Budget and Programs Allocations, Responsibility Adjudication - Coursework Example

Individual Report Name: Individual Report Course: Tutor: Institution: Date: Table of Contents Table of Contents 2 1.0 Rationale 3 2.0 Implementation 4 2.1 Budget and Programs Allocations 4 2.2 Responsibility Adjudication 5 2.3 Policy Implication on HR Function 6 3.0 Performance Evaluation 7 3.1 Evaluation Metrics 7 3.2 Expected Challenges 7 3.3 Contingency Plan 8 References 9 1.0 Rationale Increased globalization has increased organisations spread and influence across the globe. In this case, organisations have been faced by the need to employ and recruit employee specific to these markets. In order to ensure the alignment of organizational objectives and strategies with the market needs, it is imperative to employ a workforce with the market culture knowledge. Therefore, a study by Jalumuri (2012, p.57) established that organizations which involved local markets workforce in their product development and marketing registered increased market success than peers that did not include the employees. Therefore, based on the above theoretical arguments, it is imperative the application of the proposed Indigenous employment policy will have numerous benefits and merits on the venture. On one hand, is increased societal support. As per the case study, the indigenous society supports the operations and functioning of the organizational transport infrastructure that is an imperative aspect and core business practice for the venture. Therefore, ensuring increased community participation would increase the overall societal support on the organizational activities. In addition, the application of the policy will elevate the societal perception of the organization in the region. As argued, the board of directors is highly sensitive and has placed good and positive political perception as one of the strategic social responsibility programs objective. Thus, through the application of the policy and the eventual results of increased indigenous labour market incorporation in the workforce, the organizational political perception will be enhanced. This perception as Reddick (2012, p.198) argued is an imperative macroeconomic factor to fuel the organizational growth into the future Further, the application of the new employment policy will increase the overall organizational objectivity to the societal needs. Being the social owners of the raw materials by the organization, the use and recruitment of the domestic workforce will increase the responsiveness as well as the overall development of market and society specific and befitting corporate social responsibility programs and strategies. 2.0 Implementation 2.1 Budget and Programs Allocations The allocated overall budget of $ 100, 000 though still minimal will serve a great deal in executing and facilitating the proposed indigenous employment policy. On one hand, $ 20,000 will be applied in conducting society wide recruitment campaigns. In this case, the organizational HR function will roll out recruitment advertisements through the print media, internet for the employees with such access, the use of social media as well as through advertising in the local diaries as well as social gatherings. Although this is a high budgetary allocation to spend on recruitment the strategy will serve two strategic purposes. On one hand, as the evaluation by Chanda (2009, p.483) stated, it will ensure that the organization attracts a large pool of qualified employees in the market. On the other hand, the strategy will boast the overall organizational reputation in the market as it will be perceived as seeking to incorporate the local labour market onto its employee base. As Groucutt, Forsyth and Leadley (2004, p.218) argued, increased organizational attractiveness as an employer is one aspect of improving brand image. As such through the application of the policy through extensive recruitment policies. In addition, $ 40,000 will be used in training development and orientation of the new workforce. In this regard, once the employees have been recruited and selected, the policy provides for a training and induction in house program of not less than 2 months. This program will ensure that the recruited employees are equipped with the necessary and relevant skills for executing their duties. Through the application of this approach, the program will ensure that the employees acquire the opportunity to hold other organizational management posts rather than serving at the lower employees levels. Further, the application of the training programs under the policy will ensure that the recruited employees are inducted onto the organizational culture in the market to reduce on potential employees’ conflicts as well as disagreements of work related confusions in the long run. Further, the policy will commit $30,000 to empowering the external society and the labour market at large. In this case, it will seek to establish partnership with a local labour training institution in the region. In this case, it will offer to pay up some of the training costs for the employees. Through this approach, it will serve as an employee labour development approach and a component of the organizational corporate social responsibility to the society Finally, the remaining $10,000 would be dedicated to offering trainee support programs in the organization. In this case, upcoming talents and employees yet to finish up on their training could acquire practical application aspects in the organization. Through this approach, as Choi and Rainey (2010, p.111) stated, the policy will ensure that into the future more of the employee will voluntary apply to its workforce as well as ensure the aboriginal representation in the labour force though with the strained budget on a temporary and revolving basis. 2.2 Responsibility Adjudication In order to successfully implement and execute the policy and the subsequent supporting programs, the policy will adjudicate various responsibilities to the HR function. On one hand, the senior HR director will be charged with the responsibility of ensuring that the policy is executed through an induction policy whose costs will be incorporated in the training and development costs of the program (Randhawa, 2007, p.13). In this case, the director will oversee the training of the respective HR officers on the nature of application and execution of the respective programs. In addition, the HR function officers will be charged with the responsibility of advertising the employment opportunities, recruiting, training as well as developing relationships and partnerships with trainers in the market. Further, the human resource function will liaise with the public relations and marketing functions to develop appropriate initiatives to liaise with local labour training institutions to offer strategic relationships for providing their trainees with the requires practical skills in the mining industry. 2.3 Policy Implication on HR Function One of the strategic implications of the policy application on the HR function is the development of employee diversity management. Unlike in the past where a majority of the employees had a shared culture, the new policy will increase cultural diversity in the employee workforce. Therefore, the HR function will be required to develop alternative employee management strategies such as motivation programs encompassing the diverse HR cultures. In addition, the function will need realignment. For instance, there will be the introduction of a new trainee segment in the function to deal with trainee employee from partnering local organisations. This segment will also be tasked with the mandating of developing relevant training and development programs not only for the trainees, but also for recruited employees prior to their incorporation and absorption onto the workforce. Thus, on the overall, the application and implementation of the proposed indigenous employment policy will cause a restructuring and reorganization of the organizational HR function to accommodate the proposed programs respectively. 3.0 Performance Evaluation 3.1 Evaluation Metrics In order to evaluate and establish the success and performance of the policy, the policy appraisal system will be based on respective proposed execution programs. Singh (2008, p.230) argued that the evaluation of a policy and strategy performance is imperative to allow for proactive measures implementation and execution. On one hand, the proposed expansive recruitment campaign performance will be evaluated based on the number of applications filed with the organization in relation to official statistics of the sought after skills availability. Therefore, the organization will conduct a market audit on the market ratios and availability of specific sought after skills. Moreover, the success of the trainee programs will be evaluated based on the number of graduate trainees who will express desire and will to work with the organization into the future. The least percentage allowable will be 65% of willingness. Further, the policy will use the training institutions feedback as a measure of the relationships success. Finally, the success of the training and development programs will be evaluated and based on the nature as well as number of employee conflicts exhibited upon the diversity policy incorporation in the organizational workforce. 3.2 Expected Challenges However, despite the expected benefits of the program, the execution process is prone to a series of challenges. One of the potential challenges is funds shortage. In this regard, the policy will face funds shortages especially in the required functional restructuring. As evidenced in its budgeting, there are no enough funds to factor in the expected structural changes (Sudoh, 2005, p.73). Moreover, additional changes are expected in the acquisition of enough HR offices to handle the additional duties and tasks that emerge in the execution of the proposed indigenous employment policy. 3.3 Contingency Plan In order to mitigate the above challenges, the policy will apply a series of contingency plans. On one hand, is the integration of the departmental restructuring needs to the organizational continuous improvement program. As such, instead of funding the restructuring process with the allocated funds, t will classify the need as a continuous improvement program allowing for the use of the additional funds allocated for the practice. Moreover, the policy will use systems such as cross functional teams use in the HR function. Therefore, instead of having new employees, the function will use its staff from other functional segments to work in the new segment on a project basis. References Chanda, R. 2009, "Mobility of Less-Skilled Workers under Bilateral Agreements: Lessons for the GATS", Journal of World Trade, vol. 43, no. 3, pp. 479-506. Choi, S. & Rainey, H.G. 2010, "Managing Diversity in U.S. Federal Agencies: Effects of Diversity and Diversity Management on Employee Perceptions of Organizational Performance", Public administration review, vol. 70, no. 1, pp. 109-121. Groucutt, J., Forsyth, P., & Leadley, P., 2004, Marketing: Essential principles, new realities, Kogan Page, London. Jalumuri Siva, D.P. 2012, "Workforce Diversity And Its Impact On Work Culture Of Indian Organisations", The Journal of Commerce, vol. 4, no. 1, pp. 57. Randhawa, G., 2007, Human resource management, Atlantic Publishers & Distributors, New Delhi Reddick, C. G., 2012, Public administration and information technology, Jones & Bartlett Learning, Burlington, MA: Singh, M., 2008, Strategic management and competitive advantage, Global India Publications, New Delhi. Sudoh, O., 2005, Digital economy and social design, Springer, Tokyo Read More