Hrm 532 Human Resources Management Plan
Strategic Management Plan
Lewis Beets
Human Capital Development in the Public Sector HRM/532
August 3, 2014
Professor Virginia Hillman
INTRODUCTION
Human resource management is essential for an organization to be effective and efficient. Four fundamental functions are required to manage human resources:
Planning
Acquisition
Development
Sanction
Public jobs are important and scarce resources. Allocation is significant. Though human capital is equally important, the fact remains, individuals are competing for job opportunities. Along with four fundamental functions, there are four traditional values that must be considered:
Political Responsiveness
Efficiency
Employee Rights
Social Equity
Finally, human resource management …show more content…
includes systems. These systems allow for the completion of the four functions (as above) and are designed to incorporate the fundamental values (as above). There are four traditional systems:
Patronage
Merit (Civil Service)
Collective Bargaining
Affirmative Action
The following proposal plan addresses the Department of Social Services in the state of Oregon. Incorporating all of the above, this strategic management plan includes the following:
A strategy for recruiting and retaining employees
An analysis of the effects of compensation on recruitment and retention
Strategies to ensure appropriate staffing levels
A succession planning process which includes identification of critical variables
Succession Plan Outline
RECRUITMENT and RETENTION
The first function, planning, completed by the Department of Human Resources, and clearly indicates the need for acquisition. Demographic changes, including an aging workforce, will result in several vacancies not only in mid and lower level staffing positions but most concerning, in upper level senior management and professional positions. The Department of Social Services must aggressively seek to recruit qualified candidates now. Aside from demographic trends, the department consistently reports an increasing, remarkably high, staff turnover rate. Data studies from the department indicate an increasing demand for services coupled with a decreasing labor pool. Post employment exit interviews completed over the past 5 years cite “increased stress, poor work satisfaction and no compensation” as primary reasons for resignation from the department.
There are two significant strategies that must be employed immediately: recruiting strategy and retaining strategy.
Recruitment and Selection Models Considered:
Centralized Recruitment
Decentralized Recruitment
Electronic Recruitment
Outsourcing
The Department of Social Services employs different types of workers.
Because there are multiple professional, scientific and administrative positions, the decentralized recruitment process seems most appropriate. Department managers have been instructed to work with their immediate supervisors to provide estimates of hiring needs. Upon completion of these reviews, directors will meet with affirmative action specialists to determine if efforts should target specific minority groups. The results, indicating position needs and diversity needs, will determine the Department’s plan of action. Advertisements will be placed on government sites and in professional association newsletters.
Technology is another key factor the Department has considered. There is an immediate need for specialists in this area to bring the Department “up to speed.” It is the Department’s position that this initial set-up will require specialists and may best be accomplished through outsourcing. Initial reports indicate outsourcing will likely be the most cost-effective way to acquire, implement and train the department’s employees on an integrated electronic system.
Recruiting efforts must occur simultaneously with the staff retention efforts. The Department is keenly aware of its high turn-over rates and low employee satisfaction rates. Efforts toward retention, including review and revision of performance evaluations, team building exercises and employee satisfaction surveys are urgent …show more content…
and underway.
Effects of Compensation
Competitive organizations are regularly looking outside at other companies to find talented individuals to fill key requisitions. When they are able to spot attractive candidates, a company will do what it takes to lure them away from their current employer. They may offer big signing bonuses, stock options, as well as well as providing rich compensation packages. In addition a primary driving factor that motivates productive employees to move from one organization to another is a desire to gain improved income and/or benefits. How an organization structures its compensation and benefits packages is critical in its effort to attract and retain productive employees.
At the most basic level of any organizations compensation program is how it stands against compensation packages of competitors. A market-based compensation system is one in which an organization aligns its pay programs with those of similar outside markets and similar jobs that compete for the same talent. Designing a successful market-based compensation system calls for a balance between competing objectives: retaining, attracting, and motivating the most qualified employees and managing overhead operating and labor costs (UVU, 2012). This basic requirement must be met to retain talent – if compensation is not competitive, any organizations top talent will move on.
Offering incentive opportunities to all employees provides added motivation for top employees to remain with a company. An organization can tailor its compensation packages so that incentive opportunities are implemented at all levels of the company, commensurate with the employee’s level of responsibility. This has the potential to increase production and motivation of a workforce, which will increase the potential for long-term retention.
Another opportunity is to implement flexible and comprehensive benefits packages for a changing workforce.
Employers should use all forms of competitive advantage to boost recruitment and help retain existing staff. A well constructed flexible benefit program should be given high consideration by recruited talent, as well as those already employed by an organization. Today’s workforce is more diverse than ever in terms of culture, religion, age and gender – the days of “one size fits all” benefits packages are no longer realistic. Employers of choice are very likely to provide a comprehensive employee benefits package to attract and retain employees. In addition to a competitive salary, an employee benefits package is a standard and expected part of an employee compensation package. There are many incentives that an organization can utilize to make their benefits package attractive to include: competitive and affordable health insurance, paid time off from work, short term and long term disability benefits, dental and/or vision insurance, 401(K) or other monetary retirement plans, and health care flexible spending accounts (FSAs). Non-traditional benefits such as providing child care, use of company products and equipment for personal use, exercise facilities/memberships are very affordable and attractive ways for a company to encourage top talent to remain onboard.
Compensation is arguably the most important factor in recruiting and retaining talent. If an organization can
provide competitive compensation that provides satisfaction for top talent, the chances of that talent not leaving an organization is greatly enhanced.
Staffing Levels
According to a 2013 report from the U.S Department of Labor staffing levels decreased by 15%, due to the economic downturn forcing companies to downsize staff and combined positions. Based on research, a quick way to develop office staffing standards is as follows:
Multiply the annual frequency by the time standard for each task of each specialty
Add the total time to perform each specialty in the year
Divide the total annual time to conduct that specialty by the case worker standard (i.e., the number of hours per year the average case worker applies to direct case-related work). This result gives the number of positions required per year to perform the given specialty.
Repeat the process for each specialty.
Account for the optimal staffing level for the office by developing operating ratios for managerial span of control, support staff to case-related staff, fiscal staff to case-related staff, and fiscal staff to total staff.
Succession Plan
Designing strategies to fill anticipated vacancies is succession planning. There are six basic steps that must be followed:
1. Identify expected vacancies
2. Determine critical positions and functions
3. Identify current employees who might be developed to fill vacancies
4. Provide training and mentorships to develop current employees with potential
5. Develop strategies for recruiting employees with needed skills and abilities
6. Evaluate results and determine what further measures are needed.
The Oregon Department of Social Services has completed a position review, as discussed earlier, and asserts that vacancies are already at a critical point with the expectation that this trend will continue reaching a crisis point without immediate intervention.
Expected Vacancies:
Employment of human services workers is expected to grow much faster than the average for all occupations through the year. Opportunities for qualified applicants are expected to be excellent, not only because of projected rapid growth in the occupation, but because of substantial replacement needs. Turnover among counselors in group homes is reported to be especially high.
Employment prospects should be favorable in facilities and programs that serve the elderly, mentally impaired, or developmentally disable. Adult day care, a relatively new concept, is expected to expand significantly due to very rapid growth in the number of people of advanced age, together with growing awareness of the value of day programs for adults in need of care and supervision.
While projected growth in the elderly population is the dominant factor in the anticipated expansion of adult day care, public response to the needs of people who are handicapped or mentally ill underlies anticipated employment growth in group homes and residential care facilities. As more and more mentally retarded or developmentally disabled individuals reach the age of 21 and thereby lose their eligibility for programs and services offered by the public schools, the need for community-based alternatives can be expected to grow. Pressures to respond to the needs of the chronically mentally ill can also be expected to persist. For many years, as deinstitutionalization has proceeded, chronic mental patients have been left to their own devices. If the movement to help the homeless and chronically mentally ill gains momentum, more community-based programs and group residences will be established, and demand for human services workers will increase accordingly. State and local governments will remain a major employer of human services workers, and replacement needs alone will generate many job openings in the public sector.
Oregon Department of Social Services
SUCCESSION PLAN OUTLINE
Objectives
Critical Variables
Strategies
Evaluation
Productivity
Intake calls
Assignment
Quantity of Clients
Quality of Services
Labor Costs
Man hours
Compensation
Social Representation
Balance
Time
Technology
Laptops
Dictation
Interface
Employee efforts and motivation
Caseload
Skills & Job Titles
Scope of Practice
Delegation of tasks
Legal Mandates
Selection process
Licensure requirements
Organization
KSA’s
Delegation of Tasks
Formation of teams
Staffing
Recruitment Efforts
Selection
Promotions/ Retention
Lewis Beets
Human Capital Development in the Public Sector HRM/532
August 3, 2014
Professor Virginia Hillman
INTRODUCTION
Human resource management is essential for an organization to be effective and efficient. Four fundamental functions are required to manage human resources:
Planning
Acquisition
Development
Sanction
Public jobs are important and scarce resources. Allocation is significant. Though human capital is equally important, the fact remains, individuals are competing for job opportunities. Along with four fundamental functions, there are four traditional values that must be considered:
Political Responsiveness
Efficiency
Employee Rights
Social Equity
Finally, human resource management …show more content…
includes systems. These systems allow for the completion of the four functions (as above) and are designed to incorporate the fundamental values (as above). There are four traditional systems:
Patronage
Merit (Civil Service)
Collective Bargaining
Affirmative Action
The following proposal plan addresses the Department of Social Services in the state of Oregon. Incorporating all of the above, this strategic management plan includes the following:
A strategy for recruiting and retaining employees
An analysis of the effects of compensation on recruitment and retention
Strategies to ensure appropriate staffing levels
A succession planning process which includes identification of critical variables
Succession Plan Outline
RECRUITMENT and RETENTION
The first function, planning, completed by the Department of Human Resources, and clearly indicates the need for acquisition. Demographic changes, including an aging workforce, will result in several vacancies not only in mid and lower level staffing positions but most concerning, in upper level senior management and professional positions. The Department of Social Services must aggressively seek to recruit qualified candidates now. Aside from demographic trends, the department consistently reports an increasing, remarkably high, staff turnover rate. Data studies from the department indicate an increasing demand for services coupled with a decreasing labor pool. Post employment exit interviews completed over the past 5 years cite “increased stress, poor work satisfaction and no compensation” as primary reasons for resignation from the department.
There are two significant strategies that must be employed immediately: recruiting strategy and retaining strategy.
Recruitment and Selection Models Considered:
Centralized Recruitment
Decentralized Recruitment
Electronic Recruitment
Outsourcing
The Department of Social Services employs different types of workers.
Because there are multiple professional, scientific and administrative positions, the decentralized recruitment process seems most appropriate. Department managers have been instructed to work with their immediate supervisors to provide estimates of hiring needs. Upon completion of these reviews, directors will meet with affirmative action specialists to determine if efforts should target specific minority groups. The results, indicating position needs and diversity needs, will determine the Department’s plan of action. Advertisements will be placed on government sites and in professional association newsletters.
Technology is another key factor the Department has considered. There is an immediate need for specialists in this area to bring the Department “up to speed.” It is the Department’s position that this initial set-up will require specialists and may best be accomplished through outsourcing. Initial reports indicate outsourcing will likely be the most cost-effective way to acquire, implement and train the department’s employees on an integrated electronic system.
Recruiting efforts must occur simultaneously with the staff retention efforts. The Department is keenly aware of its high turn-over rates and low employee satisfaction rates. Efforts toward retention, including review and revision of performance evaluations, team building exercises and employee satisfaction surveys are urgent …show more content…
and underway.
Effects of Compensation
Competitive organizations are regularly looking outside at other companies to find talented individuals to fill key requisitions. When they are able to spot attractive candidates, a company will do what it takes to lure them away from their current employer. They may offer big signing bonuses, stock options, as well as well as providing rich compensation packages. In addition a primary driving factor that motivates productive employees to move from one organization to another is a desire to gain improved income and/or benefits. How an organization structures its compensation and benefits packages is critical in its effort to attract and retain productive employees.
At the most basic level of any organizations compensation program is how it stands against compensation packages of competitors. A market-based compensation system is one in which an organization aligns its pay programs with those of similar outside markets and similar jobs that compete for the same talent. Designing a successful market-based compensation system calls for a balance between competing objectives: retaining, attracting, and motivating the most qualified employees and managing overhead operating and labor costs (UVU, 2012). This basic requirement must be met to retain talent – if compensation is not competitive, any organizations top talent will move on.
Offering incentive opportunities to all employees provides added motivation for top employees to remain with a company. An organization can tailor its compensation packages so that incentive opportunities are implemented at all levels of the company, commensurate with the employee’s level of responsibility. This has the potential to increase production and motivation of a workforce, which will increase the potential for long-term retention.
Another opportunity is to implement flexible and comprehensive benefits packages for a changing workforce.
Employers should use all forms of competitive advantage to boost recruitment and help retain existing staff. A well constructed flexible benefit program should be given high consideration by recruited talent, as well as those already employed by an organization. Today’s workforce is more diverse than ever in terms of culture, religion, age and gender – the days of “one size fits all” benefits packages are no longer realistic. Employers of choice are very likely to provide a comprehensive employee benefits package to attract and retain employees. In addition to a competitive salary, an employee benefits package is a standard and expected part of an employee compensation package. There are many incentives that an organization can utilize to make their benefits package attractive to include: competitive and affordable health insurance, paid time off from work, short term and long term disability benefits, dental and/or vision insurance, 401(K) or other monetary retirement plans, and health care flexible spending accounts (FSAs). Non-traditional benefits such as providing child care, use of company products and equipment for personal use, exercise facilities/memberships are very affordable and attractive ways for a company to encourage top talent to remain onboard.
Compensation is arguably the most important factor in recruiting and retaining talent. If an organization can
provide competitive compensation that provides satisfaction for top talent, the chances of that talent not leaving an organization is greatly enhanced.
Staffing Levels
According to a 2013 report from the U.S Department of Labor staffing levels decreased by 15%, due to the economic downturn forcing companies to downsize staff and combined positions. Based on research, a quick way to develop office staffing standards is as follows:
Multiply the annual frequency by the time standard for each task of each specialty
Add the total time to perform each specialty in the year
Divide the total annual time to conduct that specialty by the case worker standard (i.e., the number of hours per year the average case worker applies to direct case-related work). This result gives the number of positions required per year to perform the given specialty.
Repeat the process for each specialty.
Account for the optimal staffing level for the office by developing operating ratios for managerial span of control, support staff to case-related staff, fiscal staff to case-related staff, and fiscal staff to total staff.
Succession Plan
Designing strategies to fill anticipated vacancies is succession planning. There are six basic steps that must be followed:
1. Identify expected vacancies
2. Determine critical positions and functions
3. Identify current employees who might be developed to fill vacancies
4. Provide training and mentorships to develop current employees with potential
5. Develop strategies for recruiting employees with needed skills and abilities
6. Evaluate results and determine what further measures are needed.
The Oregon Department of Social Services has completed a position review, as discussed earlier, and asserts that vacancies are already at a critical point with the expectation that this trend will continue reaching a crisis point without immediate intervention.
Expected Vacancies:
Employment of human services workers is expected to grow much faster than the average for all occupations through the year. Opportunities for qualified applicants are expected to be excellent, not only because of projected rapid growth in the occupation, but because of substantial replacement needs. Turnover among counselors in group homes is reported to be especially high.
Employment prospects should be favorable in facilities and programs that serve the elderly, mentally impaired, or developmentally disable. Adult day care, a relatively new concept, is expected to expand significantly due to very rapid growth in the number of people of advanced age, together with growing awareness of the value of day programs for adults in need of care and supervision.
While projected growth in the elderly population is the dominant factor in the anticipated expansion of adult day care, public response to the needs of people who are handicapped or mentally ill underlies anticipated employment growth in group homes and residential care facilities. As more and more mentally retarded or developmentally disabled individuals reach the age of 21 and thereby lose their eligibility for programs and services offered by the public schools, the need for community-based alternatives can be expected to grow. Pressures to respond to the needs of the chronically mentally ill can also be expected to persist. For many years, as deinstitutionalization has proceeded, chronic mental patients have been left to their own devices. If the movement to help the homeless and chronically mentally ill gains momentum, more community-based programs and group residences will be established, and demand for human services workers will increase accordingly. State and local governments will remain a major employer of human services workers, and replacement needs alone will generate many job openings in the public sector.
Oregon Department of Social Services
SUCCESSION PLAN OUTLINE
Objectives
Critical Variables
Strategies
Evaluation
Productivity
Intake calls
Assignment
Quantity of Clients
Quality of Services
Labor Costs
Man hours
Compensation
Social Representation
Balance
Time
Technology
Laptops
Dictation
Interface
Employee efforts and motivation
Caseload
Skills & Job Titles
Scope of Practice
Delegation of tasks
Legal Mandates
Selection process
Licensure requirements
Organization
KSA’s
Delegation of Tasks
Formation of teams
Staffing
Recruitment Efforts
Selection
Promotions/ Retention