Assignment 3 HR

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ASSIGNMENT 3 – HR CASE STUDY Amy Rodriguez HRM 300 – Human Resources Management Kevin Reed March 7, 2023

Scenario 1 1. I would first assess the staff on hand to determine what possible skills may be lacking and target those with those specific skillsets we are lacking. The instructional and graphic design positions will require more specialized skills so these would be an important fill for us, as well as project managers who have enough understanding of each position to lead the team as well as customer service skills to work with the customers. I would also hire some potential future leaders that are looking for opportunities to advance from the bottom up as our company grows. As we create more teams, we will need additional leaders that may not be in the current budget, therefore there is a need to build a bench. 2. Since the existing staffing strategy is all about the reassignment of the existing workforce into new opportunities before terminating them, this makes the staffing a bit more challenging. It will take time to assess who can fit into which role, this closes the window on some potential great applicants and may mean that the people we hire may have to be contractors or subcontractors. The fact that every new position requires written approval from 7 people will cause us to miss out on candidates and is simply too lengthy of a process. The HR and management team should meet up front to determine the needs, budget, and number of people needed and the HR team should have the ability to hire candidates when needed without any further approval. The teams should meet and update hiring goals weekly to ensure they are keeping up with the quickly changing environment. The same streamlined process should also be applied to reassignments and subcontractors, the HR team should be able to hire agreed upon candidates without

seeking 7 written approvals, this process is too bulky and the amount of time lost will result in the loss of some great candidates. 3. I would meet these challenges by overhauling and streamlining the process with clear job requirements, numbers of hires needed, a central screening process and a hiring budget in place based on a market study of our competitors. The approvals should come in the process of creating clear job descriptions, as the managers would be able to create a clear picture of what is needed from each role. If needed, the interview process could be set up to allow some of the 7 people to participate in final interviews and the decision making, but those parties would need to be identified and the same person would interview all candidates. 4. Recruitment will begin with the job definitions and identifying the key roles we need to fill. Job Analysis process helps in identifying Key Result Areas/Key Responsibilities Areas (KRAs) such as knowledge, technical, communication and personal skills, mental, aptitude, physical and emotional abilities to perform a particular task. This is a basis for developing questionnaires, devising interview questions, and setting selection requirements. (Juneja) Once this base line is established, recruiting can begin externally and internally. All current employees will have access to current listings, we encourage those within our company to grow as this will ultimately help with retention. The advantage of internal recruiting is that it increases employee commitment and job satisfaction because employees feel they have an opportunity to advance in the company; the employee already works for the company, which shows interest in working at the company; the company already has knowledge of the employee’s work habits; and it is often quicker and less costly than a full external search. (Kimball) The second method of

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recruiting would be external. We can post on our company website, then use external websites such as Linked In and Facebook, creating listings that not only show the listings, but that tell something about our company as well, inviting candidates to choose us over others. We can also you some specialty websites for specific roles, participate in hiring events in our industry, and reach out to peers that might have employees looking for new opportunities. External candidates sometimes bring new ideas and energy to a company, it is important to create a mix within each team. Scenario 2 1. The issues with the Program Manager should have been addressed from the very beginning of the project. During the weekly status meetings when she failed to communicate with the client and only responded to email rather than in person, this should have been a red-flag to the VP that keeping the client up to date was not a focus for the Program Manager and is a conversation that should have taken place a few weeks in. First, I would have had a coaching conversation with my Manager and ensured that she was aware of the level of communication expected, and the correct way to adapt her communication style based on the needs of the client. After one month when the situation had not improved, there should have been a formal conversation outlining the improvement needed with timelines attached for follow-up. During this conversation, there should also have been some fact-finding by the VP to determine if the manager had the skills and understanding needed to lead the team, so that we could have provided additional training and support if needed. Based on that information, the plan can be written and adapted as needed to get the project back on pace. For me, the decision to

replace the manager was not fair simply because the VP was aware of the issue and did nothing to remedy the situation. Sometimes, even leaders need guidance and feedback, especially if they are new in role. In order to evaluate someone, you must provide the necessary feedback and give them the chance to act upon it, not just sit silently while they fail. 2. There are several options to replace the program manager, the job should be posted for everyone to see. The Lead Instructional Designer is a viable option as she has been filling the gaps that the Program Manager missed, I would talk with her to see if she has an interest and encourage her to apply as she is already familiar with the team and works well with them. Both internal and external candidates should be considered, and now that this project has shown some of the possible roadblocks to success, it helps to understand that flexible communication skills will be needed in this role. 3. There are always benefits and risks to promoting an internal candidate, especially one who will be leading a team that they were once part of. The upside is that the candidate is familiar with the project and role, and has already shown that she is capable of doing the work, the project did after all get completed on time in spite of the manager. The downside is that the team might have difficulty seeing a peer as a leader, and I would also question the designer as to why she continued to let the project struggle and didn’t reach out to anyone about the issues that the team is having. If the designer knew enough to step in, she also should have reached out someone regarding the lack of communication to the client which could have resolved the situation sooner. 4. The projects will keep coming if the company is successful and the manager is not a position that can be left unfilled for too long. Teams without leaders can flounder so it

will be important for the HR team to set a hard timeline for filling the role that will give them adequate time to screen and train the new manager but will not force them into settling for a candidate that may not be right. Choosing a candidate under duress will sometimes affect retention as the candidate may not be the correct choice, just the convenient one. They should partner with the VP to determine how long the business can function without the manager, and also to formulate an updated job description that will provide the best candidates for the role. The timeline should be agreed upon by both sides, as well as the parameters and screening tools that will be used to make sure the search is fair and equitable for internal and external candidates. Scenario 3 1. The existing employees staying will be crucial to the continued success of the company as they will be the ones to help train the new team and keep the project on pace to meet future guidelines. The first thing to do is find out why people are leaving, there could be internal and external factors at play, but it is important to determine if there is a pattern in the response to the question. There are several things that can be done to retain them: 1. Do a market survey and make sure that the pay and benefits being offered to the team are equal to or better than competitors. 2. Have an open and honest meeting with the team, share with them what is happening and what the company is doing to stay successful and ensure they will stay in business. Sharing goals and the business plan for the future will get the buy-in from the team and alleviate some of the fear of losing their jobs. 3. Look at the workplace, is it fun and inviting? Are there support systems in place where the team can share their concerns and get help with their well-being? Is it a place your team

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wants to be? If the answer is no, reevaluate and consider some new incentives and benefits for the team . I would also evaluate those who are leaving on a person-by-person basis, if they are crucial to the team then find a way to get them to stay. Maybe that means a salary increase, or it could be something as simple as reassuring them of the company’s plans for success and what their role is in that success. There is a lot of uncertainty right now and information may be the key to getting the team to stay, this will require transparency from the leaders and maybe creating an incentive for those who stay. Incentivizing them on projects as they are completed will give them some buy-in to the deadlines and ownership. If you need the leaders, sit down and talk with them about the core issues and work with them to find solutions. A more accurate answer is that what motivates a person depends on their specific situation. As is true of benefits, understanding a compensation requires what drives human motivation requires an understanding of where each person is in terms of their financial well-being and professional career development. Just as employees expect a personalized approach to benefits, employers who recognize that employees have different preferences for different types of rewards—from cash to recognition to autonomy—will have a better chance of not only getting an employee’s initial commitment but keeping that person onboard and motivated. (Lumen) 2. As I stated above, sharing the goals and incentivizing them to meet future goals could get the team going. There has been change, and change is difficult to work through, find some stability for the team and a common goal for them to work towards. The first step, of course, is to identify the behaviors that are important to your company. Those activities might include enhancing customer relationships, fine-tuning critical processes

or helping employees expand their managerial skills. (Entrepreneur) These are the behaviors or measurements you want to use to incentivize the team. Put a dynamic leader in place that actively listens and celebrates the wins with them along the way. Use compensation, recognition, benefits, and appreciation wrapped up in a sense of teamwork and success. The best way to keep them on board is to make them feel as though they are a part of it all, and be open and transparent to avoid gossip and speculation taking over. 3. Filling the team has to be a focus for everyone involved. While the HR team plays a crucial role in recruiting and evaluating the talent, the job postings must be created with the leaders to ensure that not only the definition of the role is accurate, but that the key competencies and requirements of the candidates are agreed upon by all. The screening process must be clearly defined, timelines and training plans in place and the focus the same for all involved in the hiring process. I would post the positions internally and externally while ensuring we have the systems in place to handle the screening and interviewing process and have the budget and financials available to be able to offer the candidates of our choosing quickly. Scenario 4 1. Internal and External recruiting strategy continues down the same path we have been using. Internal opportunities are so important, especially as the team has been dealing with change and part of our retention process is to keep this team engaged and challenged, new opportunities are a great way of doing this. The internal postings will be first and will be visible to all employes. Externally, we will use websites and social media, again focusing if needed on industry specific websites for specialty roles. Linked In and social media continue to be inexpensive options, and seeking referrals from

current employees may be another potential incentive for them to stay and grow with monetary incentives in place for anyone they recruit. If hiring within the timelines becomes an issue for us, the last result would be to reach out to a recruiting firm, providing that the fees involved stayed within our budget. We could also consider working with local colleges for entry level positions or consider taking part in hiring events around our community. 2. As a company, we have evaluated and come up with what we consider a fair compensation package based on our location, the work involved per position, benefits common to our industry, and incentives for each level of our team to keep them engaged. While needing to stay within a budget to be successful, we realize that from time to time we may have to do a market evaluation to determine if our package is competitive, especially if retention becomes an issue. By completing exit interviews, we have identified when compensation is a factor for employees leaving our company and can act accordingly if there is a trend. It is necessary for the HR team to keep up with trends in the market and worldwide that may affect what employees consider a necessary benefit, therefore these studies and constant monitoring is done by our benefits team to keep us current. For example, the trend for total employee wellness as a focus led us to re- evaluate standard healthcare benefits to ensure that mental health is considered just as strongly as physical health, also providing access to mental health guidance 24/7 for our teams. While this may not be monetary, it is a benefit that many employees were looking for. 3. As our business grows, we will need to introduce, integrate and train teams quickly. To do this, there will be two different types of training required for our new teams. Initial

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training and orientation for all new employees will be completed online, this includes initial paperwork and introduction to the company and will cover items such as policies and procedures, harassment training, ethics training, and basic skills that are required for the specific job at hand. Remember that orientation is their introduction into the company culture and needs to be treated accordingly. E mployee retention starts the moment you hire the employee. Not only should you consider strategies to increase their satisfaction with your company, but you also need to find ways to help them understand their role and integrate into the team quickly. After all, almost 28% of new employees quit inside the first 90 days of employment . (Sage) Then, the employee will be assigned to a team, and within that team they will have a trainer/mentor that they will shadow for an additional 10 days to integrate into the team. At the end of the training, the new hire will partner with HR and their mentor to set up any follow up training needed and evaluate the performance thus far. Another way to integrate someone into the team is to allow them to shadow a current employee that is performing the same role, there are those that are visual learners that may find shadowing a faster way to integrate that more standard training. Shadowing also creates a relationship with a peer in the same role for future learnings. Mentors are key to an employee being integrated quickly, ensure that the relationship between the two is going well for both by checking in frequently. 4. Performance issues need to be addressed in a timely manner. Not handling performance issues quickly is one of the reasons that employees leave a company, it is discouraging to work with others that consistently underperform or violate policies with no repercussions. We have a policy and procedure manual outlining the expectations of each role in our company, and also the behaviors that are expected and those that will not be tolerated.

Employee performance is evaluated based on their goals and productivity standards, if they are not meeting their goals supervisors will first fact find why the employee is struggling. Factors can be internal or external, and the supervisor will determine if the issue can be course corrected through coaching and training, or if it is a policy violation, they can partner with their HR team depending on the severity of the situation. Performance issues will be managed in two ways, the first through training and coaching, in the hopes that we can get the employee performing up to speed. If this doesn’t work, or the issue calls for it, the issue will go through the disciplinary process, the steps of which will be determined by the severity of the issue. Some, such as harassment or discrimination, misuse of company assets, or blatant safety violations, can be grounds for immediate termination. All are outlined accordingly, and can be handled by a partnership with the Manager and HR team that will start with an investigation.

References: Author, G. (2019, August 5). How to integrate new hires into your team effectively - sage HR blog . Sage HR Blog | Easy to implement HR tips! Retrieved March 5, 2023, from https://blog.sage.hr/how-to-integrate-new-hires-into-your-team-employee-onboarding/ EBSCOhost Research Platform: EBSCO . EBSCO Information Services, Inc. | www.ebsco.com. (n.d.). Retrieved March 5, 2023, from https://www.ebsco.com/products/ebscohost- research-platform Entrepreneur. (2005, January 10). The best ways to reward employees - entrepreneur.com . Entrepreneur. Retrieved March 5, 2023, from https://www.entrepreneur.com/growing-a- business/the-best-ways-to-reward-employees-entrepreneurcom/75340 Role of job analysis in establishing effective hiring practices. (n.d.). Retrieved March 5, 2023, from https://www.managementstudyguide.com/role-of-job-analysis-hiring-practices.htm Human Resources Management . Lumen. (n.d.). Retrieved March 5, 2023, from https://courses.lumenlearning.com/wm-humanresourcesmgmt/chapter/compensation-and- motivation/

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Assignment 3 HR

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