Human Resource Planning and Recruitment - Du Company - Case Study Example

Topic: Human Resource Planning and Recruitment Name: Student ID: Institution: Tutors Name: Due Date: TABLE OF CONTENTS 1. Background of the DU Company 3 2. Absenteeism 5 3. Employees Turnover 6 4. Reducing Employee turn over 6 5. Common HR issues the HR department currently faces 7 Recruitment 7 Retaining 8 Communication 8 Conflict Resolution 9 Training 9 1. Scrutinizing the current job market 9 2. Evaluate Organizational needs 9 3. Anticipate Employees turnover 10 4. Estimate future HR needs 10 Recommendations 10 References 11 1. Background of the DU Company The officially recognized name of Du Company is known as Emirates Telecommunications Company (EITC). This was established in 2006, February. This is a Dubai based telecommunication company. The approximate number of subscribers to this company as established in March, 2011 is 1.88 million. The ownership of this company is imparted to the EIA- Emirates Investment Authority. Emirates Integrated Telecommunication Company offers a variety of services like fixed and mobile telephony, IPTV facilities to businesses, homes and even individuals, broadband connectivity etc. The company also deals in carrier amenities for downlink facilities for television broadcasters and businesses. The operation of the company can be divided into four segments that is broadcasting, wholesale, mobile and fixed. The section of the mobile delivers mobility services which include data and mobile voice, content of the mobile and lastly mobile broadband Wi-Fi facilities to the consumer markets and enterprises. The fixed section delivers wire line facilities like IPTV, broadband and even VPN/IP business telephony services to consumer markets and enterprises. The wholesale segment delivers data and voice services to both international and national operators and carriers. Their facility includes the termination of incoming international roaming contracts, point to point rented line connectivity and voice traffic. The last segment which is the broadcasting segment provides services like broadcasting facilities and integrated satellite to media companies and broadcasters. Below is an interview that I carried out to dig much into issues the company face; NAME OF INTERVIEVEWEE: Yaser Obaid POSITION: Senior Vice President, Human Resources CONTACTS : +971 4 360 00 00 P.O.Box 502666, Dubai, UAE. LOCATION: Al Salam Tower, Dubai Media City QUESTIONS Q1. What is the absenteeism rate in this company and how have you always managed it? Firs I can say that absenteeism rate in this company has been an issue for some time. As far as I can tell you it’s not that big but either it isn’t small. Some of the employees go absent without prior notice but some always ask for permit from the management team. We always determine these rates annually and even monthly so as to determine them in relation to a specific period. We have put strict regulations to counter attack these problems and we hope for an end to this issue in the near future. Q2. What is the employee turnover rate, how do you determine the rate and do you have any measures to help reduce this menace? ANSWER; As far as we are concerned as the management, the employee turnover rate is low and that is good for our growth and development as a company. In the past we lost some of our best employees and we’ve strived to curb this issue. We determine these turnovers both on monthly basis and annually. We have seen a drop in these rates in the recent years and that has been commendable. Though the rates are low we are continuously working on this issue so as to make our employees motivated and see our company as the greener pastures they could have seek elsewhere. 2. Absenteeism The management always anticipates employees of the company to be present in work place as schedules and timings. Any deviation from what is scheduled reporting time entails losses to the company. Sometimes employees fail to report for work required without prior warning or authorization, then the worker is marked as absent. Absenteeism within the company can be classified as authorized, unauthorized, willful and absenteeism instigated by situations beyond ones control. Within the company absenteeism can be said to be lowest on pay days and usually on a gradual basis increases extensively on the days that follows. Absenteeism is also established to be in general high among employees below age of 25years and individuals above the age of 40 years. Absenteeism rate within the company has always been calculated by the use of formulas such as; Absenteeism rate, Severity rate and finally through frequency rate. Absenteeism Rate=(Number of man days lost)/(Number of man days scheduled to work)*100 Frequency Rate=(Total no. of times in which the leave was availed)/(Total number of man days scheduled to work)*100 Severity Rate=(Total number of days absent during a period)/(Total number of times absent during the period)*100 Actions used to minimize Absenteeism The company is doing everything within their means to curb this issue through various approaches. Some of the measures put in place include: There has been adoption of humanistic approaches when dealing with the employees personal problems given that they too have feelings as human beings thus got a personal life to live. Proactive approaches are always followed when identifying and redressing the workers grievances. There has been provision of hygiene conditions of working, fair and competitive remunerations, measures of welfare, training and development all these to motivate regular attendance. 3. Employees Turnover This refers to the external mobility- Shifting of employees out of and subsequently into the company. This is the rate of change in the number of employees of the company within a given period of time. Employees turnover also measures the rate at which old employees vacate and new employees brought in the company.Employees turnover within this company are always calculated both on monthly basis and on a yearly basis. Methods used include; By month Monthly turnover Rate= (number of separations during the month)/(average number of employees during the month)*100 Within the first year First year turnover rate= (Number of employees who leave after less than 1 year of employment)/(number of separations during the same year)*100 4. Reducing Employee turn over Reducing employee turnover is considered a primary goal by the human resource manager of this company. Through reduction of the employee turnover the company saves money that could have been used in the recruitment and training process. These efforts also help the company to stabilize and maintain an experienced workforce. Within this company effort to encourage employee retention commences with improving both the recruitment and training process, but proceeds on to giving out an interesting, challenging work, comparable remuneration programs and a cooperative work environment. Other important additional factors that has been put into practice by the company to reduce employee turnover include periodic provision of opportunities which enhance professional growth, company stability and even additional training (Randhawa, 2007). Reducing or even improving the turnover of employees initially needs the assessment of the reasons behind employee’s vacation. Increasing wages and salaries for example, may not decrease the turnover if a bigger portion of the employees vacate as a result of lack of growth opportunities or poor working conditions. The excellent tip to bringing down employee turnover therefore is to first determine its cause. In this company Employee complaints, productivity levels and absenteeism rates have always acted as a platform and a good place to commence when evaluating employees turnover rate. Additional insight has always been provided through carrying out interviews especially for existing workers. 5. Common HR issues the HR department currently faces Other human resources issues the HR department currently faces within the company include: Conflict Resolution Training Recruiting Communication Retainining Recruitment The human resource manager within the company said he is always to some extent responsible for recruitment of employees. He also have to seek for methods such as attending job fairs and delivering promotional messages, to generate interest in certain positions and the whole company The manager further claimed that the Company faces an even greater problem in this area as finding the right person for a vacant position within the company is always accompanied with challenges like inadequate funding, unbalanced selection and even unethical issues. The company on other occasions has to propose more in terms of advantage or even incentives because employees are in a very increasing way seeing for jobs that minimize risk in unstable economic circumstances. In a way recruitment has turned into a marketing practice in the recent decades. Worthwhile workers are at the moment seeing for vacancies that will address their quest for a better work-family balance and the HR departments have already become conscious of this fact (Bratton and Jeffrey, 2007). Retaining The Human Resource Manager singled out abrasion as a factor which has usually and unfavorably affected this company. This issue is a very complex one for the company which stances a chance of losing their worthy employees. Systematic and comprehensive exit interviews always help in determining the cause of this issue. He openly indicated the purpose for leaving as follows; inadequate/ lack of career growth opportunities, stress from overwork, injury or illness, lack of recognition and appreciation, job offer which is more attractive etc. The job in question should be interesting and at the same time challenging combined with adequate monetary compensation. Communication Establishing rules, procedures and regulations in itself has proved inadequate within this company according to the HR Manager. The HR professionals within the company should implement them promptly, fairly and at the same time consistently. Transparency within an organization is very critical as it makes the workers feel more connected/ attached and valued (Price, 2011). Communication within the company should be more effective than before as it is the backbone to achieving goals and objectives. Workplace issues such as alcohol and drug abuse, sexual harassment, verbal abuse and workplace bullying etc. should be clearly spelled out. Policy manuals and employee handbooks have always existed to address this issue but more still need to be done to create a supportive and safe work place through communication. Conflict Resolution Conflict resolution is a key proportion of the Human Resource managers job in that it is always perceived to be always cheaper and easier to maintain an existing employee rather than recruit and train a new individual. In that case, the conflicts that come up from different departments, employment levels and workers need to be fixed effectively. These can range from verbal harassment, theft of property, physical harassment to payroll management issues and incompetence within the management. Conflicts within the company needs faster fast corrective measures so as to ensure a peaceful work environment. Training The Human Resource Manager recognized training is a necessity in virtually all organizations and businesses as ever company owns its set of rules and regulations that its employees must adhere to. It is the HRs role to come up with a method to carry out the training so that the company’s activities are not strained and even interrupted. 6. How does HR department forecast the HR needs of various departments? The human resource forecasting is a process that assists the company to determine the number of employees it will need at future dates in order to meet its strategic goals and objectives.HR forecasting takes into consideration the establishment of the vacancies the company must fill, the skills needed and the challenges the company is likely to face when staffing. The process involves; 1. Scrutinizing the current job market This involves taking a closer view at the population and economic issues that have impact on employment. Professionals in HR must consider factors such as the current unemployment rate and the demographic composition of the job market. 2. Evaluate Organizational needs This involves studying widely about the available workforce. The company ought to examine its own human resource needs. There is need to also evaluate the current skills of the existing employees. (Price, 2011) This phase benefits to determine if the existing employees have the expertise and qualifications to satisfy the company. 3. Anticipate Employees turnover This involves understanding the company’s present and future goals in order to successfully predict work force that will support organizational strategies. The HR should anticipate the need to create and modify new and existing positions respectively. 4. Estimate future HR needs As soon as the organization has determined the resources that are present in the workforce and has also well-defined its needs, it can now effectively plan for future needs. Factors that ought to be considered include evaluation of the potential of the current employees etc. Recommendations These are some of my recommendations on how the HR department should solve the above issues so s to ensure a smooth flow of operation within the company. Conflict Resolution Conflict resolution within the company should be highly prioritized in that immediate measures should be taken to restore back harmonious work environment. Conflicts which can be prevented should be taken care of between they happen. Training Training within the company should always be done periodically so as to enlighten employees of the dynamic environment of the company given the ever changing demands. Recruiting The recruitment process should be transparent, free and fair. Appropriate methods ought to be put into practice Communication There should be a free flow of information within the company. An effective channel is needed and feedback is also a necessity for a complete communication process to occur. Retainining For the company to maintain its best employee’s motivation and remuneration processes should always reflect the efforts made by employees. In conclusion the HR department should always be very flexible and vigilant when dealing with HR- related issues to ensure that even if working within their capacity they should strive to create a balance within the organisation effectively. References Price, Alan. Human Resource Management. Andover: Cengage Learning EMEA, 2011. Bratton, John, and Jeffrey Gold. Human Resource Management: Theory and Practice. New York, N.Y: Palgrave, 2007. Randhawa, Gurpreet. Human Resource Management. New Delhi: Atlantic Publishers & Distributors, 2007. Read More