The HR consultants Role - Case Study Example

Name: Tutor: Course: Date: Human Resources Introduction Professionals in human resource make fundamental personnel decisions within companies of every size. Since managers in human resource typically manage individuals from diverse backgrounds in addition to different qualifications, matters arise frequently that they ought to try to handle. These issues vary according to the organization’s size, the industry as well as urgency of the matter at hand. Consulting services of human resource assist organizations to concentrate on domestic resources working to their best as well as simultaneously assists them to manage the basis lines (Beardwell & Claydon, 2007). A lot of consultants are generally human resource generalists, implying they are well-informed in a lot of if not every discipline of human resources (HR). This also implies that a consultant in HR may be a helpful benefit to a company that incorporates his or her services, since she or he can potentially handle issues of the whole HR department. Significantly, a HR consultant’s role is to provide expertise, not carry out the HR staff members’ duties (Redman & Wilkinson, 2009). This report will present a set of recommendations that will enable the firm to improve its existing practices. Legal issues An important issue for companies can be legal issues which come up from having diversity within the place of work (Beardwell & Claydon, 2007). Since organizations employ both women and men, in addition to individuals from different ethnic and cultural backgrounds, legal matters can occasionally make a company to change its concentration from employing and training to clear out potentially disruptive and distressing legal issues such as discrimination within the place of work, sexual harassment or even matters concerning benefits and employees’ rights (Marchington, 2005). One method that several successful organizations and companies handle such matters is to basically integrate them in the training system for new workers. By entirely educating workers from the beginning and implementing a policy that is “no tolerance” for violating lawful mandates, a lot of organizations have managed to keep lawful issues from popping up firstly (Redman & Wilkinson, 2009). Discrimination Employees who go through workplace discrimination usually suffer anxiety, humiliation, fear, financial problems or anger because of injustice (Beardwell & Claydon, 2007). These people ought to go via lengthy and frequently hard complex procedures to fix the injustices which denied them their rights. Hence, the best approach that I recommend to fight discrimination at workplace is to prevent its occurrence altogether (Currie, 2006). Workplace strategies that address harassment and discrimination lay the standard of suitable behavior and are workers’ means of addressing legal responsibility and abiding by the law (Marchington, 2005). I also recommend that human rights strategies be implemented. Policies of human rights can facilitate prevention of discrimination within the place of work while also acting as an essential tool of management for addressing any arising issue (Beardwell & Claydon, 2007). It is also imperative that policy objectives be clearly defined and set in writing so as to lead the process (Bratton, 1999). This would entail what is intended to be achieved. For instance, increasing workplace knowledge of harassment and/or discrimination; making sure that every employee comprehends particular kinds of conduct and behavior that cannot be accepted; defining a procedure for handling discrimination; defining a protocol or process for addressing issues of accommodation; offering remedies for individuals who face discrimination; and holding offenders responsible for their actions (Redman & Wilkinson, 2009). With regards to the case study, solving the issue of discrimination in terms of people with disability within the workplace is very imperative so as to uphold the principle of human rights which prohibits discrimination due to disability. Recruitment Equal opportunity of employment legislation prohibits discrimination grounded on color, gender, age, race, religion, national origin, and disability (Currie, 2006). A couple of organizations comply with discrimination law basically to circumvent court, although most employers appreciate the natural benefit of employee diversity, consisting of higher creativity as well as a wider customer base (Redman & Wilkinson, 2009). Employers who desire to increase diverse personnel ought to ensure the employment of recruiting mechanisms that produce applications from various individuals (Muller-Camen, et al, 2008). I recommend that recruiters in the case study get training in the application of objective principles since recruiters are within an exceptional position with reference to discouraging or encouraging diverse people to apply for posts. Staff Turnover Employee turnover happens for various reasons, including layoffs, voluntary resignations, involuntary terminations, force reductions and retirement (Torrington, et al, 2008). Employers are normally seeking ways to comprehend, or solve, staff turnover to reduce the unconstructive impact it can pose on workforce (Beardwell & Claydon, 2007). Decreasing turnover and resolving staff turnover are dissimilar functions of human resources. Solving worker turnover entails comprehending the cause, tackling the reasons as well concentrating on the constructive effect of turnover (Currie, 2006). I recommend that it is imperative to interview candidates cautiously, not merely to make sure they possess the correct skills but as well as fitting nicely with the organization culture, co-workers and managers. Hiring the correct individuals from the beginning, according to most experts, is the distinct best method to decrease employee turnover (Redman & Wilkinson, 2009). It is also important to get innovative when obligatory with benefits, bonus structures and flexible work programs. Paying attention to workers’ personal needs and offering more flexibility is very important. Another important element is appreciating and praising employees are a means that are cost-effective to uphold a happy and fruitful work force (Beardwell & Claydon, 2007). Human resource development Human Resource Development (HRD) is considered a framework for assisting employees increase their individual and organizational knowledge, abilities, and skills (Redman & Wilkinson, 2009). HRD incorporates such opportunities like employee training, development and management of performance, employee career growth, mentoring, coaching, succession planning, tuition assistance, organization development, and key worker identification (Beardwell & Claydon, 2007). A concentration on strategic HRD has been endorsed as a fundamental contributor to guaranteeing organizational effectiveness as well as the utmost return from the most significant asset; the individuals within the organization (Beardwell & Claydon, 2007). Research indicates that useful management and inventive methods to the growth of workers will facilitate organizations to grasp and embed skills and knowledge (Redman & Wilkinson, 2009). I recommend that organizations that look for not just survival, but maximizing operational value within an ever-transforming environment, should make sure that at every level, the strategy of HRD is supported by the wider strategic imperatives, in addition to placing sufficient emphasis on the function of HRD (Currie, 2006). The management’s role is to make sure that the company together with its people gets the knowledge and competencies it requires via education, training as well as development activities. With regards to the case study, in order to seek to accomplish enhanced performance via orderly change processes like continuous improvement (CI), I recommend that the function of HRD plays a significant role in the process of CI (Redman & Wilkinson, 2009). Training Training is required in practically every industry and business since every organization possesses its own procedures and policies employee ought to follow (Torrington, et al, 2008). It is the responsibility of the HR; in this case the consultant HR, to identify the way of conducting the training to make sure that operation cannot be strained or interrupted (Redman & Wilkinson, 2009). With this in mind, I recommend that the department determines how sessions of training and seminars fit into the organization budget and calendar. In some situations, coordinating with intermediaries involved during training is considered necessary (Beardwell & Claydon, 2007). Planning will be inevitable. A comprehensive schedule for training activities will help in accomplishing important tasks. There is need to build an environment where people can easily connect and team up. This will enhance learning from each other and teaching each other. The employees will be able to contribute to each other’s success and it can be achieved through various ways depending on the available resources and the support provided by the company. Pushing through resistance is unavoidable. Conclusion In conclusion, this paper has presented a report on some recommendations that I have made with regards to the case study to enable the company improve its present practices. It is noted that some human resources issues exist in the Nordens Company. Some of these issues include discrimination, recruitment, staff turnover, training, and human resource development. When the stated recommendations can be implemented in the organization, probably the company will observe some positive changes in terms of growth. For instance, to solve the issue of high staff turnover, it is recommended that the concerned party get into the deep root of the cause of people leaving. This way, some of the causes which definitely might be manageable can be handled and hence reduce the employee turnover. Work cited Currie, Donald. Introduction to Human Resource Management: A Guide to Personnel in Practice. London: Chartered Institute of Personnel & Development, 2006. Bratton, John. Human Resource Management. New York: Lawrence Erlbaum Associates, Incorporated, 1999. Beardwell, Julie, & Claydon Tim. Human resource management: a contemporary approach. New Jersey: Prentice hall, 2007. Marchington, Mick. Human Resource Management at Work. Chartered Institute of Personnel and Development, 2005. Torrington, Derek., Hall, Laura. & Taylor, Steven. Fundamentals of Human Resource Management: Managing People at Work, New York: Prentice hall, 2008. Redman, Tom. & Wilkinson, Adrian. Contemporary Human Resource Management: Text and Cases. New York: Prentice hall, 2009. Muller-Camen, Michael, Croucher, Richard. & Leigh, Susan. Human Resource Management: A Case Study Approach. London: Chartered Institute of Personnel and Development, 2008. Read More