Assignment on Resource and Talent Planning
21 Pages6031 Words324 Views
Leeds Beckett University
Added on 2020-05-28
Assignment on Resource and Talent Planning
Leeds Beckett University
Added on 2020-05-28
ShareRelated Documents
Running head: People Resource & Talent planningPeople Resource & Talentplanning
People Resource & Talent planning 1Executive Summary In order to accomplish the goals of the organization, the management of a high performingworkforce and healthy and respectful working environment is essential. It comprises oforganization and division of labor, managing labor relations, compensation, granting benefitssuch as pensions, values and ethics, executive management, employee retention policies andperformance and talent management. People management practice and policies refer to establishment of a respectful workplacethrough a meaningful dialogue with all the stakeholders and through cultivating trust and a spiritof collaboration amongst the parties. With the help of people management practices, employeeengagement, empowerment and leadership are promoted at all the levels of the organization. Itinculcates innovative approach and creativity amongst the employees of the organization. So, inorder to develop an efficient people management infrastructure this supports success andresponsibilities of the business, efficient people management governance system should beevolved. So, in this report, the people management issues of LGI, which is one of the sites of The LeedsTeaching Hospitals NHS Trust would be evaluated and resolved in the light of recommendationsregarding the changes in HR strategies and procedures. Furthermore, various theories andframeworks to overcome the resistance will be applied in the context of legal compliance.
People Resource & Talent planning 2ContentsIntroduction.................................................................................................................................................3Identification and discussion of the three key resourcing and talent planning issues thereby providing a rationale as to their impact on LGI..............................................................................................................4People management policies needed to compliment the planned expansion of the organization.............6Evaluation of LGI’s current recruitment and selection processes and recommendations regarding the changes in strategy and procedures that will provide a more structured approach in recruitment and selection processes......................................................................................................................................7Recruitment planning..................................................................................................................................9Job Analysis............................................................................................................................................9Description of the job............................................................................................................................10Specifications required for the job.........................................................................................................10Strategic Development..............................................................................................................................10Searching the appropriate applicants.........................................................................................................10Screening...................................................................................................................................................11Evaluation and Control..............................................................................................................................11Application of the relevant theories to overcome resistance for implementing the proposed recruitment selection, talent planning strategy and procedures in the context of legal compliance..............................12Conclusion.................................................................................................................................................16References.................................................................................................................................................17
People Resource & Talent planning 3Introduction People Management policies and procedures are frameworks intended to be implemented in theorganization to deal with the human resources. They signify the various strategies to HRmanagers on matters such as hiring of the human resources, policies related to promotion andcompensation, training and selection processes. Hence, they act as a reference point when thehuman resource management procedures are being evolved and decisions making is doneregarding the workforce of the organization. An effective HR policy guides on the approach adopted by the organization and its employees. Itis also concerned about the various other aspects of the employment and states specifically whataction should be taken to align with the policies of the organization. Every organization isconfronted with different set of situations so it develops its own customized set of HRM policies.So, in the context of health care systems worldwide, attention is being focused on humanresource management (Riordan, 2017). Human resources is amongst the three main health inputs along with two others viz. physicalcapital and medical consumables. Thus human resources in the health sector can be defined asvarious kinds of clinical and non-clinical staff accountable for pubic and individual health. Theperformance and benefits of the health care system is largely dependent upon the skills,knowledge and motivation of the personnel accountable for delivering health care services.Particularly, the differences in the size, structure and dissemination of workforce is importantwith regards to the success in the organization (Bondarouk , Trullen and Valverde ,2016). So, in the given report, the resource and talent planning issues and their impact on LGI will beanalyzed .Furthermore, in the light of current recruitment and selection processes,recommendations will be suggested for implementing a structured approach across variousgroups of employees. Various theories will be applied to overcome the resistance in applicationof the proposed recruitment and selection strategies in the context of legal compliance.
People Resource & Talent planning 4Identification and discussion of the three key resourcing and talent planning issues therebyproviding a rationale as to their impact on LGIFirstly, since LGI has an dictatorial work culture with the Chief Executive being the centraldecision making authority of the organization. As a result, the communication has taken abackseat. The policies and procedures are formulated and considered by the board before theirimplementation .According to Go and JE (2015) leadership is the procedure of prompting othersto work towards the goal of the organization confidently. So, if the leadership style is of adictatorial nature in the organization, employees will experience a more stressful workenvironment. It will adversely affect their approach towards the work as they shall worry lessabout their performance rather more concerned about the avoidance of punishments from leadersand mangers. The employees will be confronted with stricter penalties and punishments for performingbeyond the framework set by the chief executive. It also increases the turnover ratio ofemployees as they become depressed while working in hostile working conditions and thusdesire to search for another job. It affects the productivity of the organization in an adversativemanner. It also develops the inability of the employees to develop a sense of achievement in theperformed work thereby creating lack of motivation amongst the workforce which again affectsthe productivity of the company. The autocratic culture hinders the personal development andjob satisfaction amongst the employees. It prevents the organization from creating anenvironment of long-lasting loyalty and cooperation (Albrecht et al., 2015). Secondly, the employee turnover ratio is high in the clinical and non-clinical roles in theorganization. The reasons for high turnover ratio can be unhealthy psychological contactamongst the management and the staff. Since the training officers are busy in offeringdevelopment programs on the managerial skills of the employees, they have little time to knowabout the opinions of the employees about the work culture of the organization (Jouda, Ahmadand Dahleez, 2016).
People Resource & Talent planning 5This creates dissatisfaction and mistrust amongst the employees thereby demotivating them. Ithas an adverse impact on the organization resulting in poor retention of the staff and hencehigher employee turnover ratio. It increases the training and development expenses of theorganization and increases absenteeism and lack of productivity and dedication amongst thestaff. It leads to wastage of time and increase in the number of grievances and time spent to fillthe vacancies (Burma, 2014). Thus, staff turnover rate is one of the greatest challenges confronted by the organization andmust be viewed in the context of vacancy rates, retention and skill shortages. The impact is seenas inefficacies in the workflow, dissatisfied patient and staff, delayed patient care and negativeimpact on quality of care and safety of the patients. Thus, the financial feasibility of theorganizations is threated by the increased administrative cost resulting from high employeeturnover Arena (2016). The cost of turnover to the organization can be bifurcated into direct and indirect costs. Thesecosts create additional pressure on the HR and recruiting departments to fill the vacancies at theearliest. They also decrease the productivity of the organization and thus the patients receive lessattention. Thirdly, there is lack of code of conduct and training policy relating to disciplinary actions in theorganization. The HR function depends on on the trial and error methods and when the things gowrong a guiding document is released. There is lack of formal training in the hospital. Theorganization suffers from numerous weaknesses which have an impact on the effectiveness andplaces its goodwill on risk. This is due to the reason that the central communication and trainingstructure of the company is not well structured. It is not able to address the particular necessitiesand characteristics of the company. If set in a wrong tone, the training might affect the entireintegrity management program of the company and depict a wrong picture in front of itsstakeholders( Cania,2014).
End of preview
Want to access all the pages? Upload your documents or become a member.
Related Documents
Assignment Job Analysis | Human Resource Managementlg...
|3
|522
|143
Concepts of Human Resource Managementlg...
|74
|2903
|51
Role of Human Resource Management in Unilever Companylg...
|13
|5447
|454
Managing and Leading Peoplelg...
|16
|5109
|73
Role of Human Resource Management in Unilever PLClg...
|17
|5076
|73
Effective Human Resources and Organizational Behaviorlg...
|21
|1198
|314