouts, and various other forms of instantaneous communication.

D

• Recruitment and Hiring − Right and correct resource should be hired in the first place. It calls for quite a lot of time and effort. When the bond between the employees and the organization is cordial and the mix between the required skill set for a particular job requirement is also right, retention is less likely to be an issue.
• Orientation and Onboarding − Treating employees the right way in the early stages of employment is vital and enhances retention.
• Training and Development − Training and development are the key factors in helping employees grow with your company and stay marketable in their field.
• Performance Evaluation − When employees are aware of what they are doing and the areas they need to improve on, it is beneficial both for the organization and the employee.
• Pay and Benefits − While today many employees tend to rate factors such as career development higher than pay, good pay and benefits still count to be the deciding factors for employee retention.
• Internal Communication − Effective communication will help reduce the communication gap in an organization and curb employee attrition. Employees need to know and be reminded on a regular basis how the organization is doing and what they can do to help.
• Termination and Outplacement − Employees who leave on good terms are much more likely to recommend your company, and in doing so, help you attract and retain future employees.