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Strategic Management Plan Part 1 – Recruitment and Retention

The state of New Jersey has many challenges ahead. Developing a strategic plan for recruiting and retaining employees is, and must be the State’s top priority to meet those challenges. Paying close attention to detail will pay dividends when it comes to sorting out the top candidates, who all bring special skills and experiences with them from the other sectors.  Here is the State of New Jersey’s Strategic Management Plan. It will consist of new, bold, critical ideas and strategies that will be necessary for combating the challenges New Jersey faces.

 

The primary purpose of the government

i.Recruitment and Selection

There are many different steps when recruiting. The first thing the agency needs to do is identify the need once this is complete the agency can move on with searching for candidates that will meet the need of the agency. Once the agency has received the applications, the screening process will start. Screening can be done several different ways, some employers have reduced the size of their Human Resources departments, leaving initial resume review to software programmed to look for certain words in resumes. Once a few resumes are selected by the software programs, employers search the Internet to see if there are negative online postings about these job applicants. Applicants whose resumes pass this scrutiny may then be interviewed by company employees over the phone or in person (Job Screening Process, 2017).

Another part of the recruitment process is tested validation; some agency will administer certain tests to see if the candidate can do the job or what they are asking for correctly.  The regulations apply to all employers that use employment tests, and encompass written tests, strength and agility tests, interviews, and virtually any other assessment device or methodology used in making employment-related decisions (Validate Employment Tests to Avoid Lawsuits, 2016). However, agencies are not able to use those tests to discriminate against any of the applicants.

Agencies can have physical examinations done for a certain position, but each employee should undergo the same physical. Certain positions can be physical in nature, and it’s important that an application is able to do what is outlined in the position. Passing a physical can be a condition of employment. A physical examination can be required by a company for new hires if all other candidates for the same job category were also required to have an examination. The results of the exam itself cannot discriminate against the worker, and his or her medical records and history must be kept confidential and separate from their other records (Pre-Employment Physical Exam Requirements, 2017).

1. Advertising

There are many ways of being able to advertise. Now with social media, this is a way for agencies to promote their jobs over social media. Some social media sites are able to advertise and post information on job openings for free and some can charge a minimal fee. With social media, this reaches quite a few people and many people will see the jobs and feel encouraged to apply. Another popular source of advertising is to place ads in the local newspaper and other newspapers around in your area. Advertising local can be somewhat expensive, but there are people who look to the newspaper for jobs.

iii. Interviewing

Once an applicant or several applicants have been chosen to move forward in for the position, they are asked to come in for an interview either in person or over the phone. However, one agency’s will require an applicant to come in for the second interview if it was done over the phone. With the advancement of technology, interviews can be done over the internet via Skype and other applicants. Interview in some cases is better done in person than via phone or the internet as your ability to see and read the applicant’s body language.

1. Retention

There are many ways to help in retaining employees. The biggest one being compensation, when compensation is high there are more applicants that will apply especially if there is room to grow within the compensation. When an employee can receive bonuses and or incentives for doing a job or bring on more clients this is another factor that will draw retention and applicants as they want to get those bonuses and incentives. Career advancement is also another good effort in retain as many people want to be able to advance to within their career or position. If this is advance to employees, they will want to work for being able to move up or at least have the chance.

Strategies functions implement to assure appropriate staffing

1. Planning
   1. Identify HR requirements

One of the functions that may be used to ensure appropriate staffing at the local government is identifying human resource requirements (Cobra Shire Council, 2015). Fundamentally, there are certain tasks at the local government that require specific individuals to fill in order to ensure successful completion. Notably, this refers to both the quantity and quality of human resource. By identifying the needs of the institution, one will be able to determine how many people are needs to fulfill this need.

1. Seek Budgetary approval

Without a solid budget, it is impossible to hire an adequate and appropriate staff at the local government. Therefore there is a need to seek budgetary approval for the appropriate and adequate staff beforehand so as to be able to execute all the processes of recruitment and selection (Cobra Shire Council, 2015).

 

• Selection criteria

The selection criteria established is imperative to the process. Selection criteria refer to the standards that candidates must meet before hiring (Cobra Shire Council, 2015). The criteria may be based on such things as experience, abilities, skills, knowledge, and basic qualifications. For instance, a position of the local government may require individuals with expert research and analytical skills.

1. Method of recruitment

Selecting the method of recruitment is also strategic to ensure proper staffing. For example, the local government may opt for internal or external forms of recruitment whereby the former recruits from within whereas the latter recruits from without. Depending on the current needs of a certain vacancy, the human resource department may select the most appropriate method of recruitment.

1. Acquisition
   1. Testing or screen applicants

The acquisition process involves a procedure of testing and screening applicants. In this case, the applicants may be given a test that is based on the particular qualifications and requirements of a specific position. Subsequently, depending on the test results the applicants will be screened, and only the best ones will be selected to proceed to the next stage of recruitment. Aptitude tests are a common method used in recruitment (Gordon, 2013).

1. Prepare list qualified applicants

The next step after testing and screening is to prepare a comprehensive list of the applicants who qualify to proceed to the interview stage. Normally, numerous applicants apply for a single position. Therefore, the process of testing and screening is mandatory in order to shorten the list and only remain with the qualified individuals (Goodman et al., 2015).

• Interview the most qualified

Subsequently, the most qualified applicants are often called for an interview with some of the members of the organization. The interview process is largely subjective depending on the preferences of the interviewers and the disposition of the interviewees (Naff et al., 2013).

1. Background and reference checks

Many individuals often fail during the interview process. However, those who thrive are subjected to the background and reference checks. In this stage, the institution will conduct a background check on the individual and determine whether one’s references are valid and reliable (Goodman et al., 2015).

1. Select the most qualified candidate

Following the background and reference checks, the most qualified candidates are selected to fill the vacant positions at the institution.

1. New hire orientation and training

The hiring orientation and training processes are the final stages of this process. This is whereby the new candidates undergo an orientation into the company as well as relevant training on some of the basic elements of the company and their particular workstations.

Training

An organization goes through the process of assessing the training needs by analyzing the key indicators for employee performance to bridge the gap between efficiency and productivity of the organizational inventory such as business mission, job descriptions, employee skill level, behaviors, and technology changes.  The training helps identify workplace culture and expectations by examining the weak spots and implement training strategies to improve those areas to meet the organizational objectives and goals.

1. Orientation

 

The Human Resource (HR) management plays a vital role in new hire orientation program which gives them information about the organizational culture and values by using a set of administrative and operational process to integrate an employee through a series of timely events.  Additionally, the orientation helps prepare them for their job position as efficiently and effectively as possible.  New hire orientation is the first step towards the process of employee socialization and adjustment into the workplace environment (Roberts, 2012). 

The crucial part of the integration process is the assimilation as it assists new hires to acquire the necessary knowledge, values, and social skills to associate with others and fit it quickly.  The design and concept of orientation program provide the necessary employee requirements and address any questions or concerns a new hire may have towards the organization and job.  Also, provides a detailed overview of how the employee fits into the structure of the organization.  It will outline the organizational policies, rules, and procedures as well as job specifications, compensation, and benefits. 

It is an essential part of properly introducing new hires to expectations and offers the opportunity to address any potential issues.

 

1. On-the-job

 

On-the-job training is a method which allows managers to teach an employee to perform a new job or task in the organization.  It gives the employee opportunity to learn as they go.  The training structured to give non-experience workers the knowledge and skills to necessary to fill the vacant position immediately.  Management receives immediate feedback on job performance as well can make a change if the task not performed to standard.  On-job-training can create disadvantages if not address adequately with non-experience worker slowing down productivity and disrupting the workflow efficiency.

 Additionally, the training teaches the employees how to maximize their abilities to perform various jobs over time and develops a more accurate skill set.  For example, when an employee leaves for sick, vacation, promotion or termination they can quickly and easily move into the position in return continually operates without disrupting the department output. 

 

iii. Development

 

There are a variety of development methods utilized to develop an employee.  Mentoring involves experienced coach or trainer to oversee the activities of employee learning by providing advice and instruction on how to perform the job or task with much more effectiveness.  It helps to give an employee time to grow so by receiving one-on-one personalized training from an expert who has already acclimated or transition from the job helps in the employee development. 

The fast-paced technological environment has changed so much, and employee’s needs solution to either create or sustain their knowledge, competency, and technical applications (sfuhrsa, 2014). 

For any organization, it is critical to remain competitive and updated. Only by designing a comprehensive training plan for employees can they receive the latest skills and experience in their field.  However, training development program is costly for time and money.  Managers can maximize value for the organization by using a formal process to evaluate one’s performance and progress.  It provides many benefits and tracks development process as it increased efficiency and interface between both the manager and employee.

 

Succession Plan

There are many areas to focus on when it comes in creating this strategic plan. To boost public sector recruiting, and more importantly, retaining and developing employees, are deciding to focus on candidates who are all capable to grow into leadership positions. We will work endlessly, on finding those who lead.  In order to do this, we will focus on five key factors, which if followed according to the plan, will be the method moving forward, in changing public perception of the public sector’s recruiting process. These steps are how we build a new, stronger, more effective public sector workforce in the State of New Jersey.

1. Radically Embrace Millennials

Research shows that these employees are a lot more likely to incorporate work into a twenty-four-hour schedule than ever before.  The Millennial generation will make up fifty percent of the workforce and up to seventy-five percent in 2025.  These numbers are too large and too important to ignore. We will focus heavily on this demographic as we work towards new technologies and new forms of completing the tasks at hand.

 

 

1. Expand Succession Planning

We will start our expansion of the development plan as soon as the employee walks through our doors for their time.  New plans should regenerate throughout the employee’s maturation. After the new wave of employees, who have been groomed into new roles, the targeting stage begins again. To help in that process, this plan will consist of believers who may aid, tutor, and guide newer employees throughout their new occupations.  Targeting new talent is key, and it will be one of our main focal points.

iii. Go Beyond Formal Leadership Development

MicroLearning has proven to be an effective strategy when it comes to training. The ability to produce diminutive, usable content at the precise moment will be an expectation of new employees.  One of the most effective ways to find new leaders is by letting them learn from each other’s strengths and weaknesses.

1. Capture Knowledge Now

We must acknowledge talent when we see it. Spotting out those individuals, who go above and beyond the norms of what is asked of them, will help us construct leaders who become influential to their peers. Let’s find out where the talent is before someone else does.

1. Implement Unified Talent Management

We must combine recruiting, development, performance, and collaboration in a big pot and mix it all around until we produce the best possible candidates for managerial and other leadership positions. Development within the department is also a strategy that will be used in finding new managers.

It is essential to review all aspects of the employee recruitment, and retention process as an organization will discover the value and benefits of the administrative and developmental system.  The strategic management plan helps save time in recruitment processes, and help defines the procedures necessary to maintain consistency and productivity with the current employees.  HR managers describe the recruitment and retention as a progressive process which they based their decision on the organization’s purpose, goals, and benefits of the overall effectiveness of not hiring or selecting people for the wrong position and wasting department revenue. 

 

References

Cobra Shire Council. (2015). Recruitment policy. Retrieved from http://www.cobar.nsw.gov.au/images/files/PoliciesPlans/Recruitment_Policy__-_Adopted_May_2015.pdf

Duce, J. (2016). Succession Planning in the Public Sector. Retrieved from

https://www.wicounties.org/uploads/EventMaterials/succession-planning-in-the-public-sector-July-2016.pdf

 

Dobberowsky, S. (2016). Succession Planning in the Public sector. Not Impossible! Retrieved from

https://www.cornerstoneondemand.com/rework/succession-planning-public-sector-not-impossible

Goodman, D., French, P. E., & Battaglio Jr, R. P. (2015). Determinants of local government workforce planning. The American Review of Public Administration, 45(2), 135-152.

Gordon, G. L. (2013). Strategic planning for local government. ICMA Publishing.

Job Screening Process. (2017). Retrieved from http://work.chron.com/job-screening-process

            8169.html

Naff, K. C., Riccucci, N. M., & Freyss, S. F. (2013). Personnel management in government: Politics and process. CRC Press.

Pre-Employment Physical Exam Requirements (2017). Retrieved from

            https://www.thebalance.com/pre-employment-physicals-2060485

 

Stacey Roberts, http://smallbusiness.chron.com/importance-selection-recruitment-orientation-

process-17372.html http://sfuhrsa.com/the-strategic-importance-of-recruitment/

Validate Employment Tests to Avoid Lawsuits (2016). Retrieved from 

https://www.shrm.org/resourcesandtools/hr-topics/talent acquisition/pages/validate-employment-tests-avoid-lawsuits.aspx

Wilkerson, B. (2007). Effective Succession Planning in the public sector. Retrieved from

http://www.4cleanair.org/Chicago/EffectiveSuccessionPlanningforPublic.pdf

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Strategic Management Plan Part two- Employer Considerations and Ethics

Acknowledgment of our employees’ ethical obligations is a necessity in management. All systems applied to foster ethical decisions among people, or the independent manner we handle issues must be in alignment with multiple code of ethics in licensing, professionalism and employment. This will boost our familiarization with most of the people who work around us, reviewing of regulatory requirements and workplace practices in accordance to all ethical responsibilities that all employers must consider. One key strategy is creation of an ethical-friendly environment through promotion and analysis of all emerging ethical issues. Implementation of conflict resolution practices further helps avoid scandals by eliminating all cases leading to level increase within an ethic where the complaint was filed against (Carey, Landvogt & Barraket, n.d.). Conduction of case reviews also enhances skills applicable to anticipating potential ethical predicaments since it responsibly handles them. The first section of this part focuses on a description of the diversity management practices within the public sector, with a second session describing the implementation strategies to ensure that these they are properly applied into local government.

A Description of the Diversity Management Practices in the Public Sector

1. Top Leadership Commitment

The top down management demonstrates and communicates all levels in creating a more diversified governmental vision (Connell & Teo, 2010). Creation of clear and measurable governmental goals through proper leadership generates both quantitative and qualitative performance in different sectors. According to the International Journal of Public Administration 2017, this also aided through use of incentives for improving quality performance. However, most practices within the public sectors are impacted upon by certain institutional factors and, therefore, application of behavioral management practices is considered key.

1. Accountability

This is a practice that ensures selected leaders are responsible for diversification by employing means of linking performance assessment to compensating progress of established initiatives. It is vital to come up with strategies and means of measuring performance of projects and project operations since this will ensure there is consistency and greater anticipation of related risks for mitigation or adaptation (Carey, Landvogt & Barraket, n.d.). Most governments globally had embarked on applying in their own institutions practices borrowed from the private sector for remarkable success. This is as a result of resource accountability in diversification.

• Succession planning

Such practices identify and develop diverse talent pools for local governments making it easier to identify potential future leaders for development. Most governmental programs should have physical examinations in relation to succession planning done for a certain position. These positions can be physical in nature, whereby passing that test is a direct guarantee for a condition of employment.

1. Recruitment of staff

            Recruitment of staff ensures generation of highly qualified employment applicants. Recruitment involves test validation whereby agencies administer particular tests to see if the candidate is well qualified for the job or not (Klarsfeld, 2014). These regulations are applicable to all employers using employment tests strength and agility tests, interviews, including other tools useful in making decisions in organizations.

1. Diversity as Part of a Country’s Strategic Plan

Enhancement of diversity in all programs pertaining public government, including different strategies and plans for developing and aligning the entire strategic plan of local government.

1. Diversity for Boosting Performance

This section includes all practices that effect a better understanding of the fact that a highly inclusive environment often yields high productivity for boosting governmental performance.

• Measurement

This involves a set of measures that employ both quantitative and qualitative approaches in determining the impacts that a certain diversification plan will have on a local government. It further outlines the need for measuring performance (Klarsfeld, 2014). After all strategies have been well understood, they are further broken down into more measurable objectives. It aims at reducing the existing gap between the public and private practices in management.

• Diversity Training

Effective training involves application of extra organizational efforts steered towards informing and educating the public on management skills, and how diversification in practice can benefit a ruling government (Carey, Landvogt & Barraket, n.d.). It involves alignment of different governmental strategies to measure individual performance among different ministries. It also outlines a government’s objectives within a specified period of time with implementations for improving them and finally, the barriers to achieving such set targets.

Strategy for Effective Implementation of these Strategies in my State or Local Government

1. Proper Leadership

Putting more focus on enhancing effective leadership to generate diversity is a key strategy to implementing the above ideologies in my local state. Developing proper leadership qualities among people ensures creation of a more diversified society as opposed to a homogenous one (Daly, 2012) Leaders must, therefore, aid in transmission of new values, mediation of differences and creation of coalitions for supporting reform, and not merely motivating people and adjusting to new ethical values. Proper leadership plays a key role in implementation of all sector reforms in public organizations like diversity-aimed reforms since it majors on changes among people. According to the International Journal of Public Administration 2017, development of representative public workforce further aids in adjusting people’s attitude towards work and behavior, a key requirement in leadership. Therefore, proper leadership is a critical strategy that must be reinforced for enhancing equality elements and policy diversification with reasons of motivating and promoting institutional adaptation within the public sector.

1. Enhancing Strategic Workforce and planning

Strategic workforce and planning links diversity goals in achieving all reforms within the public sector. Diversification involves long term steps for achieving all integral parts of a strategic plan (Klarsfeld, 2014). Workforce planning must, therefore, put into consideration all staffing levels, competencies, representative workforce and performance skills for production. Equality integration and diversification in workforce planning help in identification of diverse skills, experiences, quality knowledge, and different strategies for driving implementation rate (Connell & Teo, 2010). Development of a strategic framework for diversification is equally important for translating vision into concrete results. Highly diversified policies within public sectors of local government indicate properly established precise targets and broadly outlined goals. Such goals aim at establishing priorities, monitoring progress and evaluation of results as opposed to directing individual or self-centered initiatives.

• Central Co-ordination and Delegated Implementation Responsibility

Strategy implementation calls for delegated responsibilities and properly coordinated policies. Central coordination during implementation acts as a focal point during promotion of diversity policies while including a whole-of-government approach (Klarsfeld, 2014). The central coordination body helps to generate diverse strategies for monitoring progress and promoting initiative benefits for linking established strategies to workforce planning. It also provides guidance for supporting line ministries and related agencies when implementing policies. It will also allow reflection of a top-down approach in defining guidelines, general principles for policy orientation and prioritizing opportunities and public initiatives in development (Connell & Teo, 2010). Central coordination further enhances coherence in different organizational initiatives within ministries and related agencies for publicizing guidelines and monitoring of implementation progress. Moreover, it facilitates practice dissemination and relating knowledge for implementing these guidelines in a way that can promote core effective innovations for policy implementation and diversification.

1. Integrating Diversity Principles into HRM Processes

Creation of a diversified public workforce ensures that equalized opportunities are developed for addressing direct and indirect discriminatory practices in permeating implementation progress. Effective workforce policies further address challenges faced by different countries in pursuing set diversification programs (Daly, 2012). According to the International Journal of Public Administration 2017, this program also allows employee retaining and attraction, ranging from minority ethnic groups to those with disabilities and varying backgrounds. I will, therefore, create a stronger and favorable environment for developing career choices, and a culture for inclusiveness to allow toleration of core values during delivery of public services.

 

 

 

 

 

References

Carey, G., Landvogt, K., & Barraket, J. Creating and implementing public policy.

Connell, J., & Teo, S. (2010). Strategic HRM. Prahran, Vic: Tilde University Press.

Daly, J. (2012). Human resource management in the public sector. Armonk, NY: M.E. Sharpe

Klarsfeld, A. (2014). International handbook on diversity management at work. Cheltenham: Edward Elgar Pub. Ltd.

 

 

 

 

 

 

 

 

 

 

Part three-Violations against the Legal Rights and Protections of Employees

Legal rights and protection

Equal Employment Opportunity Commission

Equal Employment Opportunity Commission is a federal agency whose duty is promotion of equal employment opportunities through enforcement of federal of civil rights laws through creation of awareness to the public and provision of technical assistance. There are a number of violation practices with regards to the legal rights and protection employees. Such incidences often occur whenever employers make an assumption that disabled employee can never bring out anything good, hence denying him or her the chance to prove his ability level in production. They further patronize employees by trying to shelter or deny them the chance to perform a given task or occupy a certain position.

Complaints are the made concerning violation resulting from such inconsistent practices by virtue of employee’s lack of proper to make decisions at work place (Edgar, 2003). They can also result from failure of employers to provide favorable working area or accommodation, and discriminate others basing on racial differences, gender, locality or sex. This in turn denies some employees reasonable job accommodation needs, reducing quality of work generated.

Lowering of work performance standards for purposes of accommodating performance ability of some workers is also a direct job violation practice calls for affirmative actions, since it equally lowers competition rate of performance at work for raising standards in an institution. This impacts negatively on the hardworking group of employees with higher expectations (Edgar, 2003). This calls for assigning employees basing on their production capacity, so as to accommodate everyone’s performance level. Moreover, failure to give appraisals on efficient work performance is a possible act of employee’s right because it might imply that a certain boss is less concerned about an employee’s job performance.

Whenever supervisors enquire, use insulting language or make negative comments about age in comparison to an employee’s actions, like “she moves too slow because she is older” or “he can’t keep up because he’s older” or “they lack energy or enthusiasm because they are older” often kills an employee’s morale and performance ability since most of them end up feeling offended. Finally, denying employees a fair pay, forcing them to work overdue or denying them leave period are potential violations of employees’ protection rights at work.

The subsequent consequences of these violations

There are subsequent consequences that are as a result of violation of employee’s legal rights. Employers who mishandle his employees equally violates the Protecting America’s Workers Act, which examines the right of all employees in their workplaces. Violations enhance both civil and criminal penalties like retaliation of people who at any point reports poor working conditions, and this prevents most employees from reporting such incidences on work place injuries (Reamer, n,d)Reduction in level of production is also a subsequent consequence because employees are the back borne of a firm’s performance. Tampering with their operations at work lowers their morale to enhance quality production and instead perform poorly leading to a decline in performance and attention to customer needs which is a big blow that draws back a company’s brand.

Some employees might face termination from work places since some employers fire their workers for any reason they choose. However, termination on the basis of religion, locality, race, and ethnicity is illegal to nay governing body, since there are restricted reasons under which employee termination is accepted. Any governmental system that operates under federal laws must ensure that such employees are reinstated to prevent further plaintiff lawsuit discrimination.

Levels of violation

Separable violations are the most comparable levels to this situation, because they entirely focus on serious violation of work integrity meaning hence affecting a very significant portion in work performance and production. It characterizes substantial premeditation and poor planning leading to poor leadership practices that work against the rights most employees are entitled to. Such characteristics are evident in malicious employers, whose intention is hurting a given percentage of his workers by committing unacceptable violations by the Workers’ Act. These acts impact negatively to the firm, and most people suffer from work dissatisfaction. Non-separable violations on the other hand are only felt if the impacts they cause are less overwhelming and therefore cannot be categorized under issues of concern in the job market.

Action Plan

Maintenance of accurate and updated job descriptions is a key plan in designating all essential operational functions of a particular position. This will reduce unnecessary blames on failing to perform a specific task since job descriptions display whoever is responsible for a given task (Carey, n,d). Managers should also enquire from their employees on their ability to perform essential functions before assigning instead of making their own assumptions on one’s capability. The employees should be in a position to specify if performance can still be implemented, regardless of whether there is accommodation or not.

Human Resource managers must also seize from basing employment related actions like promotion, hiring and firing of employees on gender or age basis, like believing in notions like one cannot adequately perform since he is old, hence inflexible in performance (Carey, n,d). Finally, provision of work incentives, vacations, work bonus is key in raising competition in performance among workers. Employers should also make proper decisions regarding his employees work capability basing on individual skills, merit, and abilities in performance as opposed to physical judgement.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Edgar, S. (2003). Morality and machines. Sudbury, Mass.: Jones and Bartlett Publishers.

Reamer, F. Social work values and ethic

Carey, G., Landvogt, K., & Barraket, J. Creating and implementing public policy.