Activities of Human Resource Department of Sorouh - Case Study Example

Running Head: HUMAN RESOURCE DEPARTMENT SOROUH Human Resource Department Sorouh Name Institution Date Table of Contents Running Head: HUMAN RESOURCE DEPARTMENT SOROUH 1 Table of Contents 2 Human Resource Department 3 Human resource problems faced by Sorouh 3 Attraction and retention of talent 3 Training and development of employees 4 Workplace diversity 4 Possible solutions for human resource challenges 5 Personal recommendations 7 References 8 Human Resource Department The human resource department at Sorouh is relatively large and has many divisions which are headed by qualified and experienced human resource professionals. The human resource department has divisions responsible for employee recruitment, training and development, development employee compensation benefits, recruitment and selection and employee relations. Sorouh’s human resource organizational structure designs specialist groups to jointly work in their speciality to manage jobs with the human resource organization. Every division of Sorouh human resource department has a manager who manages efforts and carries out reporting tasks. Human resource problems faced by Sorouh Attraction and retention of talent Attraction and retention of talent a key challenge facing Sorouh Company. Due to globalization and increased technology organizations are required to have the appropriate people at the appropriate place and at the appropriate time. Though there their there is a huge number of labourers, there are very few individuals who have the right knowledge and skills in construction work. Though the availability of workforce surpasses the accessibility of unfilled positions, talent always remains scarce. The increased competitiveness amongst real estate firms is requiring organizations to come up with new ways of attracting and retaining the best talent that will enable them to remain competitive (Sparrow, & Brewster, 2004). Training and development of employees Training is major problem that Sorouh has been facing. Due to technological advancements and changing trends in construction techniques and increased competition in the real estate market, Sorouh require employees who possess the right skills, knowledge and expertise to perform their assigned task and meet organizational goals and objectives. The aim of Sorouh is developing projects that complement the vision and ambitions of the government and the general public in the United Arab Emirates, and offering a contemporary lifestyle to residents. Rapid changes need a knowledgeable skilled workforce with staff who are flexible, adaptive and focused on future. One of the key responsibilities of the Sorouh human resource management is to train and develop employees. The sphere of training and development of employees has undergone rapid changes in the past times due to increased labor mobility. Human resource departments are required to balance training costs with the actuality of the trained employees leaving before the company realizes investment from training intervention (Ulrich, 2010). Workplace diversity Managing workplace diversity is another problem facing Sorouh’s human resource management function. The increasing move towards globalization has led to internationalization of workforce, with companies employing people from both national and global regions. The cultural diversity of Sorouh is revealed within its employment profile, with over thirty nations represented among its staff. Aspects of diversity entail age, gender, geographic location, religious beliefs and physical abilities, and the human resource is to retain and manage this diverse talent. Diversity is not all about differences amid groups, but differences amid individuals. Every person is unique and doesn’t speak for or present a certain group and thus managers should be willing to transform the organization to accommodate these individuals an learn the way to deal with workplace diversity so as to be successful in future. Human resource managers are required to reconcile corporate culture in order to accommodate individual sensitivities and diversity and also act locally and think globally, through being responsive to the regional culture, adapting to societal requirements of the host communities, and abiding by local labor laws (Allard, 2009). Possible solutions for human resource challenges In order to overcome the challenge of workforce diversity, Sorouh’s managers should understand what is best for the company based upon teamwork and workplace dynamics. Diversity management is a comprehensive procedure for developing a working environment that will include every person. Ahu and Ozbilgin (2006) note that in order to create an effective diverse workforce, an effective human resource manager must focus on individual awareness. Both associates and managers are required to be conscious of their individual biases. Because diversity is regarded as a concept that is inclusive of everyone, Sorouh Company can create an organizational culture and a workplace environment that will make individual differences work. Diversity is concerned with learning from other people who aren’t similar, about respect and dignity for everyone, and about developing workplace practices and environments that promote learning from others and capturing the benefit of diverse workforce perspectives. Another vital requirement with managing diversity is the promotion of a safe place for employees to communicate. Sorouh has been using business meeting and social gatherings where each employee is able to listen and have the opportunity to speak and have access to challenges and opportunities. The company has also been using management tools to educate its diverse workforce on diverse along with its issues, entailing regulations and laws (Eisenberg et al, 2010) Sorouh has established a widespread training program that aims at building basic skills of staff, which will then lead to development of trainees and continual growth of the company. Employee training and development will enable Sorouh’s staff to attain the essential skills and knowledge that will enable them to positively contribution to the performance of the organization and also enable the organization to attain a competitive edge within the real estate market. According to Noe (2005), successful training and development of Sorouh’s staff will result to balance personal career goals and the needs of the company to get jobs done with utmost productivity efficiency. Employees all over the world are searching for companies that are can assist them expand their skills and knowledge. It is no longer sufficient to provide conventional benefit packages to the staff, and organizations are realizing that if they need to attract and maintain valuable individuals, they need to dynamically take part in the growth and development of the employees. Through training, employees will be able to acquire new skills and knowledge, which will enable them to take new challenges. It is very important and organizations offer training on a continuous basis for all skills that might be relevant to the job of their employees (Noe, 2005). Developing learning environments is a scheme that Sorouh can use to attract and retain best talent. Top talent is usually loyal when there are chances for professional challenge and growth. According to Cohn and Reeves (2005) Sorouh managers are required to plan for growth opportunities and identify practical team projects through which their talents are able to successful work and network with diverse teams. The company can also create an attractive culture through open communication by making the organization a place that individual want to join and remain. The best talent is attracted to, and also wants to work within open learning environments. Recognition of talent is a way of building loyalty of employees. Employees are highly motivated by positive recognition of their contributions and achievements. Sorouh can come up with schemes of motivating employees such as employee involvement and empowerment. Through recognizing the efforts of employees and offering them the authority to make decisions, the company will be able to create cultural value that will be able to attract and retain top talent (Berger, 2003). Personal recommendations Sorouh should value and view human capital as the company’s most valuable asset and show commitment in developing a working atmosphere that empowers employees to succeed personally and professionally. The company should regularly review and refine its human resource policies inn order to attract and maintain the best possible available talent, both internationally and locally. Sorouh should have the ability to have a well structure training program to ensure appropriate development of every employee. The prime objective of Sorouh should be recruitment of competent employees who will be lead to increased levels of expertise to the company’s powerful team of international and local professionals. References Sparrow, R., & Brewster, C., (2004), ‘Globalizing Human Resource Management. London: Routledge. Cohn, M., & Reeves L., (2005). Growing talent as if your business depended on it". Harvard Business Review 83 (10): 62–70 Allard, J., (2009). Understanding and Managing Diversity .New Jersey: Pearson Education, Inc. Eisenberg, M., Goodall, H., & Trethewey, A., (2010). Organizational Communication. St. Martin's: Bedford. Ahu, T., & Ozbilgin, M., (2006). Understanding Diversity Managers' Role in Organizational Change: Towards a Conceptual Framework". Canadian Journal of Administrative Sciences 26: 244-258. Berger, D., (2003).The talent management handbook: Creating organizational excellence by identifying, developing and promoting your best people. New York: McGraw-Hill. Ulrich, D., (2005). The future of human resource management. New Jersey: Pearson Education, Inc. Noe, R., (2005). Employee training and development. New York: McGraw-Hill. Read More