Strategies of Organizational Cultural Diversity - Coursework Example

HRM Assignment Name Institution HRM Assignment Background of the Company Company A is one of the most established firms in banking and financial services sector. Having been set up 175 years ago, the company has grown considerable and now operate within 32 nations across the globe majorly in Australia, America, Europe, Middle East and New Zealand. The growth has seen the company command up to 8 million clients across these countries. Company A currently employs nearly 48000 people who are spread within its plants and distribution across the globe. The firm is a listed publicly and was incorporated in 1977. Today it is considered among the leading and successful firms listed within Australia stock exchange. The firm is listed in both New Zealand and Australia stock Exchange and have approximately 411,692 shareholders exclusive of its employees. Effective customer service is one of the strength of the company in ensuring it good, customer experience objective is met. For that reason, the company employs inclusive, energetic, diverse workforce. Part of ensuring effective customer service is carried by training, developing employees careers. The company’s HR department is responsible for and make sure that its junior employees are taken through one and half years graduate training program entailing rotational tasks within the company. Orientation Practices The target of the graduate program is to bring together people who the desire to develop their careers in the banking and financial service sector. Successful trainees are provided with a coach to serve as their mentor and assist the graduate move successfully to the real work at the organization. In this process, the graduate is expected to create networks, and enhance interpersonal and communication skills, and the eventual objective of building their careers. Graduates recruited by the company undertake induction sessions every day planned for a particular period. Over this time as a graduate, we learnt about the history of the company, its governance structure and achievements. In addition, all graduates were presented with a coach from various departments, but since this program is conducted in rotational way, we were posted to different departments though reporting to our relevant coaches. When induction time came to an end, the coach took us on the tour of the company and comprehensively explained various roles within departments. Based on the program, rotational on tasks are intended to make an individual all-round on their jobs. The relevant coaches assisted the graduates determine a particular department where their skills and competence could be best used by appraising performance of every personal within existing departments. Other staffs are also taken through similar induction process in making sure they acquire relevant skills and equip themselves with tenets of organizational culture which keeps on evolving with grime. Training and development policies The company’s training and development policies attract numerous candidates across Australia and beyond. As result, when a vacancy is announced, the firm receives several applications. Once selected as a staff, you are nurtured equally and the best candidates are allowed to remain with organization. The major objective is such process is to facilitate customer focus on employees, develop their personal and leadership skills, and assist them attain outstanding communication and interpersonal skills. Management experts argue that on-job- training and experiences present the staff with leaning opportunity and enable them improve their performances. A practice known as peer coaching has emerged in the recent years as a way in which employees evaluated their personal performance within the small team in departments. This is done with an aim of designing strategies of improving performance. Staffs also take part in training and development symposiums with executive so as to assist in enhancing the development of this program. To further build up the competence of the staff, the firm offers project opportunities and secondment locally and international within their subsidiaries. Formal learning, one-on-one and online is also critical to developing the staff. The company carries out a test of people’s learning and skills whilst taking into consideration the unique skills and change management of an employee. In a bid to adopt international standard of operations and strategies, and integrate various approaches, the firm has developed numerous partnerships with established international companies. The company use a learning strategy which fosters competence which is crucial for conducting a business. Furthermore, it has been described as customer oriented with its wide range of banking and financial skill. With its focus on customer service, the company has been able to acquire knowledge, professional and technical skills which enable its employee to surpass customer expectations. The graduates get experience during the training and talent development, and moves in various levels to the top of management ladder. The development of employees also entails reinforcement of the values of an organization in inculcating their culture whilst tolerating cultural diversity between members. The company performs an appraisal on learning infrastructures in ensuring that it satisfies the development prerequisite of the staff within the organization. One critical factor for development within the company is that it makes sure at any particular time, employees are temporal global assignments and some are transferred to permanent global assignments in its outlets across 33 nations. This is done with an effort of broadening the skills and knowledge of the staff. Critical Evaluation Institute of Leadership and Management (2013) argued that prior to employee’s reporting day, the work condition should be prepared which favour employees and be followed with induction rapidly immediately the staffs gets to work. In addition, adequate time ought to be created to enable the staff feel the required first impression. Another critical factor is that it is vital for a staff to understand personal and departmental roles and responsibility so as to know how their fit into the organization. Cook (2007) argued that a meeting is highly recommended for the staff to meet various executives and people concerned with induction to provide basic overview. According to Gripper (2006, p.152), sessions of induction are significant in that new staff can learn how to fir in their tasks with confidence. This is not being kind to employees but the business as whole benefits by raising the degree of new employees’ commitment. The kind of induction we underwent was very efficient as it made us feel part of the company. During this process, the company allocated adequate time to make sure everyone understood the goal of the company, what it stand for and the organizational culture. The duration of induction was ample to create good working relationship with various managers. The work station of graduates was established before reporting date coaches assigned who are not only accountable but cooperate too. Nevertheless, our tasks as graduate employees in relation to the company were not clear owing to the fact that graduate program policy entailed rotational tasks in different departments. Paula (2008) contended that training and development is a complex practice aimed at enhancing the employees’ performance. Data from different companies demonstrate the significance of training and development, hence such is a vital process in firms. Jackson, Schuler and Werner (2011) stated that it is critical for companies to develop and development policy anchored on the organizational needs and goals. The program must deal with skills which is lacking in staff and guide them for different roles which are likely to be allocated in future. According to Jones (2008), training and development program is often a continuous process for every employee to assure full potential of an employee. A distinct training and development practice is significant for all contemporary organisations because it’s the guaranteed means of getting the highest level of performance from the staff. The company has a broad training and development policy which recommends the retaining of the best tenants the management spots during induction and training. The process is founded on the need of the company because it is aimed at realizing the most effective customers service highly needed in the banking sector. Paula (2008) claimed that the program is repetitive because it entails regular discussions and peer coaching between managers and employees. The Due to the fact the firm is considered a multinational; the global tasks realize their objective of aligning of the staff in the entire organization. In addition, since the graduate can move in different levels to the top, they can realize their best performance through leadership development and skills. The clearly set up training and development policy depicts a great and effective human resource staff. Recommendations Aguinis and Kraiger (2009, p.454) opined that companies which offer desirable training and employee development have changed their interest from cost to value of organization, economy and individual. My first hand experience while working for this organisation portrays the value which the firm foster on its staff. Putting much emphasis of employees and investing in them gives the organization an advantage within the competitive market. Moreover, training offered rooted on the needs of a company is regarded as a major milestone in achieving the best results of the staff. The company under scrutiny boast of staff with most unique skills by mean of purposive dedication to empower the employees. (Arthur et al, (2003, p.234) held that A successful training and development policy is considered as one which performs a constant evaluation of the present training and development prerequisite and staffs new strategies with the ever-changing business trends. The performance of every employee creates the reason for conducting training and development. The outcome of the training should be used to evaluate the effective of such program embraced by the company. The situation makes the program significant to organizational and employees’ needs. The efficiency of a training policy is gauged by means of enhanced performance all through the career of an employee. The good experience from training and development is not the only effective training development indicator. The company needs to have a state-of-the-art training and development premises with elaborate policy which encompass organizational culture and individual talent and brilliance. The paper suggests that new strategies which portray the organization’s cultural diversity require to be adopted. Additionally, the company ought to reassess the training and development policy from the perspective of the staff, which then can be articulated to the business partners which work hand in hand with the firm in re-examining their training program. The reports also suggest that the company must modify the induction program for the graduates to match the purpose and not general which is usually done for the new employees. References Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organization, and society. Annual review of psychology, 60, 451-474. Arthur Jr, W., Bennett Jr, W., Edens, P. S., & Bell, S. T. (2003). Effectiveness of training in organizations: a meta-analysis of design and evaluation features. Journal of Applied psychology, 88(2), 234. Cook, P. (2007). Regulation, markets and poverty. Cheltenham: Edward Elgar Publishing Gripper, P. (2006). Welcome to the practice! Inductions for new employees. In Practice (0263841X), 28(3), 152-154 Institute of Leadership & Management (Ed.). (2007). Recruiting, Selecting and Inducting New Staff in the Workplace Super Series. London: Routledge Jackson, S. E., Schuler, R. S., & Werner, S. (2011). Managing human resources. Stamford: Cengage Learning Jones, T. J. (2008). Professional management of housekeeping operations. Hoboken: John Wiley & Sons Paula, D. 2008. Training and development of employees. Read More