Diversity and Cross-Cultural Training

Order Instructions:

THIS IS A TWO-PART ASSIGNMENT. PLEASE TYPE ALL ANSWERS UNDER THE QUESTIONS.

ASSIGNMENT INSTRUCTIONS FROM THE INSTRUCTOR:

Use your Blanchard and Thacker text, Effective Training, to complete the following:

Analyzes course concepts, theories, or materials correctly, using examples or supporting evidence.

References:

Blanchard, N. P., & Thacker, J. (2013). Effective training (5th ed.). Upper Saddle River, NJ: Prentice Hall

ASSIGNMENT:

PART 1: Diversity and Cross-Cultural Training

Working with coworkers who are from a different background, culture, or race from our own can be a challenge. Training people in how to function in a multicultural environment is critical to organizational success today. It can be very challenging for a training professional to develop and implement cross-cultural training. This is definitely one place for active involvement in the training program, and is critical to the program’s success.

1. Briefly describe a diversity or cross-cultural program that you have attended that was successful.

2. Why do you think this program was a success?

PART 2: Employee Orientation Programs

You have most likely been part of a formal or informal new employee orientation program. Some of these experiences may have been positive and effective, while others may have been less than effective.

1. Briefly describe a new employee orientation you have experienced.

2. Provide two specific reasons why you feel the program was effective or ineffective.

3.What changes (if any) would you recommend to improve the program and your experience?

SAMPLE ANSWER

Employment and development training

Part 1

Diversity refers to the differences that occur in human beings that are found in a particular institution, firm, organization or society. The difference comes in many forms that include race, religion, ethnic background, language among other things (Adra et al., 2011). These aspects that differentiate one individual from another are very common in the whole world. Therefore, the global approaches of managing these aspects that differentiate one individual from the other assist us in working towards a common goal (Adra et al., 2011). The common goal focuses on a particular setting as in an organization, where the goal may be to achieve the strategic business objectives of the organization.

However, this paper will focus on the various activities aimed at managing these cross-cultural differences among employees of the same organization. The efficient management of diversity has a lasting positive effect on the productivity of every employee as well as that of the whole organization. I happened to get a chance to attend a seminar on the understanding and dealing with diversity in an organization. The seminar ran for one week. During the one week, many activities ensued. The theme of the seminar was,” using diversity to attain a successfully diversified working environment”. According to me, all the activities that I took part in aimed at working towards realizing the objectives of the theme.

The program can be classified to be a training or development program. Almost all the activities’ goal was to develop and train employees’ organizational behavior that would tolerate and embrace the diversified nature of organizations. The training helped in illustrating that discrimination would only work towards hindering the progress of the company. Therefore, the earlier individuals embrace diversity and use it for a better purpose, the better it will be for everybody in the organization.

The program was a complete success. The reason being that employee interaction increased by a significant amount. I personally witnessed that. Therefore, the communication process in the organization became more efficient.

Part 2

However, some orientation programs aimed at successfully integrating an employee into an organization are quite useful. One such program I encountered during the seminar is the get to know each other program. The program entailed different activities that gave a new employee a clear picture of the structure of leadership in the organization. Moreover, it provided the employee with a distinct perspective on what channels of communication one should use for each situation encountered. Furthermore, it gave me an opportunity to get to know other employees, supervisors, HR and managers in the organization. Also, to get to know who to talk to in every situation that I deem sees fit to ask for guidance.

The program has its effective side. The effectiveness comes from the point of employee interaction. Once proper interactions are made, it is easier for me, the employee to approach that person privately to discuss different matters that affect the organization. I may even go for clarification or confirmation of an unclear aspect of the organization without a fuss. Alternately, every good thing has its bad side. The bad side of the program is what I considered the first impression made by the very introductions that make the program effective. It is quite common for employees to dislike each other for no particular reason, it is considered human nature.

However, if the dislike is not overcome or dealt with accordingly, the relationship between these two individual is headed for a plummet. Therefore, the first impression made by one employee to another can either work for or work against the common goals of the whole organization.

Alternately, there are some things I know that can be done to alter the negative effect of the program on the employees. One of the most important things to reminding employees from time to time is professionalism. When the employees get to see the situation from a professional perspective. Then interpersonal conflicts will not get in the way of professionalism and working together for the benefit of the organization and themselves.

In summary, it is prudent to develop and train the minds of employees to be able to embrace positively the diversity that occurs in a different situation for the benefit of the common good. The activities carried out to ensure that the above statement is accomplished should be conducted in a professional manner. The better the interpersonal skills held by employees, the better the interaction between employees that is significant to the cause of the organization.

References

Adra, S. F., & Fleming, P. J. (2011). Diversity management in evolutionary many-objective optimization. Evolutionary Computation, IEEE Transactions on, 15(2), 183-195.

Greene, A. M., &Kirton, G. (2016). The Dynamics of Managing Diversity: A Critical Approach.

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Selection and recruitment Essay Paper

Selection and recruitment

Order Instructions:

Selection and recruitment
Recruitment and selection have an important role within the process of leading, managing and developing people. Bratton and Gold (2012, p.239) separate recruitment and selection, at the same time creating a bridge between them in the following statement: Recruitment is the process of generating a pool of capable people to apply for employment to an organisation. Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons more likely to succeed in the job(s), given management goals and legal requirements.

To prepare for this essay:

•Consider your organisations’ approach (or that of an organisation with which you are familiar) to managing diversity – whether it is a preventative approach designed to avoid litigation or a positive and inclusive approach.

•Reflect upon best-practice examples of selection and recruitment.

SAMPLE ANSWER

COLL. W3: Selection and Recruitment

Introduction

Selection and recruitment play a key role in the functioning of an organization. Recruitment and selection allows entities to generate a pool of potential candidates to execute specific tasks as well as choose the most competent ones to be part of the organization. Organizations as well adapt to various approaches to managing diversity for varied purpose, hence, the focus of this discussion.

The approach that my organization has taken to manage diversity is a positive and inclusive approach. This approach is part of the organization policies and initiatives to ensure that all people work as a team to ensure achievement of the organizational goals and vision (Equality and Human Rights Commission, 2010, p. 3). The organization embraces and respects human rights principles of equality, respect, fairness, autonomy, and dignity. These are values espoused in the organization across its functions.

The work place culture is welcoming as everybody is treated with dignity and respect and this makes all people to feel valued (Holloway & Carnes, 2011, p. 79). All employees in various departments are important despite having different skills and level of competency because they contribute to the success and achievement of the organization goals (Ekstrom, 2008). The organization has put in place policies on human rights and equality, dignity at work, working conditions, fair recruitment, employee welfare, and procurement practices. Employees and other members of the organization as well understand the values in the organization and therefore, participate in the decision-making as well as in development of policies. The participation of employees in such issues makes them to have sense of belonging hence, improves their morale and productivity.

Part of the workforce is made up of underrepresented groups and local communities. The customers as well come from the local community (Equality and Human Rights Commission, 2010, p. 4). Furthermore, the organization encourages all its employees in various job groups to consider advancing in their careers. Sponsorship opportunities are availed to all the employees that show interest regardless of their group levels. There is no segregation and unnecessary hierarchies in the organization as well. Senior staffs and management are in the forefront in promoting inclusive strategies and ensuring that they are supported fully.

The reason for adapting to this approach is because, the organization acknowledges the potential of working with people from various cultures, background, and races. These people have different experiences that if utilized well can benefit the organization; creativity and innovation in the organization is deemed to improve (Ekstrom, 2008). Other benefits for embracing this positive and inclusive approach are to help the organization attract new talent, maximize productivity, and increase employee commitment through utilization of potential of different individuals. It also has helped to promote the brand reputation of the organization in the public eye.

Organizations need to embrace best practice in their selection and recruitment process. This is achieved by considering job related factors when recruiting and selecting candidates to fill up the vacancies. They also need to consider merit and other employment principles during this process. Example of best practices is to have a plan. Planning before recruiting and selection will allow the organization to understand the skills required (Piedmont & Weinstein, 1994, p. 255). Through job analysis, the organization is able to determine the best criteria of selection and recruitment. Potential candidates should be given an opportunity to apply for various job openings. Marketing is also important hence, the organization should use appropriate communication channels to reach wide and potential candidates. Candidates should be shortlisted, then invited for an interview to select those that meets the threshold. The process should be fair to all candidates. For example, candidates that merit should be considered regardless of their races, ethnicity, color of skin or their place of origin provided they handle their duties well to achieve the organizational goals. It is also best practice to provide feedback to unsuccessful candidates and a person should be assigned by the interview board to advise them on what they should do next.

In conclusion, with globalization, organizations have to embrace diversity. Adopting a positive and inclusive approach is beneficial to an organization as it foster increased productivity. Using best practices in selection and recruitment such as providing equal chances to applicants is also important to promote the success of an organization.

Reference list

Ellis, C, & Sonnenfeld, J 1994, ‘Diverse Approaches to Managing Diversity’, Human Resource Management, 33, 1, pp. 79-109, Business Source Complete, EBSCOhost, viewed 27 August 2015.

Ekstrom, G. (2008). An inclusive approach: A strategy for diversity in the central government sector. Retrieved from: http://www.arbetsgivarverket.se/upload/Avtal-Skrifter/Skrifter/An%20inclusive%20approach.pdf

Equality and Human Rights Commission. (2010). Creating an inclusive workplace. Retrieved from: http://www.equalityhumanrights.com/sites/default/files/documents/publications/an_employer_s_guide_to_creating_an_inclusive_workplace.pdf

Holloway, M, & Carnes, W 2011, ‘Using the new approach to diversity in assessing the effectiveness of achieving managing workforce diversity course objectives’, Review Of Management Innovation & Creativity, 4, 9, pp. 79-91, Business Source Complete, EBSCOhost, viewed 27 August 2015.

Piedmont, R, & Weinstein, H 1994, ‘Predicting supervisor ratings of job performance using the NEO Personality Inventory’, Journal of Psychology: Interdisciplinary and Applied. Vol 128 no. 3, pp. 255-265

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Diversity Management Essay Assignment

Diversity Management

Order Instructions:

Consider the merits and pitfalls of different approaches to managing diversity in organisations. Increased geographical mobility and the prevalence of teleworking are just two of the factors that have led to the ability of employees to work in organisations and contexts that would have been unthinkable even as recently as 20 years ago. This, alongside shortages in key skills, has led to an opening up of workplaces that requires new approaches to managing workforce diversity and the need to question assumptions about what makes an ideal employee.

Although the initial question in this exercise focuses on gender stereotypes in leadership, think about how this is replicated in other job roles and for other sections of society.

To prepare for this essay:

Reflect on the question on page 235 of the Bratton and Gold chapter in this week’s Learning Resources:
A personality questionnaire contains the item ‘I think I would make a good leader’. This question was answered ‘true’ by twice as many men as women, implying that men are twice as likely to become good leaders. What do you think of such an item and its implication?

In your analysis, use your knowledge of leadership, as this question concerns selection strategies, decisions and diversity management in recruitment and selection.

In an approximately 550 word response, address the following issues/questions:

Critically analyse diversity management based on this week’s Learning Resources.

In formulating your essay, consider the following questions:

What are the two approaches to managing diversity?

How does diversity management begin at the recruitment and selection stage?

Diversity Management

Diversity infers to the visible and non-visible variables that exist between individuals of different genders, cultures, race, sexual orientation, religion, marital status, disability, political affiliations, values, family structures, ethnicity and marital status. In managing all this elements, it is therefore essential that an approach to harnessing these differences with the aim of creating a productive environment within the workplace where every individual feel valued and talents are utilized to meet the goals of an organization is initiated (Casanova, p. 84. 2012). It is therefore essential to note that the essence of diversity within a work environment can never be underestimated since it enables a company to use creative and fresh thinking and several perspectives in responding and managing the needs of company’s customers.

According to the learning resources provided this week, diversity and equality management systems within an organization have the capacity to impact the performance of an organization beyond the typical effects of the traditional performance work systems since the former includes the training and monitoring of the processes of recruitment, promotion across the minor groups including the disadvantaged and pay (Casanova, p. 84. 2012). It is essential to note that due to the shortages in talents, organizations need to utilize the full capabilities of all its human resources.

There is also the need to embrace the fact that organizations need to incorporate diverse employees who are like its customers including the need to communicate and understand in reflecting their concerns, a factor that would produce better outcomes (Reichel, Brandl, & Mayrhofer, pp. 332-352. 2010). It is therefore of essence to emphasize on facilitating diversity and encouraging the element of equality considering the fact that if these are properly implemented and embraced, then diversity and equality management can improve the performance of an organization.

Two Approaches to Managing Diversity

It is imperative to consider the fact that managers need to be fully aware of the fact that managing diversity requires a different approach. To effectively manage diversity, it is essential to note that;

An organization needs to brand its image with the sole aim of painting a picture of a company as one that values diversity of its employees. Through this, the company remains in a position of getting recognition of its diversity programs.
Organizations also need to create a culture of acceptance that determines that the organization values and appreciates its diverse workforce.

How Diversity Management Begins At the Recruitment and Selection Stage

In the contemporary market, organizations have resorted to other approaches to recruiting and selecting its employees based on the traditional methods that focus on the supply and demand in the labor market (Reichel, et.al). However, these approaches are now changing, considering the fact that the HR practice is now challenged to consider the element of diversity in employee branding, attraction of talents, and in developing a clear organizational value that would attract the existing and potential employees.

Bratton and Gold state that making the right decision during the recruitment and selection stage requires a collection of relevant information. Considering the element of a diverse labor market, organizations are therefore needed to incorporate this in their recruitment and selection process (Rose, & Leuschner, pp. 265-274. 2012). At the selection stage, it is essential to make decisions based on the issues of diversity and equal opportunity that can either be implemented through the compliance perspective that requires the process of recruitment to adhere to the laws that govern the work environment.

Secondly, this can be incorporated into the strategic perspective that clearly centers its approach on the benefits of employing a diverse labor force (Singh, & Point, pp. 363-379. 2006). Through the management of diversity, an organization remains in place to increase its staff retention and motivation, a factor that would improve its performance in customer relations.

References

Casanova, M 2012, ‘Diversity Charters in Europe’, Profiles In Diversity Journal, 14, 4, p. 84, Business Source Complete, EBSCOhost, viewed 27 August 2015.

Reichel, A, Brandl, J, & Mayrhofer, W 2010, ‘The Strongest Link: Legitimacy of Top Management Diversity, Sex Stereotypes and the Rise of Women in Human Resource Management 1995-2004’,Management Revue, 21, 3, pp. 332-352, Business Source Complete, EBSCOhost, viewed 27 August 2015.

Rose, L, & Leuschner, C 2012, ‘The diversity–productivity relationship in a permanent temperate grassland: negative diversity effect, dominant influence of management regime’, Plant Ecology & Diversity, 5, 3, pp. 265-274, Academic Search Premier, EBSCOhost, viewed 27 August 2015.

Singh, V., & Point, S. 2006, (Re) Presentations of Gender and Ethnicity in Diversity Statements on European Company Websites. Journal of Business Ethics, 68(4), 363-379.

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Human Resource Planning Term Paper

Human Resource Planning

Order Instructions:

Dear Admin,

Human resource planning in your organisation
Bratton and Gold (2012a) point out some of the ways in which work has changed and, in particular, how employees’ demands for increased flexibility, teleworking, off-site working and outsourcing have impacted the way organisations develop and implement their workforce plans.

1 Review the attached files.

2 Discuss in the essay the concepts of talent management, employee engagement, and flexible firm.

3 Focus on your organisation and how it works in terms of its talent management strategy and employee engagement.((Note: I work in an airline as a ground staff))

4 Consider the concept of the flexible firm and how this affects employees’ work experience.

Also,
1) The answer must raise appropriate critical questions.
2) Do include all your references, as per the Harvard Referencing System,

3) Please don’t use Wikipedia web site.
4) I need examples from peer reviewed articles or researches.
5) Turnitin.com copy percentage must be 10% or less.

Note: To prepare for this essay please read the required articles that is attached or sent by email.

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

Human Resource Planning

Introduction

The economic crisis and the recession later that hit the world economies in the late 2000s necessitated the need for adequate planning when recruiting and deploying the employees. There were plans to make available data that could be used to foresee the days ahead. The plans focused on the employee demands and their supply. However, there was a limitation, in that; the data from the past could not provide insight into the future. This situation caused the recruiters to become creative in how they recruit, place and manage their workforce. Visible consequences are the emergence of human resource trend that focus mainly on talent management of their staff, employee engagement and the concept of a flexible firm.

According to CIPD (2014), the concept of a flexible firm focuses on classifying staff as peripheral or core employees. These employees could provide the firm with flexibility in terms of finances, function and numbers. Core employees should be those considered as important functionally. These are the employees with multiple skills in an organization. Peripheral employees are the workers who are availed only when required. They provide numbers and additional skills to the core employees. They are usually in short-term basis or on contracts. Others may be outsourced when necessary. The human resource could, in this way, become very productive and functional when they organize their workforce to be efficient on costs and skills. However, this concept has some challenges. The peripheral employees who work at odd hours and on temporary basis face job dissatisfaction. This phenomenon of irregular and unpredictable availability of work has severe consequences on the organizations’ structure in both a domestic and social setting. These employees do not choose the working environment but rather accept as a way to get a more stable employment plan. Putting a large number of employees in temporary positions could be detrimental in the fields of customer service as employees are not satisfied with their jobs (CIPD, 2014)

Organizations including airlines have realized that employees are not just workers but are people who have aspirations at personal levels (CIPD, 2013). This realization has led many human resource managers to welcome the notion of developing and nurturing these talents possessed by their staff. To increase productivity, it has become increasingly important to retain core employees rather than increase their turnover. Airlines make decisions to invest in improving the talents of both their ground and above ground employees. The ground members of staff, with rare and excellent talents, are given priorities in all matters. There is a growing effort to retain these employees as they have the required skills that cannot be easily replaced. A majority of employees working in airlines expect their employer to develop their talents and skills to some level. They also expect to replace their seniors who leave the airline as they believe they have the required skills and talents to take over (Caplan, 2011).

Employee engagement is a concept that employers have adopted to tap more than the physical presence of their employees (Valentin, 2014). This move is necessarily so when employees who offer more numerical and planning for the organization. In an airline, this employment strategy has gained more profits and higher productivity. If airline employees are physically present in a positive manner, they will contribute on intellectual matters concerning the airline. They also connect with their colleagues and have positive emotions. Employee engagement is in three ways where the intellectual engagement involves hard positive thoughts on their work and how to perform tasks better. Effective engagement involves feeling good when performing the required work tasks while social engagement involves being actively involved in discussions that are related to the work the employee does. Airline employees with these different engagements are more productive and are satisfied with their jobs (Valentin, 2014).

In conclusion, it is important for most organizations to embrace these emerging trends in their human resource departments. Whenever an airline company develops such strategies, in talent management, employee engagement and flexibility of their recruitment strategy, their employees are more motivated and thus become more productive.

References

CAPLAN, J. (2011). The value of talent: promoting talent management across the organization. London, Kogan Page.

CIPD (2013) Employee engagement [Online]. Available from: http://www.cipd.co.uk/hr-resources/factsheets/employee-engagement.aspx (Accessed: 2 March 2015).

CIPD (2014) Employee outlook: Autumn 2014 [Survey report, Online]. Available from: http://www.cipd.co.uk/hr-resources/survey-reports/employee-outlook-autumn-2014.aspx (Accessed: 4 November 2014)

VALENTIN, C. (2014) ‘The extra mile deconstructed: a critical and discourse perspective on employee engagement and HRD’, Human Resource Development International, 17 (4), 475-490.

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HRM and Performance Sharpening Line of Sight

HRM and Performance Sharpening Line of Sight Order Instructions: For this assignment, you will need to read the following article:

Strategy, human resource management, and performance: Sharpening line of sight’.

Download the article from the following link:

http://ac.els-cdn.com.ezproxy.liv.ac.uk/S1053482211000490/1-s2.0-S1053482211000490-main.pdf?_tid=f223fe46-46fe-11e5-9b4c-00000aacb360&acdnat=1440049830_f16af7fae9c12d4c4ff7b4a805d710b1

I will send the article by email as well.

After you have read the article, complete the following:

Identify and analyze the relationship between an organization’s HR strategies and performance outcomes.

HRM and Performance Sharpening Line of Sight Sample Answer

Success in an organization is dependent on many factors. Some of the core factors that brings success in an organization included; efficiency in operations as a result of individual, group and organization performance, customer satisfaction and sustained competitive advantage over other competitors in the market. Human resource is considered as a source of competitive advantage (Buller, & McEvoy, 2012). This is because each and every activity in an organization is done people working in the organization. Therefore, human resource strategies and practices such as recruitment, selection and development of employees influence organization performance.

Previous research shows that effective implementation of strategy by Human resource in the organization is important. Its importance is exhibited as a support activity, and when integrated with other value chain activities in the organization. Companies utilize human resource strategies to achieve sustainable competitive advantage. The relationship between organization’s human resource strategies and performance outcome can be understood in light of the following different views. That is Resource-based view, human capital development and social capital development.

Resource-based view: The performance of organization is linked with the amount of resources a firm possesses. Resources such as capital, machinery, intellectual property and human resource are a source of competitive advantage. The resource-based view makes an assumption that firms are not identical in nature, but rather unique depending on the resource they own (Guest, 2011). Therefore, a firm will attain sustainable competitive advantages when it possesses resources that are rare, valuable, non-transferable, non-imitable, non-substitutable, and possess the ability to utilize such resources. Therefore, Human Resource Management practices help to develop valuable, rare, and difficult to imitate or to substitute workforce for the organization. The HR department is responsible for developing organization capabilities to achieve the firm’s strategic goals.

Human capital development: The HR strategies assist in developing human capital that directly impacts on the organization’s performance. Human capital is defined by the knowledge, skills and abilities that individual employee possess or as a team (Buller & McEvoy, 2012). Human Resource practices, for instance, recruitment, selection and development of employees through training, motivation, and support help to improve the organization performance. Therefore, by developing a unique team of workers, the human resource strategies influence the performance of the company.

Social capital development: The Human Resource enhances employee and organization performance through the development of social capital. Social capital refers to the nation of relationships that is, social processes and structures established between people within the organization and outside with the different stakeholders of the organization. Firms with high level of social capital are perceived to have a competitive edge over its competitors and thus perform better (Alfes et al., 2012). The human resource management handles the social development of employees through the encouragement of active participation at work, working together as a team, motivation of employees with the objective of improving organizational performance and thus organization sustainability.

In conclusion, HR practices and strategies in developing a valuable team of employees help to give an organization competitive advantage in the business environment. The HR helps in developing a potentially valuable human capital through HR practices such as selection, recruitment, and training to improve their performance (Bratton & Gold, 2012). As such, influence performance in the light that more positive resources are developed resulting in better organization’s performance.

HRM and Performance Sharpening Line of Sight References

Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), 43-56.

Alfes, K., Shantz, A., & Truss, C. (2012). The link between perceived HRM practices, performance and well‐being: The moderating effect of trust in the employer. Human Resource Management Journal, 22(4), 409-427.

Buciuniene, I., & Kazlauskaite, R. (2012). The linkage between HRM, CSR and performance outcomes. Baltic Journal of Management, 7(1), 5-24.

Guest, D. E. (2011). Human resource management and performance: still searching for some answers. Human Resource Management Journal, 21(1), 3-13.

Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. Palgrave Macmillan.

Competencies and Skills Needed by a HR Strategist

Order Instructions:

Identify, assess, and evaluate the competencies and skills needed by an HR strategist.

SAMPLE ANSWER

Competencies and Skills Needed by a HR Strategist

Globalization and other environmental changes are transforming how companies create value and conduct business activities. Many organizations are focusing on issues and opportunities relating to creating value through efficient utilization of human capital (Cohen, 2015). This trend has made it necessary that HR strategists possess particular skills and competencies to perform their duties effectively to the best of their abilities. The key role of an HR strategist is the improvement of business team partnership and consultation, the configuration of human resource consulting, products and services with the organization strategy, and human resource strategy development. Below are some of the core skills and competencies that human resource professionals need to complete their duties and responsibilities in their organizations.

Leadership and navigation skills: An HR strategist is an important person in the HR department who handles selecting ideal candidates to work in the organization. HR strategist requires leadership and navigation skills so as to direct and contribute to inventiveness and procedures within the organization.

Business Acumen: HR strategist should possess business acumen skills so as to be able to comprehend and utilize information with which to contribute to the organization’s strategic plan (Brockbank et al., 2012). Therefore, enable the organization to use information effectively as a basis for developing strategies to gain competitive advantage.

Good communications skills: Good communication skills are also paramount to allow HR strategist to exchange effective information with different stakeholders of the organization.

Talent acquisition and retention: These skills help HR Strategist to build and maintain the organization workforce. The HR demonstrates value by developing, implementing, evaluating individual and organization practices for recruiting, sourcing, hiring, orientation and retention of skilled workers.

Interpersonal skills and Relationship Management: Interpersonal skills are important for HR strategist so as to enable them to engage employees properly. This helps to create a bond among the employees, supervisors and other stakeholders centered on the mission, vision, values and goals of the organization (Brockbank et al., 2012). The Human Resource creates value by developing effective strategies to address issues relating to performance, motivation and attitudes of all the employees at all levels.

Business and cultural effectiveness: The HR strategist should possess the ability to value and consider the perspectives and backgrounds of all the different stakeholders in the organization.

Critical evaluations and thinking: A HR strategist should possess critical thinking and evaluation skills to enable them to interpret data and information with which to develop strategies, make business decisions and recommendations in the organization.

In conclusion, The HR strategists should possess the skills as mentioned above to enable them to perform their core duties of developing strategic plans. That can help an organization to create success and value for the all the stakeholders. The human resource professionals must be fully competent in strategy development, implementation, and evaluation (Cohen, 2015). The HR strategist helps in giving their expertise and knowledge by contributing to the development of business strategy. They also assist in the developing, implementing and evaluating of different human resource strategies aimed at achieving the organization goals so as to gain a competitive advantage and help achieve organization sustainability.

References

Brockbank, W., Ulrich, D., Younger, J., & Ulrich, M. (2012). The Future is Now: HR Competencies for High Performance. Employee Relations.

Cohen, D. J. (2015). HR past, present and future: A call for consistent practices and a focus on competencies. Human Resource Management Review, 25(2), 205-215.

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Planning and executing HR strategy using talent development approaches

Order Instructions:

Dear Admin,

As you read Chapter 2 of Bratton and Gold (2012) (file is attached or by email), you will begin to understand the various ways in which human resource strategy is made and used in organisations. You will notice that many of the models follow a traditional framework of strategy making whereby human resource or people issues become second- or third-order (Purcell, 1989) concerns. The two alternative views of strategy provide a perspective in which the workforce becomes central to the success of the firm and throughout this module; this is the approach that you will be encouraged to take.

Reference:
Purcell, J. (1989) ‘The impact of corporate strategy on human resource management’. In: Storey, J. (ed.). New perspectives on human resource management. London: Routledge, pp.67-91.

To prepare this essay:

1)Think about human resource and people elements of organisational strategy.

2)Discussing the ways different organisations plan and execute HR strategy using talent development approaches.

3)Extending the conversation into new but relevant areas regarding HR strategy and talent development.

Also,

1) The answer must raise appropriate critical questions.

2) Do include all your references, as per the Harvard Referencing System,

3) Please don’t use Wikipedia web site.

4) I need examples from peer reviewed articles or researches.

5) Turnitin.com copy percentage must be 10% or less.

Note: To prepare for this essay please read the required articles that is attached or sent by email.

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

Planning and executing HR strategy using talent development approaches

Talent development is of great importance in attracting and retaining very skilled individuals. The senior executives of an organization need to consider that an effective way of attracting and retaining talent entail creating an environment in which talented individuals can develop (William & Kazanas 2010). This paper provides an exhaustive discussion of the ways that different organizations plan and implement Human Resource strategy with the use of talent development approaches.

Strategy is understood as the scope and direction of a business organization over the long term, which attains advantage within a changing environment via its configuration of competencies and resources with the goal of fulfilling expectations of stakeholders (Purcell 1989). Organizations have to plan for the long-term, medium-term, and short-term for them to be successful and to stay competitive within the commercial marketplace or to provide value for public money.

In general, training and talent development is owned by the organization’s HR and is typically based upon the Management Development philosophy of the company, which usually focuses on preparing staff members for future – mainly managerial – jobs (William & Kazanas 2010). In talent development, each employee is trained individually. Talented individuals look for opportunities to grow and they often go to companies which provide enough opportunities for them to do so. Holbeche (2011) reported that if organizations are actually serious with regard to attracting, keeping and developing high-quality talent, they should view themselves as growth platforms in which employees are able to develop themselves quicker than they could somewhere else.

There are 2 key aspects to making sure that companies actually get the best from their staff members. The first one is basically about the decisions made by a company’s top management in how they resource the company and it involves activities like human resources (HR) planning, hiring and selecting staff members, training and developing them and making sure that the company has the right talent to succeed not only in the workforce altogether, but also in its management and leadership potential (Bratton & Gold 2012). The 2^nd element is somewhat more subtle and not easy to manage and is about the organization’s working practices as well as culture, which is influenced by various factors for instance the organisational structure as well as the recognition and reward systems that have been put in place. Managing the human capital of a company entails taking a general viewpoint of the way in which all of these practices fit together and the impact that they have (Bratton & Gold 2012).

For a company to be a platform for talent development, it needs to think holistically with regard to the integration of virtual and physical environments and the management systems which help in motivating, measuring, and developing talent. Talent development is not only about employee training programs. Bhattacharyya (2014) stated that training programs are an effective way of helping individuals to develop a particular knowledge or skill set. As the rate of change increases however, it could become hard to predict the skills that employees would require. In spite of how good training programs are, there could be extra benefit from finding ways of helping individuals to learn faster each day in their work environments. It is worth mentioning that growth opportunities could happen on the job in which staff members may learn from associates and workmates. In essence, this on-the-job model of learning could allow employees to continuously attain the pertinent skills as well as tacit knowledge within their domain (William & Kazanas 2010).

References

Bhattacharyya, DK 2014, Talent Development Process of CPSEs: A Reflection on Practices and Requirements. Journal Of Institute Of Public Enterprise, 37(3/4), 91-99.

Bratton, J & Gold, J 2012, Human resource management: Theory and practice. London, England: Palgave Macmillan

Holbeche, L 2011, Aligning Human Resources and Business Strategy. Amsterdam: Routledge.

Purcell, J 1989, ‘The impact of corporate strategy on human resource management’. In: Storey, J. (ed.). New perspectives on human resource management. London: Routledge, pp.67-91.

William JR & HC. Kazanas 2010, The Strategic Development of Talent. Human Resource Development Press.

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Devolution of HR activities to line managers

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Evaluate the devolution of HR activities to line managers in relation to its impact on the HR profession and for organizational effectiveness.
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Devolution of HR activities to line managers

In many organizational settings today, line managers are involved very much in human resource management (HRM) processes. Over the last several years, business organizations have had to make crucial cost-cutting decisions, including passing to line managers the tasks that are commonly carried out by HR personnel (Maxwell & Watson 2010). This devolution may enable an organization to sufficiently function at a minimal level of operation. The decision of giving line managers more responsibility for an extra number of complex tasks calls for serious evaluation and the organization should consider the disadvantages brought about by working without a human resources team.

Devolvement or devolution is of major importance for the development of strategic HRM. Generally, a number of scholars have identified devolution as being one of 2 crucial constituents for developing strategic Human Resource Management within business circles, the other constituent being the integration of Human Resource Management into the corporate framework (Perry & Kulik 2010). Through the devolution, HR practitioners are freed up from human resources activities. Devolution of human resources activities to line managers is done as a result of various reasons. These reasons are: as an alternative to outsourcing the organization’s human resource function; to accelerate decision making; to place responsibility for human resource management with the managers who are most responsible for it; to provide a more inclusive approach to human resource management; and to lower costs (Brewster & Larsen 2010).

Freedman (2010) studied the changing role of senior HR managers as well as the new business demands which they were facing over and above their old jobs of employee welfare and administration. She hypothesized that line managers may start assuming some facets of human resources functions as part of a complete management role – personnel management, which is the old functional speciality, is fading as HRM become a facet of general management (Freedman 2010). According to Brewster and Larsen (2010), devolution is driven by organizational as well as effectiveness criteria. It is believed widely that responsibilities within an organization have to be located at places that are appropriate and this implies more and more with line managers instead of specialist functions (Brewster & Larsen 2010).

Expectations about the role of line managers in human resource development are changing as organizations are seeking to make the HR development function more strategic and leaner (Reichel & Lazarova 2013). By devolving some HR activities to line managers, line managers are given more ownership and the HR personnel are allowed more time for strategic activities. In addition, this devolution enables the organization to cut costs. The devolution of Human Resources activities to line managers may improve the quality of people management or performance of the organization. In general, for personnel functions to be effective, there needs to be good cooperation, consultation as well as team working between the human resources managers and line managers. As a result of the devolution, an organization would have a closer relationship between workers and line managers with faster decision-making and more effective resolution of problems in the place of work (Maxwell & Watson 2010).

The devolution also provides the line managers of the company with an opportunity of engaging with everyday people management decision-making, whilst human resources specialists could work on attaining closer alignment of a company’s processes and systems with the corporate goals, whilst remaining aware of external environmental changes. Even so, the shortcomings associated with this devolution are: the devolution may bring about confusion as well as conflict with line managers and human resources specialists; and the line managers would need to be provided with more support by HR professionals to allow them to effectively assume new human resource responsibilities (Perry & Kulik 2010).

References

Brewster, C., & Larsen, H 2010, Human resource management in Europe. The International Journal of Human Resource Management 3(3): 54-61

Freedman, A 2010, The changing human resource function. International Journal Of Human Resource Management, 12(5): 54-59

Maxwell, G & Watson, S 2010, ‘Perspectives on line managers in human resource management: Hilton International’s UK hotels’, International Journal Of Human Resource Management, 17, 6, pp. 1152-1170, Business Source Complete, EBSCOhost, viewed 13 August 2015.

Perry, E & Kulik, C 2010, ‘The devolution of HR to the line: Implications for perceptions of people management effectiveness’, International Journal Of Human Resource Management, 19, 2, pp. 262-273, Business Source Complete, EBSCOhost, viewed 13 August 2015.

Reichel, A, & Lazarova, M 2013, ‘The Effects of Outsourcing and Devolvement on the Strategic Position of HR Departments’, Human Resource Management, 52, 6, pp. 923-946, Business Source Complete, EBSCOhost, viewed 13 August 2015.

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Evaluation of Devolution of HR Activities to Line Managers

Evaluation of Devolution of HR Activities to Line Managers Order Instructions: Evaluation of the devolution of HR activities to line managers in relation to its impact on the HR profession and for organizational effectiveness.

Also,

1) The answer must raise appropriate critical questions.

2) Do include all your references, as per the Harvard Referencing System,

3) Please don’t use Wikipedia web site.

4) I need examples from peer-reviewed articles or researches.

5) Turnitin.com copy percentage must be 10% or less.

Appreciate every single moment you spend in writing my paper

Evaluation of Devolution of HR Activities to Line Managers Sample Answer

Introduction

Research demonstrates that there is a growing development that human resource (HR) experts and line managers share proficient obligations for their companies HR practice (Kerstin et al. 2013). Nonetheless, HR experts and line managers usually have conflicting lines of thought and execution on HRM. Some scholars have argued that line managers present the weakest bond when it comes to converting human resource strategy into practice. Research shows that line managers have been engaged in HR practices with the aim of cutting down operational costs. They also provide a comprehensive methodology to HRM in terms of the quickening decision-making process and for purposes of sub-contracting HR functions (Kerstin et al. 2013). The widespread perception indicates that line managers ought to be engaged in particular HR practice, liaising with human resource managers. Another school of thought shows that line managers are expected to lead team building, performance appraisal and managing employee absence. Mutual responsibilities include recruitment decisions, continuous training, disciplinary cases, and flexible working trends. While line managers seem fully engaged in certain HR functions, they have been dismissed as incompetent. The paper evaluates the devolution of HR practices to line managers by looking at conflicting views, contempt for HR practice, lack of skills and competing priorities.

Conflicting views

When it comes to recruitment, line manager holds the view that staffing competent employees is the mandate of the HR department. On the other hand, HRM’s are of the opinion that line managers should assume more responsibility because they comprehend the type of employees required. As such, uncertain limits of obligation with regards to HR practice are fodder for conflict that may curtail efficiency (Scott, Paddock & Colquitt, 2009). Moreover, this drawn-out tragedy may lead to conflicts. On the other hand, line managers are of the view that certain HR policies are far-fetched to implement.

Contempt for HR practice

Further research demonstrates that a section of line managers are not explicit about the HRM obligation and functions. Moreover, line managers uphold the view that HRM is not essential because dexterity and proficiency can only be acquired through hands-on experience as opposed to training and development (Noe et al. 2010). In short, line managers’ contempt for HR training and development foreseeable expose their incompetence when it comes to implementing HR practices.

Lack of skills

Studies demonstrate that line managers lack the necessary competence as well as the professional understanding of implementing HR practices (Noe et al. 2010). That is true when they do not get support as well as guidance from HR specialist. Much as line managers’ incompetence to perform HR activities, they still prefer speeding up decision formulation. The ineffectiveness of delivery is expected to come into view and acceptable by several line managers to get proactive advice from HR experts. For instance, at Hilton HR experts provide significant support including training initiatives, coaching, recruitment performance appraisal, and staff budgeting to line managers.

Competing priorities

Majority of line managers lack adequate time and attempt to participate in HR practices when they are in charge of their work-related duties. Unlike human resource management roles, line managers are expected to think about their tasks first. At Hilton, approximately 86 % of line managers are overloaded, and roughly 76% have temporary job-related pressure (Scott, Paddock & Colquitt, 2009). Furthermore, line managers’ insufficiency in HR practices can sometimes contribute to challenges especially, when they perform human resource responsibility (Henderson et al. 2009).

Evaluation of Devolution of HR Activities to Line Managers Conclusion

Line managers play a critical responsibility in HR. Also; line managers’ accountability and performance in human resource activities have a significant effect on the effectiveness of an organization. The association between HR experts and line managers is described as some form of partnership. However, previous studies (Scott, Paddock & Colquitt, 2009) allege that line managers are a weak connection when it comes to the implementation of human resource practices. The reasons are evaluated from different points of views including; incompetency, competing priorities, conflict with human resource experts and despise for HR Practices. By and large, to enhance and reinforce line managers contribution to human resource practices, there is the need for setting up a correct perception of HR activities, highlighting on training; implementing the utilization of technology.

Evaluation of Devolution of HR Activities to Line Managers Bibliography

Henderson, D. J., Liden, R. C., Glibkowski, B.C., & Chaudhry, A. 2009. LMX differentiation: A multilevel review and examination of its antecedents and outcomes. Leadership Quarterly, 20(4): 517-534

Kerstin, Alfes, Catherine Truss, Emma C. Soane, Chris Rees and Mark Gatenby 2013. The Relationship between Line Manager Behavior, Perceived HRM Practices, and Individual Performance: Examining the Mediating Role of Engagement: Article first published online: 19 NOV 2013

Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright 2010. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Madison, WI: McGraw-Hill Irwin.

Scott, B. A., Paddock, E. L., & Colquitt, J. A. 2009. An Actor-Focused Model of Justice Rule

Adherence and Violation: The Role of Managerial Motives and Discretion. Journal of

Applied Psychology, 94 (3): 756-769.

Effective and Poor Training Implications

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Effective and Poor Training Implications

For over years, lecturing has been recommended as one of the best training tools. However, within the recent years, lecturing has been associated with certain limitations. Nevertheless, lecturing can be a useful tool if its shortcomings are addressed. Some of the instances where lectures work efficiently are in explaining theoretical concepts. In addition, lectures work effectively in motivating students towards realizing their objectives. For example, at the University, the lecturer used this tool to tell us life experiences of most prominent people in the country to relate. Cavas, Ertepinar & Teksoz (2014, p.487) gives that another instance whereby lecturing work effectively is when teaching how students can represent their ideas effectively. The main reason why the lecturers at my university engaged in lecturing was not only for us to develop knowledge, but to be able to realize how we can present concept at the school and in the real-world situations (Newton, Turcker, Dawson, & Currie, 2014, p.35). The other instance when lectures work effectively is when the objective of the lecturing is inspirations. Rather than holding the online discussion, lecturing can ensure that the lecturer feed the audience with the needed inspiration. The lecture can have most effectiveness if the speaker is eloquent and filled with enthusiasm. This spirit makes students vibrant in discussing the concepts being taught. Cavas, Ertepinar & Teksoz (2014, p.486) argues that lectures cannot be useful if there lacks complimentary ‘ingredients’. Ingredients, in this case, mean a high level of humor of the lecturer and allowing a participatory mode of learning. Whenever there is group discussion in lecturing, it is guaranteed that the results will be promising than when there is not.

However, there are some occasions when lectures are less effectively. One of these instances is when it replaces self-apprenticeship. There are some cases when a student needs to learn by himself or herself. Lecturing this student at this time will bring a sense of confusion to his or her studies (Newton, Turcker, Dawson, & Currie, 2014, p.33). The other instances when lectures are less effectively is when it is overextended such that it ends up making students exhausted and bored. In my university, some of the lectures could lecture for four hours that made us develop the negative attitude toward the subject, thereby making us fail terribly in the respective exams. The implication of this is that the students will forget the captured concepts easily. Lecturing without group activities is very ineffective (Cavas, Ertepinar & Teksoz, 2014, p.489). For instance, at my university, the lecturer teaching social theories was unable to incorporate group discussion. Therefore, more questions were left unattended, and students were unmotivated. When lectures are poorly executed, ineffectiveness usually results. For example, at my respective university, the lecturer unintentionally leaves some slide on PowerPoint unexplained. This leaves us with the confusion of what the unexplained parts were meant to educate us with. In addition, Cavas, Ertepinar & Teksoz (2014, p.481), argues that communication style used by the lecturer can determine whether the lecture will be effective or not. When the lecturer stammers frequently or speaks with less enthusiasm, students are more likely to fail in such training. Observably, when there is little involvement of group discussion, lectures will be less effective. This is because critical areas will not be appraised, as the platform to discuss them lacks.

References

Cavas, B., Ertepinar, H., & Teksoz, G. (2014). Sustainability in school of education in Turkey: in the words of lectures. Journal of Baltic Science Education, 13(4), 469-482.

Newton, G., Turcker, T., Dawson, J., & Currie, E. (2014). Use of lecture capture in Higher education-lessons for the Trenches. Techtrends: Linking Research & Practice to Improve Learning, 58(2), 32-45.

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