This paper will speak about the nature of HR problems being faced by GS Plumbing which is such that, if not ameliorated in time, they do have the potential to jeopardize the very sustenance and survival of GS Plumbing. …
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9).4 It will stimulate the HR officer at GS Plumbing to don a professional perspective and will accord a formal recognition and motivation to the HR officer that is Alan Arrowsmith (Bragerstock, 2000, p. 524).5 HR audit will also lead to the identification of the problems marring GS Plumbing, resulting in an appropriate strategy aimed at resolving these problems (Hartsfield, 1990, p. 31).6 This endeavour will also lead to a systematic job analysis of all the employees at GS Plumbing and will help the company in designing appropriate performance management and appraisal systems (Hartsfield, 1990, p. 37).7 HR audit is also about basically recognizing the need for change and initiating and managing change (Stemple, 2006, p. 14).8 So far the top management at GS Plumbing is noncommittal about the issues hampering the smooth working of the organization, as is evident by the approach of Greg Smith, the owner of the company. So, an HR function audit by GS Plumbing will facilitate a smooth adoption and initiation of the change mindset on the part of the management and the employees. To assure the effectiveness of the proposed HR audit, it will be really helpful if the team drafted for conducting this audit involves a cross section of the staff working at varied levels at GS Plumbing (Moore, 2007, p. 53).9 This should include the owner, Greg Smith, the HR manager Alan Arrowsmith, the middle managers, particularly Gail White and at least one representative each of full-time and part-time plumbers. If possible and financially viable, the company can also hire an HR consultant to help and assist in this audit. Another big problem diluting the efficiency at GS Plumbing is the unplanned absence of employees. It is a fact that some of the employees may be resorting to...
This paper approves that a formal and effective employee retention policy is pivotal for the long term success and sustenance of GS Plumbing. The success in retaining employees will add to customer satisfaction, will mitigate dissent amidst the staff, will allow for the achievement of a pool of experienced and skilled employees who could act as mentors or could be eventually absorbed in the management, and assure that the knowledge and experience that the employees have gained over time remains embedded within the company’s resource base. The management could come out with a lucrative bonus policy to prevent employees from working freelance after hours. The talent and contribution of the junior employees should be promptly recognized by extending promotions and salary raises. The top managers should spend more time interacting and mixing with the plumbers. Overall, care should be taken to make all the plumbers feel that they are respected and recognized. GS Plumbing being a small concern, it will get ample word of mouth publicity by initiating such policies.
This essay makes a conclusion that at present, the managerial policies towards HR function at GS Plumbing are noncommittal and non formal. A great deal of this has to do with the lack of interest and initiative on the part of the top management. The dearth of employee retention, recruitment, compensation and review policies are taking a heavy toll on the long term sustenance of the company. Communication gap between the employees and the management is one other sore factor.
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