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It is a common problem in workplaces where different people speak different languages. Different regions in the world speak English, Spanish, French and other foreign languages. Persons should not lingo around employees that cannot speak their language because it causes confusions.
A guiding belief is put in place to hire a definite amount of people from different ethnic and cultural groups. This allocation is based on that the approach doesn't allow you to get the most out of workplace array. The diversity challenge is to embrace differences right to the root of the organization. Managers have to listen intimately to the ideas from people from different cultural, race and age groups.
Some people would dare say an offensive slur in the workplace. Discrimination can wait in a more intimidating form that is unnoticed by managers. You have women and visible minorities there at your organization. Small businesses can disguise prejudice in the bud by providing support and equal opportunities to all employees. Promotions and pay decisions on objective criteria. Sales numbers or performance review statistics.
Advances in Technology
Advances in technology will likely impact on human resources on three separate insertions:
ï¶ Changes in efficiencies brought about at local institutions leading to the removal of some positions and creation of others.
ï¶ There will be an elimination of a number of secretarial and other low tech positions.
ï¶There will be a dramatically increased need for health informatics specialists trained specifically to meet the intricate Information Communication Technology (ICT) needs of organizations.
ï¶Generally there will be a shift that will occur within the healthcare industry toward positions requiring higher education and training and higher salaries, which will be funded through cost savings made possible by reducing waste, repetition and costly medical errors.
Human Resource Plan
ï¶ A human resources planner must predict what kinds of jobs the company will need to fill in the future. This might include replacing employees who leave and finding employees to fill positions that don't yet exist in the organization. Job analysis ensures that human resource planners know the skills needed to fill these positions, when employees join the organization and also what kinds of qualifications, and personal qualities successful workers display.
ï¶ Forecasters use computer macroeconomic modeling programs to predict future labor force needs. This type of program uses various financial indicators to determine how a labor force must grow or shrink in response to changes in the labor market. A program can or can't include psychoanalysis of past economic trends.
ï¶ The determination of future employees needs by projecting organization sales, volume of production and personnel required to maintain the output using computers and software packages.
ï¶ Human Resource Budget and Planning Analysis
Equal employment opportunity cannot be denied any person because of his or her racial group or professed racial group.
ï¶ Sex Discrimination
ï¶ Sexual harassment- Includes practices ranging from direct requests for sexual favors to workplace conditions that create an unfriendly atmosphere for persons of either gender. Sometimes including same sex harassment.
ï¶ Pregnancy based discrimination-Pregnancy, childbirth, and related medical conditions must be treated in the same way as other provisional illnesses or conditions.
The Employment (Equal Pay for Men and Women) Act
ï¶ Employers must pay men and women equally. If an employer has both male and female workers in substantially similar positions, he is not allowed to pay them any differently.
ï¶ Employers also must keep records of payment so that they can prove that they have complied with the Employment Act
The Minimum Wage Act
This act created minimum wages for different professions. Each profession has its own base minimum wage. The wage changes with hours and with people whose income is a household income. This act created minimum wages for different professions. Each profession has its own base minimum wage. The wage changes with hours and with people whose income is a household income. Workers must also be paid more on holidays, Sundays and Good Friday .Workers must also be paid more on holidays, Sundays and Good Friday.
Rest day- means in relation to a worker such day of the week as may be excluded from single time work in respect of a worker.
Single time work- means work done during any period not exceeding eight hours on any standard day. Forty hours in any one week of five standard days.
The Holidays with Pay Act
ï¶ Holiday remuneration-the amount of remuneration payable to a worker during any holidays with pay to which he may be entitled under any order.
Casual worker means any worker who is employed from day to day for the performance of a particular task which normally cannot be performed in less than one working day.
ï¶ Worker's earnings-the regular amounts paid by an employer to a worker in respect of the worker's services, but do not include any amount paid in respect of overtime work or by way of bonus unless any payments by way of bonus form part of such regular amounts. Power to provide for holidays with pay, sick leave, gratuities and sick benefit in any occupation.
ï¶ Subject to the provisions of this Act, the Minister may by order direct that workers, including casual workers, in any occupation shall be entitled to be allowed such holidays with pay, such sick leave with pay.
Recruitment and Selection Process
ï¶ Identify Vacancy and Evaluate Need
ï¶ Develop Position Description
ï¶ Develop Recruitment Plan
ï¶ Select Search Committee
ï¶ Post Position and Implement Recruitment Plan
ï¶ Review Applicants and Develop Short List
ï¶ Conduct Interviews
ï¶ Select Hire
ï¶ Finalize Recruitment
Identify Vacancy and Evaluate Need
Recruitments provide opportunities to departments such as aligning staff skill sets to initiatives and goals and planning for departmental and individual growth. Although there is work involved in the hiring process, proper planning and evaluation of the need will lead to hiring the right person for the role and team.
Develop Position Description
A position description also referred to as a job description is the core of a successful recruitment process. From the job description, interview questions, interview evaluations and reference checks questions are developed.
Develop Recruitment Plan
Each position requires a documented Recruitment Plan which is approved by the organizational unit. A carefully structured recruitment plan maps out the strategy for attracting and hiring the best qualified candidate and helps to ensure an applicant pool which includes women and underrepresented groups including veterans and individuals with disabilities.
Select Search Committee
To ensure applicants selected for interview and final consideration are evaluated by more than one individual to minimize the potential for personal bias, a selection committee is formed. The hiring manager will identify members who will have direct and indirect interaction with the applicant in the course of their job. Each hiring manager should make an effort to appoint a search committee that represents a diverse cross section of the staff. A member of the committee will be appointed as the Affirmative Action and Compliance Liaison who will monitor the affirmative action aspects of the search committee.
Post Position and Implement Recruitment Plan
Once the position description has been completed, the position can then be posted to the UCR career site via the ATS. Every effort should be made to ensure the accuracy of the job description and posting text. It is not advisable and in some instances, not possible to change elements of a posted position. The reason for this has to do with the impact a given change may have on the applicant pool.
Review Applicants and Develop Short List
Once the position has been posted, candidates will apply via job board. Candidates will complete an electronic applicant for each position. Candidates will be considered Applicants or Expressions of Interest.
The interview is the single most important step in the selection process. It is the opportunity for the employer and prospective employee to learn more about each other and validate information provided by both. By following these interviewing guidelines, you will ensure you have conducted a thorough interview process and have all necessary data to properly evaluate skills and abilities.
Training and Development
This step identifies activities to justify an investment for training. The techniques necessary for the data collection are surveys, observations, interviews, and customer comment cards. Several examples of an analysis outlining specific training needs are customer dissatisfaction, low morale, low productivity, and high turnover.
By determining training needs, an organization can decide what specific knowledge, skills, and attitudes are needed to improve the employee's performance in accordance with the company's standards.
The needs analysis is the starting point for all training. The primary objective of all training is to improve individual and organizational performance. Establishing a needs analysis is, and should always be the first step of the training process.
Developing Training Program and Manuals
Establishes the development of current job descriptions and standards and procedures. Job descriptions should be clear and concise and may serve as a major training tool for the identification of guidelines. Once the job description is completed, a complete list of standards and procedures should be established from each responsibility outlined in the job description.
Deliver The Training Program
This step is responsible for the instruction and delivery of the training program. Once you have designated your trainers, the training technique must be decided. One-on-one training, on-the-job training, group training, seminars, and workshops are the most popular methods.
Before presenting a training session, make sure you have a thorough understanding of the following characteristics of an effective trainer. The trainer should have:
ï¶ A desire to teach the subject being taught.
ï¶ A working knowledge of the subject being taught.
ï¶ An ability to motivate participants to "want" to learn.
ï¶ A good sense of humor.
ï¶ A dynamic appearance and good posture.
ï¶ A strong passion for their topic.
ï¶ A strong compassion towards their participants.
ï¶ Appropriate audio/visual equipment to enhance the training session.
For a training program to be successful, the trainer should be conscious of several essential elements, including a controlled environment, good planning, and the use of various training methods, good communication skills, and trainee participation.
Evaluate The Training Program
this step will determine how effective and profitable your training program has been. Methods for evaluation are pre-and post- surveys of customer comments cards, the establishment of a cost or benefit analysis outlining your expenses and returns, and an increase in customer satisfaction and profits.
The reason for an evaluation system is simple. The evaluation of training programs is without a doubt the most important step in the training process. It is this step that will indicate the effectiveness of both the training as well as the trainer.
There are several obvious benefits for evaluating a training program. First, evaluations will provide feedback on the trainer's performance, allowing them to improve themselves for future programs. Second, evaluations will indicate its cost-effectiveness. Third, evaluations are an efficient way to determine the overall effectiveness of the training program for the employees as well as the organization.
ï¶ Contract of Employment is an agreement between an employer and employee and is the basis of the employment relationship.
ï¶ The employer has a right to give reasonable instructions to the employees for work at the job. These rights and obligations are called contractual terms.
A contract of employment is made up of two types of contractual terms. These are:
ï¶ Expressed terms
ï¶ Implied terms
Most employment contracts do not need to be in writing to be legally valid.
ï¶ A contract 'starts' as soon as an offer of employment is accepted. Starting work proves that you accept the terms and conditions offered by the employer.
ï¶ Most employees are legally entitled to a Written Statement of the main terms and conditions of employment within two calendar months of starting work. This should include details of things like pay, holidays and working hours.
ï¶ An existing contract of employment can be varied only with the agreement of both parties.
ï¶ Some people might assume that a contract of employment consists of only those things that are set out in writing between an employer and an employee. It's true that many of the main issues, such as pay and holidays, are usually agreed in writing.
Express contractual terms- Express terms in an employment contract are those that are explicitly agreed between employees and employers.
Implied contractual terms- Implied terms in an employment contract are those which are not specifically agreed between the employer and employee.
I chose express contractual because I can monitor amount of wages, including any overtime or bonus pay.
ï¶ hours of work, including overtime
ï¶ Holiday pay, including how much time off employees is entitled.
ï¶ sick pay
ï¶ redundancy pay
Because a contract will still exist even if there is nothing written down, anything which was said to employees by the employer about their rights, and anything which are agreed verbally, should be recorded. It is best to put a contract in writing - it saves a lot of potential misunderstanding further down the line. Simple misunderstandings over what is or what is not in a contract can often be the main cause of employment tribunal claims.
Methods of Compensation
The key to managing performance through rewards is linking the desired performance with the appropriate reward.
ï¶ Total compensation is the complete pay package for employees including all forms of money, benefits, services, and in kind payments
ï¶ Direct compensation refers to the actual salary rates paid to employees for the work they perform.
ï¶ System rewards are automatically given to all employees for merely being members of their organization. System rewards can be defined as being the basic wage rates.
ï¶ Individual rewards are given to employees based on the quality and quantity of their performance. Performance related pay (PRP) is seen as an individual reward policy, where pay is rewarded in relation to the volume of output. PRP can cause divisions amongst workers, where employees become more worried about the fact that their colleagues are being paid more than them.
ï¶ Growth rewards are received by employees for job innovation, learning and improvement.