Research Paper on "Human Resource Strategies to Manage Workforce Diversity"

Research Paper 8 pages (2559 words) Sources: 8 Style: APA

[EXCERPT] . . . .

Communication

Communication comes as a fundamental building block required for the creation of an engaged workforce. It creates an employee's sense of organizational needs and goals as they fit into a big picture. Employer-employee relationship utilizes communication in building an organizational culture that encourages maximization of the potential of employees. Transparency and timely attributes depict effective communication. Information sharing within organizations occurs through departmental planning, departmental employee newsletters, the intranet, branch and divisional meetings, and departmental planning.

In promoting a communication culture within the organization, the employer may utilize various practices that include:

Presentation of new policies and programs to employees through a mechanism targeting feedback.

Providing orientation to current and new employees. The process entails outlining basic information of the goals of the organization and the setting meant to achieve the set goals.

Providing individual feedback on performance in a constructive, detailed, and timely manner.

Offering employees the opportunities to communicate work-related issues with leaders, managers, and amongst themselves.

Health and Safety

Creating work environments that support individuals in the quest of providing quality public service in a safe and healthy manner contributes towards positive service delivery. An overall satisfaction of health and safety status of employees in the organization facilitates productivity. As a result, measures are taken to establish and preserve a safe and healthy environment delves in the elimination of various elements of bullying, violence, discrimination, and harassment (Strants, 2010).

Health promotion programs in the workplace serve to create a concrete foundation meant to deal with various cultural issues of commitment and trust among others. In doing so, the programs create a high-performance organization. Building trust in the organization by employers entails activities such as feedback, open-door policy, on-going encouragement, and general support in tackling issues. Through these activities, the organization benefits the staff and results in the adoption of a similar culture in other workplace environments.

Organizational Structures, Position Descriptions, and Business Processes and Practices

Development of organizational structures, position descriptions, and business processes and practices focuses on facilitating effective delivery and provision of departmental programs and services. Distribution of work in organizational structures categorizes it in branches, sectors, units, and divisions, amongst other classifications. Effective business practices endeavor to ensure effectiveness and optimal efficiency in the delivery of programs and services. The development of position descriptions ensures identification and clarification of individual goals and responsibilities. Sound HR management utilizes decisions on the assignment of business practices, work, and organizational design. The decisions influence the long-term ability of departments in efforts towards retaining staff, competing for resources, maintaining business continuity, and delivery of programs and services.

The structure and management of organizations depend on the changes in communication and information technologies. Examples of newer design elements include the creation of team-based networks, de-layering of hierarchies, focus on partnerships and alliances, and the creation of interdependent organizational units. The elements result in faster response time in business processes and a broadened span of control over various roles and assignments. Consequently, this leads to increased productivity and employee engagement.

Managing human resources aligned to organizational objectives yields benefits to the organization. The process entails the identification o internal red tape and outdated policies and process. Further, it is crucial to conducting a review and revision process meant to ensure the alignment of the processes with organizational needs and objectives. The internal scan process should engage in the review process of business processes and position descriptions. It ensures the effectiveness of the processes and encourages decision-making and individual responsibility. An internal scan process focuses on enhancing the ability of the organization in effectively and efficiently achieving its objectives. Various questions included in the review process of business processes, position descriptions, and organizations structures include:

Do the existing position descriptions and organizational charts depict up-to-date information?

Do the functions depict clarity and even distribution?

Does allocation of work show balance?

Scope of practice

The concept of the scope of practice occurs as a critical element in the determination of appropriate organizational structure. Further, it encompasses appropriate assignment of work and effective design of business practices. It is crucial that departments facilitate full utilization of employee competencies gained through education processes and experience. The development of a planning initiative in a departmental workforce facilitates the development of strategies meant to address retention and recruitment challenges. Lack of alignment of the creation of the strategies with individual experience and education adversely affects the individual and department within the organization.

Departmental Collaboration

Employees assigned to different departments carry specific skill sets, expertise, and competencies that align to project and organizational requirements. Specific skills have a beneficial value to other governmental sectors unaware of the existence of such skills. Sharing of the skills between organizational departments reduces costs of outsourcing and contracting specialized support. Through collaboration, departments can achieve organizational priorities that entail the participation of various departments to attain preferred measures and outcomes.

Collaboration takes various forms that evolve with the dynamics of organizational priorities such as information sharing, human resource sharing, and joint development programs (Morgan, 2013). The accomplishment of these processes includes departmental assessment of internal talent and establishment of small working groups of the executive that manages the collaboration process. Further, the expansion process targets information, ideas, and resources to stimulate collaboration. It is appropriate to assess the additional talents and skills of the executive and management level employees.

References

Chaunda, S. (2012). Handbook of Research on Workforce Diversity in a Global Society: Technologies and Concepts: Technologies and Concepts. Hershey: IGI Global

Crawley, E., Swailes, S. & Walsh, D. (2013). Introduction to International Human Resource Management. Oxford: OUP Oxford

Lawler, E. (2014, January 15). What Should HR Leaders Focus On In 2014? Forbes/Leadership. Retrieved from http://www.forbes.com/sites/edwardlawler/2014/01/15/what-should-hr-leaders-focus-on-in-2014/

Morgan, J. (2013, July 30). The 12 Habits of Highly Collaborative Organizations. Forbes/Leadership. Retrieved from http://www.forbes.com/sites/jacobmorgan/2013/07/30/the-12-habits-of-highly-collaborative-organizations/

Noe, R., Hollenbeck J., Gergart, B., and Wright, P. (2013). Succession Planning: Fifth Edition. New York: McGraw-Hill/Irwin.

Rothwell, W. (2010). Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within. New York: AMACOM Div American Management Assn

Singer, P. & Griffith, G. (2010). Succession Planning in the Library: Developing Leaders, Managing Change. New York: American Library Association.

Strants, J. (2010). Health and Safety at Work: An Essential Guide for Managers. New Delhi:… READ MORE

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