Human Resource Management Report for Advance Young Australia

This report examines the human resource management (HRM) practices of Advance Young Australia (AYA), an educational and training organization. The report identifies key issues, including high employee turnover among graduate teachers, stemming from poor work-life balance, lack of motivation, and insufficient recognition. AYA's centralized HRM function struggles to address these issues, resulting in a decline in the company's reputation as an employer. To address these challenges, the report recommends implementing a mentoring program, formal induction, flexible work arrangements (including telecommuting), and cultural changes that promote work-life balance. Additionally, the report suggests providing financial support for graduate teachers' further education and rewarding good performance to enhance employee motivation and retention. The analysis draws on various HRM theories and research, offering practical solutions to improve AYA's HRM practices and overall organizational performance.

Running Head: HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
Name of the Student
Name of the University
Author Note

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Advance Young Australia is an educational as well as training organization of Australia.
Since its inception in the year 1968. This organization has been growing and currently this
educational organization possesses campuses nearly 50 locations all over the country. This
organization believes in having a centralized human resource function. This centralized human
resource function assist in the recruitment program arranged for employing graduate teachers.
The organization expects graduate teachers to work long hour and engage the teachers with
workloads even during weekends.
It is true that the business ids doing good job in terms of enlightening the students and
providing them practical knowledge, but the organization suffers from poor human resource
management and employee retention problem. Hence the thesis statement for this essay, is to
find out the loopholes of human resource management of the organization in concern. In this
context, this essay also highlights that the management of human resources are very essential for
an organization, as the productivity of an organization depends largely on its human resources.
The optimal utilization of the human resource of an organization is possible only if the
employees are valued and motivated and employee retention plans are formulated as a part of the
human resource management. Hence, the final section of the essay provides some suggestions to
improve human resource management in Advance Young Australia .
Findings and Discussion
What are the main issues?
The organization suffers from poor human resource management. This reflects in the
recent incident of major employee turnover. Among 96 graduate teachers who were recruited
two years back, nearly half of the graduate teachers resigned; again among the 95 employees
recruited one year back only 60 stayed with the organization. When an exit interview arranged

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for the employees leaving the organization; it was revealed that they decided to leave the
organization as they feel less valued while working with the team and organization as well. They
are burdened with works but do not receive any kind of motivation. They are not acknowledged
enough for their good performance. Moreover, the lack of flexibility in terms of time and
workloads is affecting the profession and personal lives. Other issues observed are-training
course are cancelled at the last minute, expectation that graduates will work long hours and go
the extra mile for the company, expectation that graduates will study masters program in their
own time and bear the costs of their extra study themselves, mismatch between employer
expectations and the expectations and satisfaction of the graduates. Because of all these, the
overall business and competitive advantage are beginning to suffer. If this is continued, soon the
organization will lose their reputation as an employer of choice. Hence the exit interview
indicated to the loopholes of human resource management in Advance Young Australia.
Recommendations:
Depending on the issues revealed, some recommendations can be made. There should be
a mentoring program, at the initial level, where newly joined teachers are matched with an
experienced teacher (Mitchell Obeidat and Bray 2013). He or she will assist them to
understand the work procedure and cope with the work culture (Bratton and Gold 2017).
There should also be a formal induction program that could last for 12 months so that newly
joined teacher can receive all kinds of support related to his or her job in Advance Young
Australia, and can become proficient within these 12 months (Lenka and Chawla 2015).
There should be enough flexibility, in terms of time, so that the graduate teachers are able to
study for their Masters. The organization needs to subsidize the costs of studying for their
Masters. This is because, if they pass, the organization will be benefitted and the business

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will reimburse the course fees. Again, there should be flexibility in terms of sporting, travel
and family commitments. Flexibility through telecommuting (working at home and in the
office) should also be there, so that the graduate teachers can pursue higher education. The
organization should also look after cultural factors while designing employee retention
programs (Berman et al. 2019). The work culture should be liberal to absorb people from
different communities. Again, keeping in mind the fact that, employees need rest during
weekends, the managers should make necessary changes in the work culture (Cascio 2015).
They should set the expectation that employees do not need to work on the weekend or
answer the phone or email. Backed up by policy statement so that it is clear and consistent
across the organisation (50 locations). Moreover, the employees should be motivated through
rewards for good performance, through incentives for their hard work (Snell Bohlander and
Morris 2015).

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References:
Mitchell, R., Obeidat, S. and Bray, M., 2013. The effect of strategic human resource
management on organizational performance: the mediating role of high‐performance human
resource practices. Human Resource Management, 52(6), pp.899-921.
Berman, E.M., Bowman, J.S., West, J.P. and Van Wart, M.R., 2019. Human resource
management in public service: Paradoxes, processes, and problems. CQ Press.
Snell, S., Bohlander, G.W. and Morris, S., 2015. Managing human resources. Nelson Education.
Lenka, U. and Chawla, S., 2015. Higher educational institutes as learning organizations for
employer branding. Industrial and Commercial Training, 47(5), pp.265-276.
Cascio, W.F., 2015. Managing human resources. McGraw-Hill.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
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