Human Resource Planning - Case Study Example

 Introduction The ability of the management to retain talent within the organisation is a very important factor that determines the performance of the organisation. This outline, proposes the means of achieving development for the members of the management team to retain talent in the organisation and transfer from technical skills to generic leadership competencies. This process involves four main steps with every step comprising of a set of important actions to take. First Step; This involves the definition of the purpose of the entire project. The scope and the purpose of the project will determine the persons to involve in the planning stage (Bolden & Gosling 2006). The plan to retain talent will involve the employees. In this step, it is also necessary to establish a framework for the competency of the team. This will involve all employees from every department within the organisation. It is also vital to consider the long-term requirements to make the framework more relevant (Bolden & Gosling 2006). Second Step; This involves the process of collecting information and hence the most important step that dictates the success of the entire project. It includes the adoption of the best techniques for collecting the information concerning the roles and responsibilities of each member. It includes observing people while they perform their roles in case of those that are observable, interviewing the workers to learn what people believe and know and creating a questionnaire that will assist in obtaining the most important data (Cianni & Wnuck 1997). There is the need for spending more time while considering the issues of validity and reliability of the data. The use of standardized job assessment questionnaires can greatly provide good assistance. It now follows the analysis of the work and includes an understanding of the behaviours used in performing the job. Key considerations may include business plans, objectives, strategies, job descriptions, principles of the organisation, future predictions as well as the needs of customers and suppliers. It is necessary to employ the best techniques to achieve accurate and comprehensive results (Cianni & Wnuck 1997). Moving to the next step means reorganizing the information gathered into greater competencies to help in analyzing and groupings of the data in an effective manner. Third Step; The step requires the grouping of the skills and behaviours into core competencies. It will require the grouping of the statements to have around four stacks such as interpersonal skills, judgment skills, decision making skills and manual skills (Nordhaug 1998). The next action is the creation of subgroups from the large groups to obtain the foundation of the structure of the competency (Nordhaug 1998). The other action is the refinement of the subgroups created by considering the manner that the behaviours relate followed by making the necessary revisions (Nordhaug 1998). The next action is the identification and naming of the competencies. Every specific competency describes a particular behaviour (Higgs & Rowland 2000). For example, training and development group can have subgroups for delivering appropriate training to the senior staff, delivering training to the junior staff, support personal development, identifying training requirements and developing training tools and methods. It is necessary to include levels for every competency to assist in developing the structure for performance reviews and compensation. The final action in this step is the validation and the revision of the competencies according to the requirements (Higgs & Rowland 2000). Among the most important consideration is whether the behaviour of the people demonstrates effectiveness in the performance of the task. Also important to consider whether the behaviour is relevant or necessary for efficient performance of the work. More often, it is important to consider the language and the manner of describing the competencies. Step four; This is simply the implementation stage of the project. The mode of communication is very important to explain to the employees the purpose of the development of the framework and the manner you want it to function (Pernick 2001). It will require to provide an explanation on how to uptade the framework and the procedures for accommodating the changes. In implementing the network, you will need to connect to the objectives of the organisation, rewarding the competencies, provision of training and coaching, making the framework simple, communicating to all the employees that will require a high degree of honesty throughout the whole process to make it as much successful as possible by winning the loyalty and motivation of the employees (Pernick 2001). Proposed Reward Strategy As mentioned earlier, rewarding the competencies is part of the process of implementing the framework developed. An effective strategy for rewarding the competencies will help in retaining and developing talents at all levels of the organisation. Below is a description of the best strategy that can assist in achieving this objective. Training; the provision of good training to employees enhances their feeling of value. The training enables the workers to gain a good understanding of the requirements of their jobs (Hiltrop 1999). Mentoring; a good program for mentoring employees will provides a good mechanism for establishing tough relationships in the organisation and constitutes a good foundation for developing and retaining employees (Hiltrop 1999). Instilling a desirable culture; the organisation has to establish a set of values like truth, excellence, respect, attitude, honesty and teamwork. Good culture within the organisation helps in retaining and attracting employees (Hiltrop 1999). Using communication as a means for building credibility; good communication within the organisation will help to build credibility and enhance understanding amongst employees and the various departments (Guthridge, Komm & Lawson 2008). Showing appreciation through compensation; competitive salaries, bonus programs, profit sharing, paid time off, pension and health plans will pass a very important signal to the employees about their significance in the organisation. The rewards have to be meaningful and guided by the principle of equity (Guthridge, Komm & Lawson 2008). Encouraging referrals and recruiting from inside; this has an effect of reducing confusion about the expectation of the job. Current workers can provide a realistic description of a particular position as well as the environment to the individual one refers (Guthridge, Komm & Lawson 2008). Coaching and giving feedback; this will help in keeping the efforts of employees in line with the objectives of the organisation. Giving feedback will also enhance employee morale, trust and loyalty (Guthridge, Komm & Lawson 2008). Providing opportunities for growth; this will enhance the understanding of employees about themselves and what they need in their careers and improve their efforts in setting goals. If the organisation shows investment in employees, the employees will become more committed and engaged in the organisation (D'Amato & Herzfeldt 2008). Making employees feel highly valued; employees will be more loyal and satisfied if they develop a feeling of responsibility for their service and sense of worthiness in the jobs. They also develop a belief of excellent use of their skills and a feeling of recognition for what they contribute to the organisation (D'Amato & Herzfeldt 2008). Creating a balance between life and work and lowering stress; this will make employees healthier, happier and thus more productive and loyal to the organisation. Low stress among the employees has also an effect of building a positive attitude towards the organisation (D'Amato & Herzfeldt 2008). Fostering trust as well as confidence in employees; this comes through the development of a strong relationship with the employees. The top managers have to come up with strategies that will show the employees that they trust them and have confidence in them. This will help motivate workers and develop a feeling of belonging to the organisation (D'Amato & Herzfeldt 2008). Evaluation of the proposals There are several ways that can help to detect and assess the level of motivation amongst the employees in an organisation. First, punctuality and attendance can help measure the effectiveness of an employee motivation strategy (Herzberg 1986). The increase in motivation in employees causes an increase in punctuality and a reduction in absenteeism. On the other hand, a reduction in employee morale causes lateness, absenteeism and sometimes laziness and reluctance in taking responsibilities. Sometimes, employees tend to take longer time to understand simple instructions. Secondly, low levels of morale manifests through fighting, quarrels and misunderstanding amongst the employees. In an organisation where there is high motivation among the employees, there is high level of understanding and cooperation amongst the employees (Locke 1975). With low motivation, the ethical issues such as respect and honour diminish. Lastly, it is possible to measure the level of motivation among employees by monitoring the consistency of the quality of work (Locke 1975). Employees with high morale produce high quality work according to their capability with less errors and mistakes. However, low morale causes poor quality work seen consistently and the employee does not perform to his full capacity. Many errors and mistakes also occur that indicate that employees are not happy about the organisation. Bibliography Bolden, R. & Gosling, J. 2006, ‘Leadership competencies: time to change the tune?’, Leadership, Vol. 2, No. 2, pp. 147-163. Cianni, M. & Wnuck D. 1997, ‘Individual growth and team enhancement: Moving toward a new model of career development’, The Academy of Management Executive, Vol. 11, No. 1, pp. 105-115. D'Amato, A., & Herzfeldt, R. 2008, ‘Learning orientation, organisational commitment and talent retention across generations: A study of European managers’, Journal of Managerial Psychology, Vol. 23, No. 8, pp. 929-953. Guthridge, M. Komm, A. B. & Lawson, E. 2008, ‘Making talent a strategic priority’, McKinsey Quarterly, Vol.1, pp. 48. Herzberg, F. 1986, One more time: how do you motivate employees? Viewed 28 Nov, 2014, < https://hbr.org/2003/01/one-more-time-how-do-you-motivate-employees> Higgs, M. & Rowland D. 2000, ‘Building change leadership capability:‘The quest for change competence’, Journal of Change Management, Vol.1, No. 2, pp. 116-130. Hiltrop, J. M. 1999, ‘The quest for the best: human resource practices to attract and retain talent’, European Management Journal, Vol. 17, No. 4, pp. 422-430. Locke, E. A. 1975, ‘Personnel attitudes and motivation’, Annual review of psychology, Vol. 26, No. 1, pp. 457-480. Nordhaug, O. 1998, ‘Competence specificities in organisations: a classificatory framework’, International Studies of Management & Organisation, vol. 28, no. 1, pp. 8-29. Pernick, R. 2001, ‘Creating a leadership development program: Nine essential tasks’, Public Personnel Management, Vol. 30, No. 4, pp. 429-444. Appendix: Action Plan Step 1. Activity Time Definition of purpose 2 weeks Establishment of framework 2 weeks Step 2. Collecting information 3 months Analysis of information 1 month Step 3. Creation of groups 2 weeks Creation of subgroups 2 weeks Refining subgroups 2 weeks Naming competencies 2 weeks Validation and Revision 3 weeks Step 4. 4 months Implementation Read More