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Running head: HUMAN RESOURCE MANAGEMENT 1

HUMAN RESOURCE MANAGEMENT 9

Title: Human Resource Management

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Introduction

Having gotten an opportunity to be hired as HRM for the Ford Motor Company, my roles, and responsibilities will be outstanding. First, Ford Motor Industry in an automobile industry incorporated and founded on June 16, 1903, by Henry Ford. It is headquartered in Dearborn, Michigan. Being a multinational automaker, the company makes and sells the most luxurious commercial automobiles and vehicles all under the brand of FORD and Lincoln brand respectively. With its effective HRM and with this golden opportunity to join the team, the company has managed to expand its business to other parts of the world. Some of the specific choices that I will have to look into include overseeing organizational strategy and helping employees directly by ensuring effective person-to-person interaction. I will also help coordinate, plan, and manage HR activities once they are executed. Other specific choices I made before taking up this role involve guiding employees not only through the process of hiring but on other aspects including training, elaboration of benefits programs, labor disputes among other administrative roles that are important to employees within the firm. In this regards, this paper will demonstrate the importance HR managers have over their positive impact and direct influence on all the people in the Ford Motor Company.

Currents Trends in HRM affecting my Decisions, Composition of my Labor Force, Recruitment Strategies and Job Placement

Helping others is both an indication that at long last I will be satisfied and lead a great social organizational benefit. HRM position in the Ford Motor Company is instrumental in ensuring effective employees or simply human connection and having that real impact on both my fellow HR colleagues and the company as well (Kumar, 2011). But irrespective of all these sets of positives that the HRM department in the firm has, there are some of current trends that affect the overall decision making in the section as indicated below:

1. Recruiting and Hiring in a Job Seeker's Market

During the hiring process, certain jobs are problematic. There is a need for us in the Ford to put the focus on retaining talent rather than hiring new workers. With no short-term solution in sight for hiring concerns, I believe in a need to commit workforce development to the existing talents. Besides, putting an emphasis on the career paths that are available for our company will greatly help. But for this to happen there should be continued communication and transparency about the progression of the career (Kumar, 2011).

2. Business Leaders helped by HR Managers in Making Smart Choices

Today, making smart choices is a collective responsibility. Being a current trend in today's business affecting labor force composition, Ford Motor Company has empowered its HR to help business leaders to make smart choices and decisions on these aspects. This new business model for sure will make Ford competitive, profitable, and efficient. As a matter of fact, it is the HR that knows what makes the company tick, an indication that when we help the leaders in the company, its operational management will not cease at all. On the same note, human resource helps firm's executives to analyze and understand both the trends and their workforce in regards to propelling their business models globally.

3. Workforce Shake by the Contingent employees

As the HR staff, we as a team are also mandated to foster mingling among the full-time employees. Both employees that work on contract, part-time and full time needs effective communication from the HR department to handle today's current trends in business. I will make sure that all these employees are fully integrated into a team.

Safeguards to put in Place to Comply with EEOC and other Federal Employment Laws

To comply with the U.S. Equal Employment Opportunity Commission (EEOC) among other federal laws of employment, there are key safeguards that need to be put in place. They include:

1. Becoming Familiar with all Antidiscrimination Laws that are Applicable

Obtaining a firm understanding of all anti-discriminatory laws in pursuit of ensuring that all employees within the firm are not discriminated from any kind of unfairness is fundamental. This should be both at the local and state level. Guaranteeing employees greater protection comes after understanding these sets of laws. Some of the protected classes may include marital status, breastfeeding women, sexual orientation, familial status, gender identity among many others (BUCKLEY, 2016).

2. Developing and Implementing an Antidiscrimination Policy that is Comprehensive

Maintaining an anti-discrimination policy is another safeguard that comes after gaining enough understanding of the existing applicable antidiscrimination laws. This means that we need to maintain it in a clear and concise language so that our employees will be made aware to understand the types of behaviors not tolerated in the workplace.

3. Developing and Instituting Training Programs that are Mandatory to Antidiscrimination

This program must be designed in a way that it can train employees on how to understand and abide by the anti-discrimination policy of the firm. Therefore, as an employer, putting this policy into practice will greatly help because it will eliminate any form of harassment and discrimination.

Other safeguards that ensure that anti-discrimination laws are put in place in the firm include:

· Preparing to investigate any harassment or discrimination complaints from any employee within the firm.

· Analyzing any unintentional discrimination resulting from improper business decisions.

Methods Considered Best Practice for Designing Jobs in the Ford Motor Company

The Ford HR team is a growing team that is committed to envision and creates thoughtful, simple, compelling, and enjoyable jobs that continually inspire both teams and customers to go further. Illustrated are the key methods that are considered best practice for designing jobs in the firm;

1. Experienced strategists

2. Project managers

3. Interaction designing

4. Industrial designing

5. Content creation and designing method

From the above-listed methods, it is clear that designing clear jobs practices will not only help us identify new opportunities but it will allow our company to take action in designing and innovating the future of Ford vehicles mobility and surrounding experiences (Price & Price, 2011).

Available Training and Employee Development Programs

Effective training programs and employee development is key to providing the firm with an innovative project, behaviors, leadership skills, and recruiting strategies. In return, these practices will promote employee development, reduce employee turnover, and retain a flexible, talented, and diverse workforce. Therefore, below are the training programs:

1. Orientation- This is a one-time event and the most common type of employee training program that welcomes and introduces new hires into our company. Approaching employee development in this method calls for effective teamwork, ethics, time management, and adaptability just as (Price & Price, 2011) indicates in his HRM book.

2. Onboarding Training- This training program takes place for a longer period of time in the firm with a primary purpose of enabling new employees to be successful and develop long-term goals that will ensure the effective success of the company.

3. Technical and Soft Skills Development Training- This type of method takes into consideration strategies that will impart room for improvement to employees. It's more of a development-oriented program that helps employees gain knowledge in data analysis, coding, social media management among others. To approach employee development in this method, effective communication skills, problem-solving skills, leadership skills, and presentation skills will greatly help (Armstrong, 2012).

Employee Evaluation

According to (Guerra-López, 2008), employee evaluation is an effective system or a tool used to measure performance. Coming up with performance goals and standards will help us in sailing through today's challenging business practices. Some of the key employee evaluation strategies include;

· Creating goals and performance standards

· Keeping track of employee performance

· Giving the quality of work evaluation

· Understanding evaluation tips

· Consistent improvement

· Peer and customer feedback

· Sales revenue generation

· Responsiveness to feedback

· Being on the budget and on time

The Pay Structure and Benefits Package, and Incentive Programs

In addition, setting up annual salary, benefits packages, and incentive programs is another aspect that is important to the firm and this include:

a. An annual base salary of each employee and,

b. A variety of performance-based benefits and incentives which includes:

· Flexible work hours allowing proper rejuvenation

· Individual accident insurance

· Graduate loan that is interest-free

· Retirement savings (401(k) plan)

· Travel or holiday allowance

· Paid time off

· Health checks and life insurance

· Pension scheme

· Allowances on meals such as lunch

· Offsetting of carbon

Conclusion

In conclusion, it is clear that an organization or a firm with an effective HR in place will scale its heights of production, profitability, and success. This particular department is there to create, put into effect and oversee all the firm's policies that govern its employees. Besides, HR is an important docket in the firm that ensures a proper relationship between the company and the employees. But for this to come true, key strategies such as employee evaluation and development, training programs, effective jobs designing, complying with EEOC and other Federal Employment Laws, current HRM trends, and payment packages as well as incentive benefits must be put into consideration to ensure the overall success of the company.

References

Armstrong, M. (2012). Armstrong's handbook of human resource management practice. London: Kogan Page.

BUCKLEY, J. O. H. N. F. I. V. (2016). EQUAL EMPLOYMENT OPPORTUNITY COMPLIANCE GUIDE: 2017 edition. S.l.: WOLTERS KLUWER LAW & BUS.

Guerra-López, I. (2008). Performance evaluation: Proven approaches for improving program and organizational performance. San Francisco: Jossey-Bass.

Kumar, R. (2011). Human resource management: Strategic analysis text and cases. New Dehli: I.K. International.

Price, A., & Price, A. (2011). Human resource management. Andover: Cengage Learning EMEA.