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Respond to each of these peer DQ post with 3-4 sentenses

DQ post 1

If you were the CEO of a large, diversified, multinational company, what value would you expect your HRM function to add to the organization?

With any successful business, the management team is most essential to upholding integrity, protecting the morals and values of the company, following the vision and the mission of the company as well.  With me being the CEO of a large, diversified, multinational company, I expect my HRM to motivate employees to perform at the best of their ability and to ensure all employees maintain a high level of moral.  Respecting different cultures, providing outstanding service and by making sure management governs all rules and policies. 

An article in Small Business states, “Hiring and retaining top talent is a foundation of high-performing companies. HR is largely responsible for building and managing the systems that recruit, attract, hire, train, motivate and retain a company's best employees” (Kokemuller, 2016).  HRM will be responsible for making sure each person who interviews for certain positions are matched with the company.  Concise interviewing, in-depth training and developing innovative, interactive evaluation tools and motivating compensation rewards are also a part of having a successful HRM.  I would also like to see my HRM involved with planning in the organization.  They should be the bridge between the employee to management and management to CEO. 

How would you determine whether HRM was providing value? For example, how would you know whether the HRM function was being effective?

In my company, every department will be evaluated to determine their effectiveness and this also includes HRM.  Each employee will have the opportunity to express how HRM is working for them, what programs, meetings, training seminars, and coaching has been conducted to improve upon the skills and knowledge each employee obtains.  Also the quality of work that put out by the employees will be evaluated and according to their standards, is how effective HRM has been. 

Also each department in the organization must balance each other out in order for the company to be successful.  Organizational goals must be in sync with the output of each department.  For example, if my company produced and sold plus size clothing and my goal is to provide quality, trending, and high fashion clothing at affordable prices, then all of the departments in my company must work to provide that service.  The quality of producing the clothing cannot come from cheap fabric with unskilled seamstresses at a higher price in different regions.  Each department has to maintain its own level of integrity and values of the company. 

Which measures would you use for evidence of effectiveness?

Evaluating the output of products and goods is a good way of measuring effectiveness.  When a company has a HRM that is an advocate for the employee, trains properly, boosts moral, gives incentives and other company perks, employees tend to work harder and more effective.  Their products are also manufactured well.  For example, when I worked for Bose Corporation in their call center, we had weekly bonuses and monthly incentives.  Our weekly bonuses would include either cash money, products, some form of entertainment tickets or a small vacation package.  These incentives had us asking for training classes on different selling techniques, going online and completing some form of online training and competing with our co-workers for the most calls and sales.  HRM made sure management provided us with all the tools necessary in order to become successful. 

How would you assign accountability for effectiveness?

Each department is responsible for some aspect of the organization.  Each manager is accountable for making sure their employees are educated, in their right places, and being productive.  Each supervisor is responsible for a team and each HRM representative is responsible for a certain amount of employees.  Accountability would be assigned according to the employee that manages a particular program, area, amount of employees, or service.  The HRM couldn’t hold employees responsible for making sure all employees are paid, that falls on whoever manages that department.  HRM would be responsible for making sure they hire the right person to fit the job description, turn-over rates, employee retention and salary plus benefits. 

DQ post 2

Human Resource Management (HRM) is connected to legal issues in multiple ways. Questions that can be asked in an interview, protections for certain classes of people, and the rights of a union are influenced by various laws and regulations. In order to understand the numerous laws and regulations, HR personnel must comprehend the governing documents to help ensure their organizations avoid costly fines and penalties. Additionally, it is important to prevent any potential harm to the organization’s reputation as companies look to establish a more diverse workforce. Title VII of the Civil Rights Act of 1964 and The Age Discrimination in Employment Act of 1967 (ADEA) are two key Equal Employment Opportunity (EEO) laws that might impact the hiring process within an organization.

Summarize at least two key EEO laws that might impact the hiring process.

     Title VII of the Civil Rights Act of 1964, as stated by Cascio (2016) “is the most important federal EEO law and the most relevant to the employment context because it prohibits discrimination on the basis of race, color, religion, sex, or national origin in all aspects of employment” (p. 76). Although amended in 1972 to cover all public and private employers, the basic premise of the law has remained intact, in that, all personnel considered for employment shall be evaluated based on their ability to perform the job. This law has experienced two significant expansions as highlighted by Hagen (2011),  “sex discrimination to include pregnancy, childbirth, or related medical conditions, and sexual harassment” (p. 174). Although this law was passed over fifty years ago, discrimination in the workplace continues to be a serious problem in the workplace. As organizations look to expand in the global market, it is imperative that HR departments understand the impact of non-compliance with Title VII.

     As stated by Cascio (2016), “ADEA, as amended in 1986, prohibits discrimination in pay, benefits, or continued employment for employees age 40 or over, unless an employers can demonstrate that age is a bona fide occupational qualification (BFOQ) for the job in question” (p. 80). This law protects the worker from a company that may look to terminate their employment simply based on age. As Feder (2008) describes, “ADEA makes it unlawful for an employer to fail or refuse to hire or to discharge any individual or otherwise discriminate against any individual with respect to his compensation, terms, conditions, or privileges of employment, because of such individual’s age” (p. 1).  It does not protect workers under the age of 40, although some states have laws in place that protect younger workers from age discrimination. This law is particularly important as the workforce age continues to rise and individual compensation for years of experience and wisdom plays a role in employment decisions. “Between 2010 and 2050, the percentage of workers over 55 will rise from 19-24 percent and roughly 75 percent of them expect to work, at least part-time, during retirement” (Cascio, 2016, p. 134). To ensure companies are protected under this law and increase productivity, HR departments must establish policies that promote a well-rounded mix of personnel to take advantage of the expertise of the workforce.

Evaluate steps that an HR department might take to assure legal hiring processes

     An effective HR department should take the necessary steps to assure legal hiring processes are being used in the organization. First, establishing communication throughout the organization is key. It is critical for HR personnel to keep executives briefed on HR compliance issues and recommended solutions, as well as, making sure that the workforce understands their rights. Secondly, creating a clearly stated hiring objective, hiring policy, and job-related standards will ensure the organization hires the right talent. Lastly, as laws continue to change, HR departments should institute a comprehensive training program to guarantee personnel are well versed in employment law.

Summary

     In conclusion, as organizations look to hire a diversified workforce in order to be competitive in today’s global marketplace, it is extremely important that HR departments understand established hiring laws. As the ADP research institute (2011) highlights, “statistics compiled by Jury Verdict Research show that employment lawsuits have risen 400 percent in the last 20 years, with the average compensatory reward in federal employment cases now exceeding $490,000” (para. 3). A successful organization and effective HR team will focus their efforts to implement the necessary steps to remain in compliance and avoid a costly hit to the company’s reputation.