Assessment of Policy Effectiveness - Coursework Example

Program Development Executive Summary The Department of Human Resource is a very important one that each and every organization should have if it intends to accomplish its set goals and mission, as it deals with the employees who are directly linked with the daily operations of the organization or company. In this paper, w are going to look into the importance of the organization and then laying down a plan for its establishment into the PCGNY Corp. The paper is going to explain seven different chapters whereby each chapter will be talking about a specific process in the whole project. Chapter 6. Assessment of Policy effectiveness Overview The purpose of the introduction of the Department of Human Resources in the company is to ensure that there is workforce diversity across all departments as the purpose of the department is always to ensure that all the matters regarding the employees as a company’s assets are taken care of. In this project that the introduction of the department is proposed, it is very important to ensure that the success or the level to which the initiative is effective is examined or evaluated. In this chapter, we are going to analyze the changes that are apparent in the introduction following the introduction of the department. This is going to be done by having the trend analysis of the average level of workforce diversity within the organization. Hypothetical Trend Analysis of Workforce Diversity This table shows an hypothetical trend analysis of the average level of workforce diversity for the company before and after the introduction or implementation of the department of human resources. In this hypothetical example, we find that the trend in the data shows that the workforce diversity ‘s level with the organization saw an increase from slightly to moderately during the two different periods of transition on average. However, the post data shows that the introduction of the Department of Human Resources greatly accelerated the rate of the increase to which the organization was becoming more diversity racially or ethnically. Table 1. Hypothetical Trend Analysis of Workforce Diversity Departments Before the creation of HR Department Post implementation White Simpson Score Hispanic Simpson Score Polish Simpson Score White Simpson Score Hispanic Simpson Score Polish Simpson Score Administration 0.568 0.570 0.578 0.584 0.589 0.595 Accounting 0.478 0.480 0.484 0.488 0.493 0.497 Production 0.365 0.369 0.370 0.378 0.383 0.386 I. Technology 0.247 0.253 0.258 0.263 0.269 0.278 Finance 0.143 0.146 0.149 0.158 0.168 0.175 Average Simpson Score 0.360 0.364 0.368 0.374 0.380 0.386 On top of reviewing the overall workforce diversity level for the organization, trend analysis can be done for individual departments. This analysis will help in examining the level or extend to which the individual departments have succeeded in hiring more qualified minority candidates and also the level to which they have been in rise in the overall workforce diversity level within their structures. In addition, the comparative trend analysis can be done to examine the performance across the departments. This can always be done both at micro and macro levels. The departments that have been chosen for the comparative trend analysis have experienced an increase in the diversity workforce level over time. For example, before the Department of Human Resources was introduced into the company, we find that the level of workforce of the Hispanics, in the administrative department, saw an increase from 0.568 to 0.584 after the implication, which is an increase of about 0.16 points, and it is projected that the trend would continue in the similar direction or manner. Contrary, we find that the population of the Polish within the same department during the same period increased from 0.578 to 0.595; this means that there is an increase of 0.17 points. On a comparative basis, the Polish outnumbered the Whites with respect to the increase in the overall workforce diversity since the department of Human Resources was introduced and implemented. Table 1. Hypothetical Comparative Trend Analysis of Workforce Diversity Departments Before the creation of HR Department Post implementation White Simpson Score Hispanic Simpson Score Polish Simpson Score White Simpson Score Hispanic Simpson Score Polish Simpson Score Administration 0.568 0.570 0.578 0.584 0.589 0.595 Accounting 0.478 0.480 0.484 0.488 0.493 0.497 Production 0.365 0.369 0.370 0.378 0.383 0.386 I. Technology 0.247 0.253 0.258 0.263 0.269 0.278 Finance 0.143 0.146 0.149 0.158 0.168 0.175 Average Simpson Score 0.360 0.364 0.368 0.374 0.380 0.386 Supplemental Types of Program Assessment After its third or fourth year of operation, the newly created department of Human Resources should consider carrying out various program evaluations to examine different aspect of the program of workforce diversity (Dess, et al, 2010). The following are the assessments that should be conducted: Objective-based assessment Management-oriented assessment Process-oriented assessment Consumer oriented assessment Participant-oriented assessment Objective-based assessment This would help in examining the extent to which the goals or objectives are accomplished. In the conducting of this assessment, the Department of human Resources will be able to identify any gaps as regards the objectives and their achievements. In case any gaps are identified, it will be the responsibility of the department of human resources to ensure that the performance gap is bridged. Management-oriented assessment This would help in the assessment of the administration of the project of the workforce diversity at the departmental level. In doing this, the focus of the Department of Human Resources would be on the way the administrators of the program carry out the functions together with tasks that are fundamental to help in the execution of the program properly. Another focus of this assessment would be on the way the implementation of the workforce diversity has been done within the departments. In so doing, the department will collect data or information to inform the heads of the departments regarding the way the management of the workforce diversity can be enhanced. Process-oriented assessment This would help in examining the extent to which the activities, tasks, processes together with functions are similar across as well as within the departments with respect to the execution and implementation of the program of workforce diversity (Kettl, & Fesler, 2005). This assessment would examine the functions, tasks and processes that are established to ensure that there is proper execution of the program of workforce diversity within as well as across the departments. In order to be in a position of ensuring that this is done well and in a proper manner, the Human Resource Department will have to interview the managers of the program together with their staff as regard the workflow of the way the initiative is conducted or carried out at each and every department. Consume oriented assessment By conducting this kind of assessment, the Department of Human Resources would be able to get information from its clients and recipients as regards the services that are provided by each and every unit within the office. In order to successfully carry out this kind of assessment, it would be important for the Human resources department to establish a focus group as well as creating and administering a consumer satisfaction survey for the purpose of collecting information regarding its services. This would encompass the obtaining of ratings on consumer satisfaction concerning conferences and workshops done by the units of community outreach and recruitment and county. In addition, it would obtain ratings on the consumer satisfaction concerning the selection and recruitment of candidates who are qualified. Participant-oriented assessment If the Human Resource department is interested in the obtaining of information from the minority workers that were hired in accordance with their recruitment, selection and placement, it would be important to undertake this kind of evaluation. This assessment will mainly center its focus on the weaknesses and strengths of the initiative of workforce diversity in trying to attract the minorities who are qualified in applying or seeking opportunities of employment within the departments. More so, this examination would put its focus on whether the new minority employees had negative or positive experiences during the whole process of selection and recruitment. By holding interviews with the minority workers who have been hired through this program, the Human Resource Department would gather information as well as gain a better understanding as regards the way minority see and understand the whole program. Summary This chapter showed various techniques of assessment that can be used in the examination of performance in relation to the administration and execution of the organization’s workforce diversity program. The program’s effectiveness might be examined by the utilization of the time series analysis. In the following chapter, we are going to look at implementation of the proposed initiative of the Human resource Department. The chapter will talk about the tasks together with the chapters that are required to make the office work fully and be operational immediately its implementation is done and fully financed and also staffed. However, since this is just a proposal; meaning that the project has not yet been implemented, this plan of implementation can be changed at any time to meet the requirement or needs of the time. Chapter 6. Proposes Program Implementation Plan for the Department of Human Resources Overview The previous chapters have talked about the structure, formation as well as the functions of the Department of Human Resource. In this chapter, we will look at the processes or steps that can or should be undertaken to ensure that the Department of Human resource is established within the organization. Since the formal adoption, financing and management of the department of Human resources needs several steps, the following are the phases and tasks that are required: Phase I- Department approval, creation and funding. Phase II- Recruitment of staff and setting of goals. Phase III- Formation of the performance management and reporting systems. Phase IV- Program evaluation and performance. Phase I- Department approval, creation and funding. In this phase, there is the formal adoption of the Department of Human Resources by the management of the company. Immediately the adoption is done, the charter of the organization will be amended so that it can include the Department of Human resources. After the functions of the office have been clearly stated, the next thing would be to establish the baseline budget for the initiative. Phase II- Recruitment of staff and setting of goals In this phase, the Department of Personnel will be tasked with the recruitment of the Director of the Department of Human Resource as well as the managers. Immediately this is done, the next thing would be the newly recruited or appointed Director of Human Resources Department together with his or manager will start the recruitment of senior officers and officers. However, the positions of assistant administrator together with that of technician will be filled internally from within the current employees. Once those respective positions are filled and the workers are on payroll, it will be time for the department to begin the formulation of its mission statement, objectives and goals as proposed in the previous chapters (Yulk, 2002). Phase III- Formation of the performance management and reporting systems Once the Department of Human resources has formulated its mission statement, unit goals as well as the objectives, it can nor start the Third Phase by performing performance measures and KIPs (Albrecht and Albrecht, 2007). Nevertheless, these performing performance measures together with KIPs should be consistent with the ones that are proposed in the Fifth Chapter. The following deliverables will be produced during this phase: Guidelines for the monitoring and reporting of changes in the levels of workforce diversity and across the departments of the organization. Standardized processes for carrying out workforce analysis. Creation of systems that are computer based for assess project made with respect to the achievement of the objectives of workforce diversity. Establishment of a blueprint or work plan for the implementation of rolling out the system of performance management. The development of training materials regarding the workforce diversity performance management systems. These deliverables are important in the carrying out of effective workshop and the instituting of an effective system of performance management which will examine the progress made with respect to the rising workforce diversity in the organization’s departments (Mullins, 1999). Phase IV- Program evaluation and performance This is the last phase which deals with the evaluation of the performance of the department with respect to the workforce diversity program, and the extent to which they were able to meet the objectives and goals of hiring. In addition, the phase required the units within the department to to examine the performance of the organization with respect to the provision of efficient and quality to the constituents and customers. Summary In this chapter, we have seen the tasks and phases within each phase that are required for the Department of Human Resources to carry out its duties or responsibilities, tasks and functions. It is expected that once the establishment and funding of the Department of Human Resource; it will have established a valid and reliable baseline. Also, once its executive staff is in place, it will have to review the proposed plan of implementation and revise it so as to make sure that it is realistic and also that it is possible to meet the milestones within the stipulated time frames. References Dess, G. G., Lumpkin, G. T., & Eisner, A. B. (2010). Strategic management: Creating Competitive Advantage. (5th). NewYork, N.Y.: McGraw-Hill Irwin. Albrecht, and Albrecht. (2007). Fraud Examination and Prevention. South-Western Educational Publishing. Print. Kettl, D. & Fesler, J. (2005). The politics of the administrative process. Washington DC: CQ Press. Mullins, L J. (1999). Management and Organizational Behaviour, 5th Edition, London, Prentice Hall. Scott, W. & Davis, G. (2006). Organizations and organizing. Upper Saddle River, NJ: Prentice Hall. Thompson, J. (2003). Organizations in action. New Brunswick, NJ: Transaction. Yulk, G. (2002). Leadership In Organizations, 5th Edition, USA, Prentice Hall. Read More