Recruitment Process and Learning and Development - Assignment Example

Heading:  Strategic Human Resource Your name: Course name: Professors’ name: Date Step 1 Analysis of the strategic plan and issue identification The major objective of the NSW strategic plan is to reduce crime rate and other related offences by the year 2012. The NSW strategic plan particularly focuses on reducing the rate of violent crime through a coordination of resource dedicated to reducing such serious crimes. The plan seeks to focus on repeat offenders and crime hotspot, target alcohol and drug related offences, increase response to domestic violence, reduce the rate of organized crimes and bring the offenders to justice using an effective system. The wider internal factors that will result upon the implementation of the strategic plan include alignment of internal police organization in order to achieve the common goal. The other issue is restructuring of the NSW internal organization in order to allocate adequate resources to areas such as violent crimes that need immediate attention from the police force. In order to achieve the strategic plan for the police force, it will be necessary to re-organize the leadership of different departments internally in order to establish a decentralized police system that seeks to address specific offences in order to improve service delivery to the citizens. The other implication of the strategic plan internally also includes increased communication system, proper succession plan, motivation of staff in order to support their dedication and innovativeness in their efforts of reducing crime rates. In terms of technological capability, there is need to improve reliability, effectiveness integrity accessibility and value of information technology in order to enhance the response to crime calls (Lipiec, 2001). The wider external environment implications of this strategic plan will be reduced fear of crimes and thus increasing local community participations with the police force in reducing crime rates in their neighbourhood. The other external implication of the strategic objective is decreased antisocial behaviour as a result of rampant crime rates that causes fear. As a result of decreased rate of crime, community confidence in the police force will be enhanced. This will be further enhanced through quick response, offering of professional services, increased collaboration with the local community and other stakeholders and effective legislation administration process. Increasing collaboration with the local community and other stakeholders will result in improvement of response of the NSW forces because of the reduced gap of communication between the police forces and the surrounding community. In essence the police department will be in a position to work closely with the public in order to achieve its strategic plan objectives. HR implications with explanation for each As a result of the strategic plan objectives of the police force, there are a number of HR implications concerns that needs to be addressed by the NSW human resource department. Some of the major concerns that need to be addressed in order to achieve the strategic objectives by 2012 are; i. Recruitment process- Attraction and selection of competent police forces to fill vacant positions. ii. Planning of succession in order to limit any leadership vacuum. iii. Enhancing learning and development plan that will assist in decision making process. iv. Rewarding and motivational strategies that will focus on enhancing the forces output in workplace. NSW Recruitment process In order for NWS to achieve its objectives, it is vital that is attracts and maintain high quality staff to fill vacant positions. The challenge here is thus the need to recruit the right and qualified people to fill the vacant position and be in a position to work effectively. Since the workforce of an organization determines its performance, it is thus important for the NSW to ensure that it considers the following HR factors (Walter, 2002). The recruitment process should be well integrated with the visions and the missions of NSW in order to foster recruitment of likeminded people who will support the objectives of the NSW. Improving on salary packages of the police forces in order to promote commitment of the workforce among the recruits is an important consideration. Ensuring that the recruits agree with the policies and the working conditions of the NSW forces. Planning of succession NSW ought to plan for the foreseen and unforeseen employee turnover over a period of one year in order to effectively replace the vacant positions. In order to achieve this, NSW needs to ensure that there is a statistical analysis of the past years regarding the turnover process. The HR department thus need to create and implement strategies that deal with how the vacant positions will be filled. This includes training of future career paths in different department of the NSW and also ensuing that there is a clear policy framework that will be followed upon the need to replace a vacant position. The NSW should also assist retirees with their retirement remuneration package and health care in order to increase the spirits of the current employee by avoiding negative image of the police force human relations perspective. Enhancing learning and development plan The NSW HR department should ensure that the forces in different departments are trained frequently on how to address critical issues such as response to crime call, implementation of apprehension process and how to work closely with the local community without increasing rate of fear among the local residents. This can be done through seminars and departmental training processes (Raudenbush, 2008). The other essential process is ensuring that the workforce is well conversant with all new communication technologies that foster quick response to emergency call. This can also be done by planning a training process for new technologies and also ensuring that the integration of the new technologies is done tactfully in order to avoid communication crisis as a result of individual’s slow learning process. Rewarding and motivational strategies In order to ensure a smooth process of achieving the NSW objectives, it is important to consider regular revision of salaries and allowances of its human resource. It is essential for a company to work with satisfied employees in order to reduce complains and instead increase work focus. People can only focus on their employment task if they are satisfied with their salaries and reward schemes. According to Thomas (2009) motivational strategies should also be implemented for the officers who deliver exceptionally in their work; this can be done by through promotions, recognition of their efforts and bonuses for exceptional accomplishments that fosters the NSW in achieving its strategic plan objectives (Allen, 2002) Step 2 HR policy statement for two identified strategic HR implications The two strategic HR implications chosen because of their relevant of the implementation of the strategic plan are NSW recruitment process and learning and development plan. The policy statement has thus been formulated based on the two HR implications as detailed below. NSW Recruitment process The fundamental aim of this policy is to ensure that people recruited to the force fully support the visions and the objectives of NSW in its missions to mitigate violent crimes and other forms of crimes in the neighbourhood. The fundamental purpose of the recruitment process will thus be focused on ensuring that the NSW is always resourced with employees who are keen to implement constructive changes geared towards achieving of the strategic plan of NSW. Such employees should be in a position to carry out their duties diligently and ethically in order to curb cases of ethical violations such as poor handling of suspects, demonstration of poor behaviours like bribery and unfair treatment of the public or the suspects and other forms of police misconduct. In order to ensure that the external view of the NSW department is maintained, the recruitment process will be advertised to the public so that candidates who meet the threshold of the skills, educational levels and values of the police force can apply and selected based on a rigours process (O'Connor, 2009). The other essential consideration in this policy statement is the health of the recruits and their physical abilities since the forces will always face major physical activities that demand their physical actions in cases where criminals decide to escape by force. The other requirement of that the recruit must demonstrate is loyalty and dedication to the physical training and later execution of different duties. Enhancing learning and development plan The basic aim of this policy is to ensure that the NSW forces are well equipped with information, technological knowhow and other essential facilities critical in the process of achieving the strategic objective of the NSW police force. Learning and development will thus focus on ensuring that there is a maintained and frequent mandatory police training requirements. The policy will also ascertain that the civilian staffs receive at least three learning and development lessons days in a year. The entire NSW staff will also be updated on the importance of strictly adhering to the police ethics such as avoiding favouritism, enhancing fairness and carrying out duties diligently and effectively. This will be essential in ensuring that the local community views the NSW police as ethical and diligent in executing their work. The implication of this policy will thus enhance public collaboration with the police which is part of the NSW strategic objective (Ambrose, 2007). Learning and development process will also focus on incorporating knowledge of the latest communication equipments to the force in order to further reduce their response time and hence increase the level of their effectiveness which will ensure that the public is attended as fast as possible whenever there is an emergency that the police need to address. The process will be moderately fast in order to incorporate both fast learners and slow learners of technological adaptation. Developing a strategic HR plan NSW Recruitment process Background and objectives of the plan New South Wales police department was formed in 1803 and currently has about 18,500 employees. It has provided its services under Australian jurisdiction since then. The current recruitment policies of the NSW consider the qualification of the candidates and pass them through rigorous exercise. In order to foster the effectiveness of the police force, there is need to re-define the recruitment process to capture more effective recruits to the department. The new recruits should be identified based on the current strategic objectives of the NSW department. It will thus be imperative for the HR department to consider the values that the candidates hold besides their skills and academic qualifications. The other policy that needs modification is mental fitness of the candidates and attitudes towards working as a police officer; this will be an important trait besides the other qualifications that have been considered traditionally important (Panaccio, 2010). Time, resources and ethical allocations of the implementation Before the implementation process commences, the time framework of recruitment will be set to 8 months. i. There will be an allocation of 1 consultant for every 100 employees in a period of one year. ii. The employment forms will be filled in a period of 45 days. iii. A period of two weeks will be set for identification of the employee’s talents and abilities. iv. Recruitment procedures will then be carried out for a period of three months all over the coverage area. v. Medical tests carried out on different location for the purpose of ethical considerations in terms of individual’s privacy of their medical condition. vi. The finalization of the recruitment process finalized within two months (Miller & Barrett, 2008). Ethical considerations in the implementation Some of the key ethical considerations that will be fostered in the implementation of the recruitment process include; i. Ensuring a robust and non-discriminatory recruitment process ii. No favouritism for family or friends of the current employees as they have to go through the normal recruitment process. iii. Any medical records and other issues related to individual privacy shall be kept private whether the candidate is successful or not. iv. The recruitment process should meet the county’s laws and regulations in terms of procedure and adherence to the guidelines. Contingency plane Risk Risk mitigation strategy The consultants are not well acquainted with the objectives of the recruitment process. Training process of the consultants should be done prior the recruitment process in order to align their knowledge with the recruitment requirements. Inadequate resources to carry out the recruitment process. Adequate funds should be fetched and allocated for the recruitment process in time. Milestones for monitoring the progress of the plans The following milestones will be used to monitor the progress of the implementation plan. i. Number of employees employed after a period of one year. ii. Minimum turnover of the new employee’s rate. iii. At least 90 % of the vacant positions are filled within 1 year. iv. Minimum turnover of current employees. v. Ratio of recruitment consultants to the number of new positions. Identification of milestones The following measures will be used to identify the milestones. i. The quality of job matching and performance of the new employees. ii. Turnover of the new employee’s rate. iii. Number of competent employees selected in the recruitment process. iv. Turnover of the current employee’s rate. v. The ratio of new positions to consultants higher that 1 to 100. Enhancing learning and development plan Background and objectives of the plan The NSW learning and development requires that the civilian staff received training and development for at least three days in a year. It also has a mandatory policy framework that requires the police officers receive training requirements. The training program of the police force is also conducted by trained personnel and delivered to different departments. Based on the current learning and development system there are some issues that ought to be addressed in order to foster the development process. The first consideration is increasing the frequency of training activities to both civilian staff and police force in order to cement the fundamental requirements for achieving the NSW objectives by 2012. The other consideration is creating a platform for learning new communication strategies using technology; this will be done with the assistance of the proficient technology officers (Schultz, 2008). Time, resources and ethical allocations of the implementation The period that the training and development process will take is one year. i. The initial requirement is resource allocation and acquisition of communication devices (Makó, 2005). ii. A period of one month will be created for both the trainers and the trainees to be informed about the training plan. iii. The training process will start and continue for a period of 8 months concurrently in every department inclusive of the civilian staff. iv. The four months period will be left for the trainees to exercise the knowledge gained. Ethical considerations in the implementation The key ethical considerations that will be enhanced in this implementation process include; i. Ensuring that the new officers understand the implications of unethical activities such as bribery and unjust treatment of the suspects to the strategic objective of the police force (Shah, 2001). ii. Following the guideline of the learning and development Act of ethical conduct in the implementation of the strategy (Parker, 2001). iii. Ensuring that ethical codes are put forth in every training process, this includes technological abuses of equipments used for communication. Evidence of contingency plans Risk Contingency plan Resource allocation and timeline All resources and excessive budgeting will be done in order to ensure that the process meets its fundamental objectives. Technical problems with equipments Technical assistance will be sought in order to handle cases that may require one to immediate response. Milestones for monitoring the progress of the plans The following milestones will be used to monitor the progress of the implementation plan. i. Quarterly progress of the training process. ii. The quality of the training process. iii. The competency and efficiency of the trainers. iv. The outcome of the training process (Minter & Thomas, 2000). Identification of milestones The following measures will be used to identify the milestones. i. Progression report will be submitted for supervision of the training process ii. The quality of the training will be established via questionnaires and general response of the officers. iii. The trainer’s effectiveness and competence will be tested via an interview before the training process and the effectiveness of communication process compared to before the training process. iv. The overall outcome of the process will be established by calculating the response time of the officers and compared as before. Also the response time should meet the set objectives of the officers (Donahue & Selden, 2000). Recommendation and conclusion For the two HR implications to help in achieving the strategic goals, resource allocation and planning should be thorough. The other essential consideration that the Human Resource should ensure is the alignment of the NSW purpose which is to work together with the community in curbing crime, values which promotes high professional integrity, services which include fast response to crimes with the strategic objectives and the HR implications in order for the process to achieve success. This paper has addressed major HR implications issues which are recruitment process and learning and development because of their significant role in achieving the strategic objectives of the NSW by 2012.Increasing competent staff and ensuring that they are properly trained to adhere to police ethical code and promote working environment with the community has been put forth as important aspects in achieving the NSW objectives. HR implication policies and HR planning process will thus be essential in ensuring that the process is successful. Read More