Human Resources

Title of Assignment

Khalia Hart

University of Maryland

HRMD 610- Issues and Practices in Human Resources

Dr. Mills

April 17, 2019

1. Explain how each of the HR staffing, training and development, and performance management functional areas relates to turnover. Consider: How does turnover impact the HR function? How does the HR function influence turnover?

Turnover often adversely impacts HR function because turnover is costly; it requires a great deal of resources. When turnover is high, HR must determine what aspect of their functioning is causing turnover rates to increase, and then they must figure out how to mitigate it. as such, HR staffing relates to turnover because staffing is the foundation of the HR process. It is the framework to ensuring a good fit between employee and employer. If HR staffing is poor, turnover rates will increase because the correct candidates are not being chosen, as they do not align with the values, expectations, or demands of the organization at hand. However, if HR staffing is done correctly, then turnover should not be high, particularly in the initial months of employment.

On the other hand, HR training and development pertains to turnover because, with poor training and development, staff members may not get a proper understanding of their roles. With poorly-defined roles that have ambiguous responsibilities, staff members will not know how they contribute or if they are being successful. This can adversely affect motivation, efficiency, and productivity, which can further have a negative influence on job satisfaction. As a result, people leave their jobs due to poor training and development, resulting in the turnover rate increasing for the HR department.

Finally, HR performance management and turnover go hand-in-hand because, with little direction in performance or poor guidance being given, staff members cannot improve themselves, resulting in them seeking opportunities elsewhere, causing turnover to increase However, if HR is properly informing staff on their performance, how to improve, and what their strengths are, the staff can be more easily navigated into better internal job opportunities, leadership positions, and so on.

2. Using one of the steps in the staffing (recruitment and selection) function, identify an action that could increase diversity in the organization’s labor pool. Explain how/why that change can be effective, using support from the literature. Then, explain the impact an increase in diversity could have on the organization’s training and development and performance management functions.

One way an organization could increase diversity in their labor pool is through diversity networking. Networking represents a constant, wide-ranging set of actions that can take place at any moment. To make connections to the diverse areas in which possible talent could be obtained, organizations can use social media platforms like LinkedIn or even Facebook. Becoming a part of an internet-based group pertinent to the organization's industry while contributing with them could increase networking potential. Prior to taking on diversity recruitment efforts, however, professionals need to determine the strategic objectives of the firm and examine the degree to which the present organizational reputation, ranking, and culture maintain those objectives (Nwosu, Igwe, & Nnadozie, 2016). Bringing together culturally-sensitive recruitment efforts that hold strategic goals can be done so that value-driven diversity-based objectives, like teamwork and acceptance of how people express their identity in the workplace, are highlighted. Diverse backgrounds and points of view result in diverse experiences being brought to the table, which can bring forth unique ideas and knowledge. By making sure that the staff is made up of people from unique cultural and social foundations, the organization can have a more comprehensive scope of knowledge and points of view (Nwosu, Igwe, & Nnadozie, 2016).

3. Your organization is planning a major organizational change that will impact a number of employees. Some departments will need additional employees with specialized skills and other departments will need fewer employees, leading to a reduction in force (RIF). As the head of the HR department, what steps will you take in planning for both the increased need for employees with specialized skills and the RIF?

The head of HR is held accountable for properly planning reductions in force to maintain harmony between business and HR, including the proper treatment of people being impacted. Initially, it would be recommended to explain to the staff of the reduction in force what is going on. Legal counsel should also be included to determine obligations under pertinent federal and state legislature to make sure discussions align with reduction of force, maintained by attorney-client privilege.

Along with that, the head of HR should figure what obligations by the company have in relation to federal and state legislature, as well as staff and collective bargaining agreements and the business' policies. Examining what HR is permitted to do under the various policies that define their actions must be done to ensure that staff members’ rights are protected and that the company is engaging in legal, appropriate action. What would also be necessary is the first set of staff for the reduction of force being chosen and reviewed based on the selection criteria. It is imperative to ensure that there are no issues with this process under anti-discrimination and anti-retaliation statutes.

Finally, a review of each department will be carried out to determine the needs of the organization, including determining who is no longer needed and what specialized talent needs to be brought in, as well as on what basis (contract, part-time, etc.). These staff will be brought into the organization after the initial set of employees are removed from the force to avoid conflict.

References

Nwosu, M. C., Igwe, K. N., & Nnadozie, C. O. (2016). Managing generational diversity in the workplace: implications for the digital era university library management. International Journal of Applied Technologies in Library and Information Management, 2(2), 1-17.