HRMN 300 Final Project

5

Human Resource Management

Final Exam Case Study

Toyia Haines

March 10, 2019

Scenario 1: Increasing Staff to Complete the First Phase of a Project

HR must determine how many employees are needed for each project. In order to use employees effectively it is important to know when each project ends and so those employees can be moved to different assignments. The training solutions employees would be responsible for rolling out this new training program. Based on the organization chart, it appears that all of the trainers are already assigned to other projects. Therefore, we would need to recruit additional training solutions to employees.

The existing recruitment policies state that current employees who do not have a relevant work assignment must be considered for internal job openings before being terminated. Therefore, the recruitment of internal talent would be the first priority. It is also required that approval is obtained from several different higher-ups before HR can recruit any new employees, subcontractors, or reassign staff. Obtaining permission from multiple upper-level managers can delay the job requisitions being posted and result in the positions being open longer than anticipated.

The recruitment strategy is to post internal job openings in the HR database for interested employees to apply for the openings. I would also take internal recommendations to recruit for the positions. For external applicants, I would hire a recruitment firm.

References

Lumen Learning (n.d.). Selection and Placement Strategies. Retrieved March 08, 2019, from https://courses.lumenlearning.com/principlesmanagement/chapter/16-4-effective-selection-and-placement-strategies/

Lumen Learning (n.d.). Recruitment. Retrieved March 08, 2019, from https://courses.lumenlearning.com/wmintrobusiness/chapter/reading-recruitment/

Lumen Learning (n.d.). Selecting and Evaluating Employees. Retrieved March 08, 2019, from https://courses.lumenlearning.com/wmopen-psychology/chapter/industrial-psychology-selecting-and-evaluating-employees/

 

Scenario 2: The Effect of Firing the Program Manager on Staffing for the Second Phase of the Project

Ordinarily, I would handle performance issues with a performance plan. However, this scenario does not permit the time to do so. Therefore, when the client complained one month into the project about the program manager’s performance, I would have addressed it immediately by removing her from the project. Client satisfaction is the number one priority. The obvious recruitment challenge is time. The project is already underway and has timelines that must be met. It seems that the work is getting done without the project managers involvement. Therefore, instead of attempting to hire a new project manager for this critical project I would temporarily assign one of the team leaders to the project managers position while attempting to find a permanent replacement.

The previous project manager was an external hire who got the job based on her degree and experience in the field. Therefore, it seems like the most feasible option is to hire an internal candidate. Someone who is already familiar with the project.

Due to the obvious lack of time, I think it would be a promising idea to temporarily assign a team leader to the project manager position. This would provide time to get a staff person reassigned to the position.

According to the scenario, the project manager would need to sign off on the hiring of a new employee. However, it seems that the project manager was just fired for poor performance. Therefore, instead of hiring a new employee, I would reassign an existing staff member to the project. In order to do that I would need to communicate with the branch chief, vice president of the training solutions division, the chief operating officer, chief financial officer, and the vice president of human resources.

References

Heathfield, S. M. (n.d.). Progressive Discipline in the Workplace and How It Works. Retrieved March 08, 2019, from https://www.thebalancecareers.com/what-progressive-discipline-1918092

Juneja, P. (n.d.). MSG Management Study Guide. Importance of Employee Retention. Retrieved March 08, 2019, from https://www.managementstudyguide.com/employee-retention.htm

Juneja, P. (n.d.). MSG Management Study Guide. Employee Retention Strategies. Retrieved March 08, 2019, from https://www.managementstudyguide.com/employee-retention-strategies.htm

Juneja, P. (n.d.). MSG Management Study Guide. HR and Employee Retention. Retrieved March 08, 2019, from https://www.managementstudyguide.com/role-of-hr-in-employee-retention.htm

Scenario 3: The Effect of Losing Staff Members during a Staff Reduction

The existing recruitment and retention policies can create a delay because it requires upper-level approval for all new hires. It could take time to obtain the required permissions for hiring.

Employee retention can be impacted by many things, low pay, lack of growth, and motivation cause an employee to seek other employment. According to Module 7 of Employee Compensation, Incentive, and Benefits Strategies, compensation is something that needs to be monitored in order to keep up with current trends and make sure that your employees are receiving equitable pay.

To maintain communication, I would develop a survey to send to all employees asking employees to respond to job satisfaction questions. Making sure to include specific questions about the type of work performed, management style, and work/life balance. I would take the results and develop an employee retention plan.

References

Juneja, P. (n.d.). MSG Management Study Guide. Employee Retention Strategies. Retrieved March 08, 2019, from https://www.managementstudyguide.com/employee-retention-strategies.htm

Lumen Learning (n.d.). Employee Compensation Incentive and Benefits Strategies. Retrieved March 10, 2019, from https://courses.lumenlearning.com/suny-principlesmanagement/chapter/employee-compensation-incentive-and-benefits-strategies/

Lumen Learning (n.d.). Pay Structure and Pay for Performance. Retrieved March 09, 2019, from https://courses.lumenlearning.com/principlesmanagement/chapter/16-5-the-roles-of-pay-structure-and-pay-for-performance/

Wilkie, D. (2018, October 23). Just Because Your Workers Feel Loyal Doesn't Mean They'll Stay. Retrieved March 08, 2019, from https://www.shrm.org/ResourcesAndTools/hr-topics/employee-relations/Pages/employee-loyalty.aspx

 

Scenario 4: The Effect of Additional Workload on Continuing Operations

To hire employees for seven teams I would, first, assess the organization's immediate recruitment needs. Then I would determine how many positions can be filled with internal hires to meet the needs of the business. The next step would be to hire an outside recruiter to streamline the selection process of the rest of the teams.

Hiring can be difficult because the company policies require that approval is obtained from several upper-level managers. This could delay the hiring process as it can be time-consuming to obtain these approvals.

In order to integrate the new hires into the existing workforce, the company would provide training and mentoring. On the job training especially, is an effective way to maintain product quality. In order to proactively manage any work performance issues, I would use performance to utilize performance/development plans.

References

Lumen Learning (n.d.). Pay Structure and Pay for Performance. Retrieved March 08, 2019, from https://courses.lumenlearning.com/principlesmanagement/chapter/16-5-the-roles-of-pay-structure-and-pay-for-performance/

Lumen Learning (n.d.). Employee Compensation Incentive and Benefits Strategies. Retrieved March 08, 2019, from https://courses.lumenlearning.com/suny-principlesmanagement/chapter/employee-compensation-incentive-and-benefits-strategies

Rice University (n.d.). Employee Compensation and Benefits. Retrieved March 08, 2019, from https://opentextbc.ca/businessopenstax/chapter/employee-compensation-and-benefits/