The aim of the report is to answer the questions related to the scenario provided in the question. As a human resources manager, the report will explain how the Labor Relations Amendment Act, No. 12 of 2002 is being implemented in the department for compliance purposes, and will also explain how the National Qualifications Framework Act is related to skills development initiatives for departments. Moreover, it will identify HR plan for the department’s strategic objectives and priorities along with five steps of DPSA Strategic Human Resource Planning Cycle. In addition, the report will evaluate the training received during my working career and will advise improvements in training team. It will also explain why performance appraisals are important to organizations. Besides this, the report will identify understanding of the similarities and differences between mediation and arbitration along with enlisting five types of employee benefits. It will also discuss and explain the five steps involved in the succession planning process.
The main purpose of Labor Relations Amendment Act, No. 12 of 2002, is not only to protect the labors or employees at workplace but to also promote social development, democracy, peace, fair labor practices and economic development. As a HR manager, I implement this Labor Relations Amendment Act through applying and implementing policies under this act within the organization. The requirement process is carried out without any bias and providing chance to each and every one who is qualified for the post (Bratton and Gold, 2017: 3). To increase the culture diversity and friendly environment between the staff members, various activities are also carried out during the working hours. These activities include fun activities and interaction activities due to which employees are able to know about each other and become stagnant with each other.
In addition, as a HR manager, various training and online courses are provided to the new recruits so that they can be trained in the particular field. Better working environment is provided to the employees so that their efficiency can be increased without compromising their interest. Moreover, during meetings and group discussions everyone is given a chance to speak and express their thought related to the topic (Chelladurai and Kerwin, 2018: 4). Moreover, a complaint box/ suggestion box is also placed in the office so that if any employee is facing any problem regarding his rights he can directly send his complaints to the higher authorities. Staff member are free to directly talk with HR manager regarding any issues that are leading to violation of their rights.
As a Human resource manager, it is made sure that every new recruit is properly trained regarding the work he/she is going to perform. Online course are provided to them along with appropriate amount of time so that the employees can learn the skills that are required for the particular work (Bratton and Gold, 2017: 3). In addition, if any new technology is introduced in the department, it is made sure that the employees are provided training related to the technology in the initial days. Help of videos and expert session is taken to increase the knowledge level of staff members so that their efficiency and productivity is increased.
The National Qualifications Framework Act is directly related to skills development initiatives for departments as the aim of the skill development initiative is to develop skills of employees and staff members in the field where they lack. New technology and new skills are taught the staff member so that their efficiency and productivity can be improved. Whereas the purpose of National Qualifications Framework Act also the same as this act ensures that the skills and knowledge are recognized through the country (Chelladurai and Kerwin, 2018: 4). The National Qualifications Framework Act is related to skill development initiative in a way that both focuses on improving and ensuring the learning of new skills and knowledge among a group of people.
The goals of HR plan are directly linked with the objectives and goals of the organization. Some of the objectives of HR are as follows:
The objective of human resource manager is to ensure that the workforce of the organization is capable of meeting needs of future staffing. To accomplish this, the line manager and HR manager access current qualifications and skills of workforce by working together. It enable HR to determine best action for HR activities like training and development (Delery and Roumpi, 2017: 7).
Training employees and developing their skills through long term planning so that the staff members can perform their job with high efficiency and productivity. It increases the profitability of the organization along with reduction of hiring cost of new employees. It enable the employee to perform variety of jobs within the organization as number of different job functions are increased in the organization (Marchington, Kynighou, Wilkinson and Donnelly, 2016: 11).
It is the most important thing to build a health working environment. Conducting activities and group discussion increase friendly working environment. Disengagement of employee results in workplace conflicts, poor performance and low productivity (Chelladurai and Kerwin, 2018: 4).
The steps involved in DPSA Strategic Human Resource Planning Cycle are discussed below:
First step: Setting the strategic direction. This step includes analyzing the goals and objective of the organization so that a strategic plan can be made related to recruitment, technology, sales and marketing. It is the overall planning for the organization.
Second Step: Conducting workforce analysis and environmental scan. This step includes analyzing organization structure, competencies, training and development, types of employment, staffing patterns, budget analysis, and values and ethical behavior (Delery and Roumpi, 2017: 7).
Third step: Identifying gaps in supply and demand. It helps in the identification of sectors where the organization is lacking. Knowing drawbacks of an organization can help HR manager to plan the strategies to overcome them.
Fourth step: Identifying HR priority issues and developing action plan for addressing the gap. It is the process in which strategies are formulated for the issues are affecting the growth and revenue of the organization. This step is carried out to ensure that the gaps in supply and demand are met in future through implemented strategies (Marchington, Kynighou, Wilkinson and Donnelly, 2016: 11).
Five steps: Monitoring, evaluating and review of HR planning. This step involves skill development strategy, recruitment and retention, EE plan, HRD strategies, EH and W strategies, and performance management strategies (Armstrong and Taylor, 2020: 1).
During my training career, the training I received was not that appropriate. The training was carried out by organization in such a way that only the overview of the task and what is needed to be done in the task was only discussed. Proper time for training was not provided. Moreover, there was no use of audio and visual training. Only the guidelines to accomplish the task was provided. There was no such interaction with the training person so that the doubts can be cleared directly. Short time was provided for doubt clearing session. The improvement that I have suggested was using audio and visual technology of better understanding, providing enormous amount of time for registering the new technology and task, and providing time for doubt clearing session (DeCenzo, Robbins and Verhulst, 2016: 6). This improvements can be used to train the team as training session is key through which the task is completed will full accuracy. Providing audio and visual training session will be effective as people learn easily through this techniques as it get registered in their minds. Moreover, providing sufficient amount of time for doubt clearing session reduces the chances of errors and increases the efficiency and accuracy of the trainee. In addition, regular monitoring is also required. Regular monitoring ensures that the trainee is able to understand things that are delivered by the expert. It helps in developing skills of the trainee more effectively (Armstrong and Taylor, 2020: 1).
The main purpose of performance appraisal is to determine the extent of performance of the employee in order to fulfil the requirement of the job (Bailey, Mankin, Kelliher and Garavan, 2018: 2). The performance appraisal is important for organization because of the following reasons.
Personal attention: Related to the employee’s job description, individual’s strength and weaknesses are discussed in the performance appraisal. It provides an opportunity to the employee to discuss his/her personal concerns directly to the manager. Moreover, organization gains the trust of the employee by awarding the employee for his/her hard work (Idowu, 2017: 9).
Feedback: Performance appraisal helps in providing feedbacks to employees related to the fulfilment of the job. It helps the organization to know whether the employee is right for the organization team or not (Walk and Kennedy, 2017: 14).
Career path: Performance appraisal acts as a tool in the path of career management. Goals and skills of employees are discussed so that information can be collected related to their potential.
Employee accountability: Awareness among the employees will be there regarding their daily evaluation and accountability of their action. As a result, employees will be efficient and productive during the working hours and this will be beneficial for the organization growth (Idowu, 2017: 9).
Communication of company goals: Performance appraisal creates a chance of discussion between employee and manager regarding the objectives and goals of the organization. It helps in understanding whether the employees are aware about their importance towards the goal of the company (Walk and Kennedy, 2017: 14).
I think similarities between mediation and arbitration includes various things. The first similarity is confidentiality. Both the method involves proceedings that are confidential and the resolution does not become a public record.
Second similarity is both are cost efficient way to resolve disputes as compared to the proceedings of litigation (Chung, 2016: 5).
Third similarity is both are time saving proceedings and are faster than the proceedings of litigation.
Fourth similarity is that both are informal process and involves third party existence.
Sixth similarity is that final result of both becomes legally enforceable resolution.
I think the differences between mediation and arbitration is that, arbitration is a court like process in which parties provide evidences and testimony similar to trial but in less formal way. While mediation is a negotiation process in which there is an involvement of neutral third party for assistance. The party does not reach a resolution unless all sides agree (Nigmatullina, 2018: 13).
The following are the five types of employee benefits.
Retirement benefits: These types of benefits are provided to employees when their careers are ended. They get these benefits after their retirement. This can also be said as pension. These have two general categories namely defined benefits and defined contribution plans (Pension plan). Example: employees get salary from the organization after their retirement. This salary is contributed by employees in name of provident fund (Jaworski, Ravichandran, Karpinski, and Singh, 2018: 10).
Medical and Life insurance: Life insurance protects the family if the employee dies during working and the benefits are paid to the family at once to spouse or child of employee. While in medical insurance, the charges like prescription drugs, hospital rooms, surgeon fees and cost of physician is paid by the company on behalf of the employee (Hakanen, Peeters, and Schaufeli, 2018: 8).
Paid time off: These benefits are earned by employees during their work only. The employee is paid off for vacation leave, sick leave and holiday. For example, Number of holydays are previously decided by the organization for which the employee is paid. Compensation is provided to employees for this leaves (Jaworski, Ravichandran, Karpinski, and Singh, 2018: 10).
Fringe Benefits: They are non-cash types of benefits in order to retain and attract talented employees. It includes child care spending account, tuition assistance and non-production bonuses. For example, schooling of employee child is carried out on the expense of the organization (Jaworski, Ravichandran, Karpinski, and Singh, 2018: 10).
Disability insurance: The company pays the employee if he/she is unable to work due to illness or injury. They are not commonly offered. For example, if an employee get injured in a car accident and he require a rest of 15 days, than the company will provided the salary of these 15 days (Hakanen, Peeters, and Schaufeli, 2018: 8).
The five steps in the succession planning process are briefly discussed below:
First step: The first step involve the identification of critical position that focuses on the efforts of succession planning. Without this roles, the organization would not be able to meet the objectives of the business effectively. It is essential to consider demographical analysis or workforce projection data while identifying risk areas. A risk assessment is conducted and compared to future and current vacancies for identification of critical positions (Muenjohn and McMurray, 2018: 12).
Second step: The second step involves the identifying competencies. For successful performance in key areas and to develop plan, to guide learning, to access performance and to set clear performance expectation, it is important that clear understanding of capabilities and competencies are required. In this process, the employees gain key responsibility understandings by completing the process of position profiling or competency profiling. The key responsibilities also includes technical, behavioral, and qualification competencies in order to perform the action successfully (Muenjohn and McMurray, 2018: 12).
Third step: The third step involves identifying succession management strategies which includes developing internal pools, onboarding and recruitment in order to address succession planning. It also involves selection of strategies from several human resource strategies.
Fourth step: The fourth step involves document and implementation of succession plan. It provides a mechanism that clearly defines responsibilities, roles and timeline of action plan.
Fifth step: The fifth step involves the evaluation of effectiveness by systematically monitoring the data of workforce. It is very important to make adjustments and evaluate actions in order to make successful efforts of organization succession planning (Muenjohn and McMurray, 2018: 12).
It can be concluded that the report has explained how the Labor Relations Amendment Act, No. 12 of 2002 is being implemented in the department for compliance purposes, along with explaining the relation of National Qualifications Framework Act to skills development initiatives for department. Moreover, it has identified the HR plan for the department’s strategic objectives and priorities along with five steps of DPSA Strategic Human Resource Planning Cycle. In addition, the report has evaluated the training received during my working career and has advised improvements in training team. It has also explained the importance of performance appraisals for organizations. Besides this, the report has identified understanding of the similarities and differences between mediation and arbitration along with enlisting five types of employee benefits. It has also discussed the five steps involved in the succession planning process.
Armstrong, M. and Taylor, S. 2020. Armstrong's handbook of human resource management practice. Kogan Page Publishers.
Bailey, C., Mankin, D., Kelliher, C. and Garavan, T., 2018. Strategic human resource management. London: Oxford University Press.
Bratton, J. and Gold, J. 2017. Human resource management: theory and practice. United States: Palgrave.
Chelladurai, P. and Kerwin, S. 2018. Human resource management in sport and recreation. Human Kinetics.
Chung, Y. 2016. Combining Arbitration with Mediation: Two Cultures of China and Malaysia. J. Arb. Stud., 26, p.149.
DeCenzo, D.A., Robbins, S.P. and Verhulst, S.L. 2016. Fundamentals of human resource management. New York: John Wiley & Sons.
Delery, J.E. and Roumpi, D. 2017. Strategic human resource management, human capital and competitive advantage: is the field going in circles?. Human Resource Management Journal, 27(1), pp.1-21.
Hakanen, J.J., Peeters, M.C. and Schaufeli, W.B. 2018. Different types of employee well-being across time and their relationships with job crafting. Journal of occupational health psychology, 23(2), p.289.
Idowu, A. 2017. Effectiveness of performance appraisal system and its effect on employee motivation. Nile Journal of Business and Economics, 3(5), pp.15-39.
Jaworski, C., Ravichandran, S., Karpinski, A.C. and Singh, S. 2018. The effects of training satisfaction, employee benefits, and incentives on part-time employees’ commitment. International Journal of Hospitality Management, 74, pp.1-12.
Marchington, M., Kynighou, A., Wilkinson, A. and Donnelly, R., 2016. Human resource management at work. United States: Kogan Page Publishers.
Muenjohn, N. and McMurray, A. 2018. STRATEGIC LEADERSHIP AND SUCCESSION PLANNING. Leadership: Regional and Global Perspectives, p.305.
Nigmatullina, D. 2018. Combining Mediation and Arbitration in International Commercial Dispute Resolution. London: Routledge.
Walk, M. and Kennedy, T. 2017. Making nonprofits more effective: Performance management and performance appraisals. London: Routledge.
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