HR 220 rewriting work

According to Hesser, R. G. (1991), A employee handbook speaks for your company by communicating policies and procedures to employees. It provides employee benefit plans, leave policy, performance evaluation, Attendance and punctuality, employment termination, safety standards, sexual and other forms of employment. This is the certain parts of employee handbook for the organization.

1. A statement of nondiscrimination- St. Jude’s Internal medicine LLC as a organization do not discriminate on the basis of sex, religion, national, race, color, disability. No one will be given a preference on the basis of religion, race, nationality.

The objective of the organization is also to support people with disability like qualified sign language interpreters and print out any material with large font, bold.

2. The firm’s policy on policy on Equal Employment Opportunity-

To further the goal of equal employment opportunity St. Jude’s Internal Medicine LLC for all the employees and for future employees without regard to religion, nationality, disability, sex, age, race, color, veteran status, or any other characteristic protected by applicable law, St. Jude’s Internal medicine LLC, as per every single appropriate law, to enroll, contract, prepare, and advance people in all activity titles without respect to race, color, religion, sex, age, disability, veteran status, national origin or some other trademark ensured by pertinent law.

All business choices should be steady with the guideline of equivalent work opportunity, and just employment related capabilities will be required. All work force activities, for example, pay, benefits, exchanges, social and recreational projects, and so on will be directed without respect to race, shading, religion, sex, age, incapacity, veteran status, national inception, or some other trademark secured by relevant law.

3. The firm’s policy on the internal applicant process; St. Jude’s Internal medicine LLC will give the first preference to the employees internally. Once determined that necessary skills set in meeting the job the interview and job transfer will be followed. St. Jude’s Internal Medicine LLC is employee first initiative. All this will be coordinated through internal intranet.

4. The policy on the external applicant process – St Jude’s Internal medicine LLC will also keep the external policy as an important part of recruitment. Contracting with quality vendors and also job sites to attract, select, retain and train future employees.

5. The policy on selecting new employees- St Jude’s Internal medicine LLC will also take careful attention to select new employees. The idea will be based on skill based (Knowledge, skill and attitude) of the employees to the job requirement.

6. A nepotism statement – Primary basis for appointment and promotion of employees in the St Jude’s Internal medicine LLC shall be based on qualifications and performance as described in the policy. Relationship by a family or marriage might constitute neither leverage nor an inconvenience. No individual might be utilized in a position which will bring about the presence of a subordinate-predominant connection between such individual and any relative of such individual through any line of specialist.

These are the steps I would recommend for the succession planning of the HR manage to HR vice president. The first step would be to evaluate where the HR manager stands in terms of knowledge and skills. This is done through 360-degree evaluation or by looking at the last performance appraisal system. This will bring in a clear analysis of current situation and will help to create a plan around it.

The second step would be to create a training plan to equip the HR manager with skills and attitude to perform the job. This will practically give the HR manager the confidence to perform the job because HR manager does more of operational stuff where a HR vice president does more of strategic direction to the team and organization. The third step would be to do a knowledge transfer on the current situation from the HR vice president to HR manager which will be very useful for the success of the position and the last step would be to have a mentor for at least some point of time to guide, counsel and direct.

The competitive advantage gained through this process is time, efficiency, less training cost, Day one productivity, Quick adaption to the culture, Knowing the system and people. The above are few advantages of doing the succession planning for this role. As this a top management requirement it is crucial to have someone from internal as it brings down the huge cost of training and delay of efficiency on the job. It also requires the cost factor to be very minimal as all the cost of advertising, screening, recruiting, training is close to zero. It also gives the highlight to understanding the culture and people as the HR director is already in the system and his understanding to the system is great when compared to the new comer. Knowing the people in and out is also very crucial for this role as day in and day out the HR vice president will be interacting with all the employees and importantly with the top management.

In conclusion it is clear that organizations will have to go through the process of informing their employees every aspect of policies and process through employee’s handbook. This becomes a guiding principle on how organizations work and operate. For employees this becomes a rule book on how to function in a society. Succession planning is crucial for organizations to manage/promote the talent. It is a huge reward program which can motivate and retain the highest talent in a organization.

Reference

Hesser, R. G. (1991). Watch your language. Small Business Reports, 16(7), 45. Retrieved from https://prx-herzing.lirn.net/login?url=https://search-proquest-com.prx-herzing.lirn.net/docview/214379822?accountid=167104