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HUMAN RESOURCE STRATEGY

The significance of a human resource strategy to any organization cannot be overemphasized. This paper discusses the specifics of a human resource strategy in relation to issues like redundancy, productivity improvement, introduction of technology, pay system reorganization, skills development, trade union avoidance, and the improvement of motivation, commitment, and engagement.

As regards redundancy, it is imperative to lay clear a plan for its communication to get “change with agreement”. An assumption here is that there will be a clear redundancy policy and an agreement in the same respect anticipating a redundancy scenario. As such, sufficient circulation and/or communication of this policy will be made so that employees are aware that redundancy is inevitable. Imperatively, the reasons for redundancy should be made clear in the enterprise agreement to avoid misunderstanding around the issue. With employees having understood the need and inevitability of redundancy, the next step will be to explain the process of execution, which ought to be open, fair, and practicable (Munshi 2018: p.3). Execution will entail announcement of the redundancy plan, publishing the criteria/method of selection, and serving employees with appropriate notice. As Thompson and Martin (2017: p. 21) inform, it will also be imperative to consult with employees or employee representatives so as to take into account any views they might be harboring about the issue. Only after hearing employee’s views will the execution of redundancy begin, in a responsible and humane manner (Mellahi and Wilkinson 2010: p. 10). This consultation could also include consideration of alternative work within the organization. Site support will also be considered so as to provide a safety net for affected employees.

To improve productivity, efforts will be made to secure and train highly competent and quality personnel. This will be done against the backdrop of the organization’s keenness to succeed and as such, realize its objectives through human resource. Diverse and talented people will be hired and a value-based climate created for them to thrive. Efficiency will also be sought by reviewing the current way of doing work while remaining open to the possibility of change. Delegation of functions/duties will also be considered to improve efficiency and productivity. Additionally, creating a positive work environment for employees will also be integral in this respect, much as will be ensuring that employees have what they need to do their work.

Technology will also be embraced in efforts to improve productivity. Where possible, some processes will be automated, hence allowing for not only accuracy and precision but also faster communication and time saving. The role of employees in this regard will be to embrace technology and comply with the organization’s policy in the same respect.  Their self-efficacy, self-determination, and intrinsic motivation will determine if adoption of technology is successful or not (Hausberg et al. 2017: p. 1400).

To reorganize the chaotic pay structure, a detailed job evaluation will be conducted so that with knowledge of the relative worth of every job/position/work done, a hierarchical ranking will be developed (Burke n.d: p. 2). As such, this evaluation will be person-based and with the resulting ranking pay will be internally aligned in such a manner that it not only appears fair but it is actually fair, as pay will be dictated by one’s work value and ranking in the pay hierarchy.

 A skills development plan will be developed by creating policies that match skill demand and supply, and offer workers support so they can adjust to change. Training programs will also be designed to help employees maintain competence levels, respond to demands as may be dictated by a changing business climate, new work models, and new technology. The plan will also include supportive supervision. Prior to design/development of the said training programs, it will be necessary to assess employee’s training needs through observation (as they perform their tasks), interviews, analysis of routine reports, and identification of performance problems. In relation to transfer of staff from Toxteth to St. Helens, such will be done on the basis of suitability and qualification without regard to factors like sex, race, age, ethnicity, national origin, and religion just to mention but a few. Employees will be given equal opportunities to apply for the transfer based on minimum requirements and those who qualify will undergo job-specific testing to ascertain their suitability.

As regards trade union involvement, avoidance will be achieved through vertical staff meetings where a given number of employees from different levels will be selected to periodically meet with the management and discuss current problems (Martin 2010: p. 72). Mass meetings will also be held between top-management officials and employees so that management is enlightened on the welfare/problems of lower-level workers. Encouraging participative mechanisms and developing a formal complaint system will also be considered as policies informing avoidance of union involvement.

Last yet important, to improve motivation, commitment, and engagement, some of the steps to be taken include building strong relationships between employees and management, ensuring clear communication between management and employees, providing opportunities for learning, personal growth as well as development, and strengthening relationships among employees by minimizing conflicts (Cervai et al. 2014: p. 7; Stack 2013: p. 4). Ensuring employees have the right resources (could be tools and equipment) will also help in the same regard. Positive reinforcements like giving praise and recognizing excellence will also help improve motivation, commitment, and engagement, much as will consulting with workers on issues affecting them.