QUESTION
Onboarding (attached)
Social Responsibility (attached)
Competitive Advantage (attached)
PLEASE LOOK FOR THE CHAPTERS AT THE BOTTOM OF EACH LECTURE.
Introduction:
A large technology company’s CEO decided as one part of his or her plan to revitalize the company that he or she wanted to end the company’s work-from-home policy. In an internal memo from the Executive Vice President of People and Development, working at the office rather than at home was necessary because of the need for employees to communicate and collaborate and to reduce the chance that speed and quality would be diminished. Criticism of the firm’s policy change focused on the message that not allowing work from home sends to employees: We can’t trust you to get the work done.
Many employees want to work at home, so companies are using working at home as a benefit that helps recruit and retain talented employees. Several studies have demonstrated benefits from working at home. Cisco Systems found that employees who could work remotely from home experienced an increase in their quality of life. This could result from reducing the hassles of commuting to work and allowing employees to better balance work and life responsibilities such as managing childcare, running errands, or dealing with a sick child, spouse, or family member. Another study showed that when employees of a Chinese travel agency were allowed to work from home, they were more productive, resulting in cost savings of $2,000 per employee each year. Finally, a study found that office employees who work from home may work fifty-seven hours per week before they feel their work-life is out of balance, compared to thirty-eight hours per week for employees who work at their office.
Working at home also may have significant disadvantages. The disadvantages include employees taking advantage of the policy to extend their weekends by not working in the office on Fridays or Mondays and the loss of the potential benefit from having face-to-face interactions with colleagues that are useful for sharing knowledge and generating creative solutions to product or service problems. Being in the office is especially important today because many jobs require close collaboration with peers or working on team projects. Also, unplanned personal interactions occurring at the office can lead to new ideas or working relationships. The biggest problems for employees working from home is overcoming other employees’ and managers’ perceptions that they are not as productive as they could be, that they lack focus, and that they lose “face time,” which leads to fewer opportunities for promotions.
Tasks: 3 references cited for each to the least please...
1. Analyze whether companies should have a policy that allows all employees to work at home.
2. Evaluate which jobs are best suited for working at home.
3. Analyze what role technology can play in allowing employees to work at home.
4. Explain whether the interaction using technology can replace interpersonal face-to-face interaction between employees or between employees and their manager.
5. Determine why some employees don’t take advantage of flexible work options such as working at home, for example, some believe it hurts their career.
To support your work, use your course and textbook readings and also use the South University Online Library. As in all assignments, cite your sources in your work and provide references for the citations in APA format, 3 references cited per each point please.
Submission Details:
Present a 4 page paper in a Microsoft Word document formatted in APA style. Cite any sources using the APA guidelines.
Name your file as SU_HRM5060_W5_Project_LastName_FirstName.
Social Responsibility
Companies have a social responsibility to comply with laws and regulations and take actions and
create conditions to help employees grow and develop, regardless of their background and the career
issues they may be facing.
The training and development can contribute toward an organization’s social responsibility efforts.
We will highlight the avenues through which this may be done.
Legal Issues
Trainers must ensure that they are in compliance with the law and avoid a variety of legal traps such
as:
Failing to provide required training or providing inadequate training
Incurring injuries to employees during a training activity
Incurring injuries to employees or others outside a training session
Incurring breach of con_dentiality or defamation
Reproducing and using copyrighted material without permission
Excluding women, minorities, and older employees
Not ensuring equal treatment during training
Requiring attendance at potentially offensive training
Revealing discriminatory information during training
Failing to accommodate those with disabilities
Incorrectly reporting training as an expense, failing to report training reimbursement as
income, or failing to pay employees for attending training
Managing Workforce Diversity and Inclusion
The goals of diversity training are twofold:
To eliminate values, stereotypes, and managerial practice that inhibit employees’ personal
development
To allow employees to contribute to organizational goals regardless of their race, sexual
orientation, gender, family status, religious orientation, or cultural background
The characteristics associated with a diversity program’s long-term success include:
There is management support and involvement.
The diversity program is structured.
The business objectives focus on diversity.
The program is evaluated using metrics such as sales, retention, and promotion rates.
The program is ongoing and not a one-time effort.
Different groups are not blamed for problems.
The skills needed to successfully interact with others are taught.
Managers are rewarded for achieving diversity goals.
Managers collect feedback and act on it.
Employment Laws and Trainings
Many companies based both in the United States and abroad transfer their employees around the
world as required by the organization.
‹ 2 ›
Additional Materials
From your course textbook, Employee Training and Development, read the following chapters:
Traditional Training Methods
Technology-Based Training Methods
Employee Development and Career Management
Social Responsibility: Legal Issues, Managing Diversity, and Career Challenges
The Future of Training and Development
1 Onboarding
Employee development is a necessary component of a company’s talent management efforts and can
help enhance the company’s competitive advantage. Development is important on many fronts:
Development helps high-potential managers understand their strengths, weaknesses, and
interests.
Development shows managers how new jobs and expanded job responsibilities help meet their
personal growth needs.
Development helps retain valuable managers who might otherwise turn over.
Development is key to ensure that employees have the competencies necessary to serve
customers and create new products.
Development can help increase employee engagement by showing employees that the
company is interested in their skill development and by developing managers who can create a
positive work environment.
Development planning systems vary in their level of sophistication and the emphasis placed on
different components of the process and include:
Self-assessment—identifying opportunities and areas for improvement
Reality check—identifying what needs are most realistic to develop
Goal setting—identifying development objectives
Action planning—creating a plan to determine how goals will be achieved
Information on employee development should include the following items:
Formal education
Executive education
Tuition reimbursement
Assessment
Personality tests
Performance appraisals
Job experiences
Job enlargement
Job rotation
Transfers and promotions
Temporary assignments
Interpersonal skills
Mentoring
Coaching
Succession planning
Onboarding helps promote early retention, job satisfaction, and performance. There is a wide
variation in the types of onboarding programs, but onboarding typically covers four primary areas:
Compliance—understanding basic legal and policy-related rules and regulations
Clari_cation—understanding job and performance expectations
Culture—understanding company history, traditions, values, and norms
Connection—understanding and developing formal and informal relationships
Career Development = Employee Development
Career development is a highly personal issue and care must be taken to ensure that one is fully
aware of the implications of staying in one’s present _eld or profession versus changing to another
and the resultant consequences of that choice.
It is not easy to delineate between the two concepts—career development and employee
development. Conventionally, careers have been described in an assortment of ways:
As an arrangement of jobs obtained in a _rm or profession
In the framework of movement in a _rm
As a characteristic of the employee—an employee’s career consists of different jobs, positions,
and experiences
Review the tabs to learn more.
Careers Need Constant Learning
Careers are Not Bound
Today’s careers are often characterized as changeable
careers. A changeable career is based on selfdirection,
whereby the employee’s career is driven by
the person rather than the organization. A key goal in
Careers are Changeable
protean careers is to achieve psychological success—
the feeling of pride and accomplishment that comes
from achieving life goals.
Questions to Consider
Are there any primary reasons to change or stay?
Additional Materials
From your course textbook, Employee Training and Development, read the following chapters:
Traditional Training Methods
Technology-Based Training Methods
Employee Development and Career Management
Social Responsibility: Legal Issues, Managing Diversity, and Career Challenges
The Future of Training and Development
Competitive Advantage
Due to an increasing focus on contributing to the company’s competitive advantage, training
departments will have to evolve. The training departments must shift focus to the performance
analysis approach, which involves identifying performance gaps/de_ciencies and using training as a
solution.
Training departments need involvement via:
Focusing on interventions related to performance improvement
Providing support for high-performance work systems
Developing systems for training administration, development, and delivery that reduce costs
and increase employee access to learning
When moving to high-performance work systems, training departments need to provide training for
interpersonal, quality, and technical skills in ways that promote aspects of the customer-service
system or the production system.
In order to improve business performance, companies are purchasing learning management systems
(LMSs) that provide training administration, development tools, and online training. The LMSs are
changing from providing/tracking training to focusing on talent management. They include more
career planning tools to help connect employees with different development resources. The LMSs
also include performance evaluations to identify skill gaps.
Cloud computing refers to a computing system that provides information technology infrastructure
over a network in a self-service, modi_able, and on-demand context. Cloud computing allows groups
to work together in new ways, enhances productivity by allowing employees to access information
more easily, and provides greater access to large company databases. Workforce analytics tools,
training and development programs, and social media resources will be more easily accessible and
available for use.
Interest in big data related to training will continue to grow, which involves collecting data about
users’ activities, analyzing or mining the data to identify patterns and trends, and understanding how
these patterns and trends link to business goals. The data can be useful for identifying how
employees learn, who the experts and leaders in social networks are, and which instructions lead to
positive reactions from learners and results.
Trainers must identify partners for outsourcing that can deliver ef_cient/effective training solutions,
particularly technology based.
How to Choose the Right LMS for a Company
Let’s assume that you are the CEO or chief HRM of_cer of the Ruth L. Jennings Submarine
Manufacturing company, incorporated. Based on the environment, you _nd that you will need to
implement a learning management system (LMS). What should you know prior to choosing one?
Review the criteria to learn more.
Reference
Noe, R. A. (2012). Employee training and development (6th ed.). New York, NY: McGraw-Hill Education.
Additional Materials
From your course textbook, Employee Training and Development, read the following chapters:
Traditional Training Methods
Technology-Based Training Methods
Employee Development and Career Management
Social Responsibility: Legal Issues, Managing Diversity, and Career Challenges
The Future of Training and Development
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| Subject | Business | Pages | 14 | Style | APA |
|---|
Answer
HRM5060-W5-Project: Working from Home Policy
Working from home refers to an arrangement that an employee makes with his or her employer to execute his or her required duties and responsibilities from home (Crosbie & Moore, 2004). This kind of arrangement calls for mutual understanding and commitment from both employee and the employer to ensure the organization’s continuousness and employment is maintained (Bloom et al., 2015). Working from home policy states the agreement made between an employee and the employer in consideration of the employee’s responsibilities as required (Jones, Philippon, & Venkateswaran, 2020). The policy states clearly what working from home means and the type of employees that are eligible to work from home and those that are not.
Work at Home Policy
Companies should have a policy that allows employees to work from home, but not all of them because some of them cannot be trusted (Sullivan, 2012), neither are all of them disciplined enough to adhere to such a policy demands (Jones, Philippon, & Venkateswaran, 2020). Furthermore, the nature of some work or duties does not permit all employees to work from home. For instance, some employees can be destructed and affected while working from home, which can reduce their performance (Rothbard, Phillips & Dumas, 2005).
Working from home also hinders work that calls for close collaboration, such as teamwork projects, and work that is repetitive in nature, and thus need personal clarification (Kłopotek, 2017). Employees who are entrusted with such responsibilities are prone to destruction by comfort lifestyle at home (Rothbard, Phillips & Dumas, 2005). Additionally, working from home could be affected by digital miscommunication, creates boredom and loneliness, and engenders time management challenges; it also hinders sharing of expertise that generate creative solutions to service or product problems (Crosbie, & Moore, 2004).
On the other hand, working from home helps employees experience personal growth and an upsurge of their life quality (Rothbard, Phillips & Dumas, 2005); it reduces the challenges and expenses of commuting to their places of work, hence improving their work-life balance and family responsibilities (Bloom, 2014) such as bonding with their children, taking care of a sick family member or relative, as they still find time to work. Employees who work from home, work for more hours vis-à-vis working from their offices, and thus enhance the organization’s productivity (Sullivan, 2012).
Nevertheless, a study by (Bloom et al., 2015) found out that working from home does not only enhances productivity but also improves work satisfaction, and contributes to approximately 13 percent performance increase. It also improves mental health, especially among women who transition back to work immediately after giving birth (Rothbard, Phillips & Dumas, 2005). Moreover, employees who work from home experience more control of their work and their working atmosphere (Bloom, 2014).
Jobs that are Best Suited for Working at Home
A good number of jobs that can be carried out from home environment vary in nature; some can be conducted virtually effectively while others can be carried out through other technologies such as mobile phones (Crosbie, & Moore, 2004). Most office-oriented jobs can be carried out from home though some which involve personal and face-to-face interaction may not be completely suitable for being done from home (Sullivan, 2012). Jobs that involve mostly solo work, for example, accountancy and jobs that are computer-based, for instance, website design can be conducted efficiently from home (Uy, 2020). Furthermore, work that entails writing of research papers, reports based on primary data, editing and translation of languages can be carried out from home since they do not need an official setup (Nickson, & Siddons, 2012).
Moreover, work that entails the creation of sales prospects, and converting the organization’s opportunities into sales and services that are directly embraced by consumers can be done from home (Nickson, & Siddons, 2012). Such work is classified as telesales and marketing, which involve selling to consumers directly through mobile phone (Bhuiyan & Rahman, 2015). Furthermore, work that entails professional services, for example, human resource administration and consultancy in which a consultant can give his insights and expertise through a phone or online video can be done from home (Uy, 2020).
Role of Technology in Working from Home Strategies
There has been an increase in ICTs expertise within the working environment of different organizations globally (Evans, 2020). Technology, in general, has enhanced working from home strategies for both organizational employers and employees, respectively (Tietze, 2002). Notably, technology has improved communication infrastructure between employees and their employers, hence enabling employees to work, interact, and communicate with each other on job-related issues (Russell, 2017).
First, technology facilitates employee connectivity and online training and coaching strategies which enable employees to develop expertise, skills, and abilities that enhance their performance and organizational productivity as they work from home (Baker, Crawford & Avery, 2006). Furthermore, it provides an employee with basic security expertise that enables them to work from home confidently (Evans, 2020). In the same breath, technology enables employees and employers to conduct online conferences, meetings and share knowledge based on the organization’s operations from different working areas provided they are within the areas with good internet coverage/connectivity (Parker, 2017).
Technology also provides means and ways that employers can use to verify if truly employees have been working at home on the devices that they use to get work done at home (Parker, 2017). This reduces the art of lying and instills discipline and values that improve the organization’s corporate image (Tietze, S. (2002). Additionally, technology ensures protection of organizational data, and helps employees to update their working systems as they work from home. It also aids in the provision of backup systems which protect organizational data from getting lost (Evans, 2020).
Technology-based vs Face-to-Face Interaction between Employees and their Manager
As much as interaction using technology is quite a convenient method now, especially during the COVID-19 pandemic, face-to-face interaction still carries the day when it comes to the realization of organizational objectives (Cappa at al., 2016). Personal connection helps organizations to build values and minimizes prejudices that come with the use of technologies, especially as employees work from home (Al Saifi, Dillon, & McQueen, 2016). Carrying out organizational operations without a physical presence, body expressions (facial and gestures), and the ability to correct one’s errors in person, miscommunication tends to heighten conflicts between employees and their managers (O’Kane, & Hargie, 2007).
It is key to appreciate the fact that interaction using technology cannot replace interpersonal face-to-face interaction per se, but limits it instead (Cappa at al., 2016). This is because technology embraces systems, such as videos that still enable employees and their managers to engage with each other (O’Kane, & Hargie, 2007). Technology lessens social and face-to-face interaction; it increases isolation, reduces social skills, and affects communal life which opens employees up to practical learning from each other as well from their managers (Al Saifi, Dillon, & McQueen, 2016).
Furthermore, interaction using technology limits employees’ ability to fully connect with each other, and with their managers; physical presence is so important especially when it comes to communication (Al Saifi, Dillon, & McQueen, 2016). It helps both employees and managers to read beyond what they hear through the use of facial expressions, body language, gestures which are only manifested in face-to-face interaction, and not technological interaction (O’Kane & Hargie, 2007). Interaction using technology can also be very addictive and enticing when the employees get used to it, hence can make them to prefer technology-based communication at the expense of face-to-face interaction (Parker, 2017).
Issues with Taking Advantage of Working from Home
Some of the reasons why employees fail to take advantage of flexible work options, such as working from home are that such an option is not justifiable, and cannot be proven whether all intended employees really work unlike in the offices where it is easy to monitor and ensure that all employees are at work (Kłopotek, 2017). Furthermore, it limits their interactive, and social life, collaboration, team spirit, and sharing of knowledge that they enjoy in official working areas (Ilies et al., 2007). Additionally, employees fear that when they work from home they will not be considered as productive as they could have been at official working areas, a fact which could deny them chances for getting promoted, hence hurting their career developments (Harpaz, 2002).
References
Al Saifi, S. A., Dillon, S., & McQueen, R. (2016). The relationship between face to face social networks and knowledge sharing: an exploratory study of manufacturing firms. Journal of knowledge management.
Baker, E., Crawford, D. J., & Avery, C. G. (2006). Home lone: The Role of Technology in Telecommuting. Retrieved on November 24, 2020,
from:file:///C:/Users/user/Downloads/Home_Alone_The_Role_of_Technology_in_Telecommuting.pdfJones, C. J., Philippon, T., & Venkateswaran, V. (2020). Optimal mitigation policies in a pandemic: Social distancing and working from home (No. w26984). National Bureau of Economic Research.
Bhuiyan, M., & Rahman, S. (2015). Telesales unit-Banglalink.
Bloom, N. (2014). To raise productivity, let more employees work from home. Harvard business review, 92(1/2), 28-29.
Bloom, N., Liang, J., Roberts, J., & Ying, Z. J. (2015). Does working from home work? Evidence from a Chinese experiment. The Quarterly Journal of Economics, 130(1), 165-218.
Cappa, F., Laut, J., Nov, O., Giustiniano, L., & Porfiri, M. (2016). Activating social strategies: Face-to-face interaction in technology-mediated citizen science. Journal of Environmental Management, 182, 374-384.
Crosbie, T., & Moore, J. (2004). Work-life balance and working from home. Social Policy and Society, 3(3), 223.
Evans Jonny. (2020). 12 Security tips for the ‘work from home’ enterprise. Retrieved on November 24, 2020,
Harpaz, I. (2002). Advantages and disadvantages of telecommuting for the individual, organization and society. Work Study.
Kłopotek, M. (2017). The advantages and disadvantages of remote working from the perspective of young employees. Organizacja i Zarządzanie: kwartalnik naukowy.
Ilies, R., Schwind, K. M., Wagner, D. T., Johnson, M. D., DeRue, D. S., & Ilgen, D. R. (2007). When can employees have a family life? The effects of daily workload and affect on work-family conflict and social behaviors at home. Journal of applied psychology, 92(5), 1368.
Melanie Uy. (2020). Best Jobs for Telecommuting: Working remotely can be a well-paying option. Retrieved on November 24, 2020,
from: https://www.lifewire.com/best-jobs-for-telecommuting-2377295
Nickson, D., & Siddons, S. (2012). Remote working. Routledge.
O’Kane, P., & Hargie, O. (2007). Intentional and unintentional consequences of substituting face-to-face interaction with e-mail: An employee-based perspective. Interacting with computers, 19(1), 20-31.
Parker, D. L. (2017). Knowledge Sharing within Virtual Teams: A Qualitative Case Study of the Role Technology Plays in Team Sharing Practices (Doctoral dissertation, Northcentral University).
Rothbard, N. P., Phillips, K. W., & Dumas, T. L. (2005). Managing multiple roles: Work-family policies and individuals’ desires for segmentation. Organization Science, 16(3), 243-258.
Russell Gavin. (2017). Technology’s role in improving work-life balance for remote workers. Retrieved on November 24, 2020,
Sullivan, C. (2012). Remote working and work-life balance. In Work and quality of life (pp. 275-290). Springer, Dordrecht.
Tietze, S. (2002). When" work" comes" home": Coping strategies of teleworkers and their families. Journal of Business Ethics, 385-396.
Wiederhold, B. K. (2020). Connecting through technology during the coronavirus disease 2019 pandemic: Avoiding “Zoom Fatigue”.