There are many external and internal influences in searching for and acquiring t

Question

There are many external and internal influences in searching for and acquiring talent for your organization. Influences such as health care costs (Affordable Care Act), part-time vs. full time contracts, staffing company vs company hiring, outsourcing, temporary workers; current events in HR: company shootings, disgruntled employees, up front testing that could identify traits that lead to violence, drug testing, etc. Explore three of these issues listed or chooses others that are of interest to you and describe the issue, identify why it is releant to HR departments, the challenges, and any operational issues that need to be considered. human resource class

Explanation / Answer

Enterprises driven by market pressures need to include in their goals improved quality and productivity, greater flexibility, continuous innovation, and the ability to change to respond rapidly to market needs and demands. Effective HRM is vital for the attainment of these goals. Improved quality and productivity linked to motivation can be achieved through training, employee involvement and extrinsic and intrinsic rewards. The growing interest in pay systems geared to performance and skills reflects one aspect of the increasing significance of HRM in realizing management goals and a gradual shift from collectivism to the individualization of pay. In such pay systems a critical attraction is the possibility of achieving these goals without increasing labor costs but at the same time increasing earnings. Realizing management goals and managing change need employee involvement, commitment and training, employee participation, cooperation and team-work.

HRM practices:

a. Improving the management of people or utilizing human resources better as a means of achieving competitive advantage.

b. The numerous examples of excellence in HRM have created an interest in such models.

c. The traditional role of personnel managers has failed to exploit the potential benefits of effective management of people; neither did personnel management form a central part of management activity. d. In some countries the decline of trade union influence has opened the way for managements to focus on more individual issues rather than on collectivist ones.

e. The emergence of better educated workforces with higher individual expectations, changes in technology and the need for more flexible jobs have, in turn, created the need to incorporate HRM into central management policy.

f. Many important aspects of HRM such as commitment and motivation emanate from the area of organizational behavior, and place emphasis on management strategy. This has provided an opportunity to link HRM with organizational behavior and management strategy.

While small employers cover the full range of income and occupations, they are also the typical employers of the lowest-paid, lowest-status workers, including immigrants and members of ethnic minorities.

Minority employers represent a large majority in the small-business category. Employees working in lower-paying jobs for small employers face no less risk of violence on the job than any other group of workers. For many reasons, however, they are almost certainly the least likely to get protection from violence-prevention efforts. Consequently, reaching those employers and employees and finding ways to extend antiviolence programs into their workplaces may be the most challenging task facing any national effort to reduce workplace violence.

The hurdles to violence prevention in small businesses are numerous and high. With very few exceptions, small employers will not have their own security force, training capability, employee assistance program, medical service, legal advisers, or human resources department. They will ordinarily have less capacity than big companies to screen job applicants and are less likely to have formal policies or procedures for employees to report threats or violence. They are similarly less likely to have an established, continuing relationship with law enforcement or social service agencies.

Responsibility to provide a safe establishment for both employees and customers. You may also receive economic benefits such as:

Management commitment and employee involvement are complementary elements of an effective safety and health program. To ensure an effective program, management, front-line employees, and employee representatives need to work together in the structure and operation of their violence prevention program.

Employee involvement is important for several reasons. First, front-line employees are an important source of information about the operations of the business and the environment in which the business operates. This may be particularly true for employees working at night in retail establishments when higher level managers may not routinely be on duty. Second, inclusion of a broad range of employees in the violence prevention program has the advantage of harnessing a wider range of experience and insight than that of management alone. Third, front-line workers can be very valuable problem solvers, as their personal experience often enables them to identify practical solutions to problems and to perceive hidden impediments to proposed changes. Finally, employees who have a role in developing prevention programs are more likely to support and carry out those programs.

Design model violence-prevention programs and accompanying training courses and materials that are specifically tailored to the needs and resources of small employers.

• Conduct outreach and awareness campaigns to familiarize small employers with the violence issue and disseminate model programs.

• Put workplace violence on the agenda for community policing programs, and add it to the list of concerns police officers address in their contacts with community groups and neighborhood businesses in a proactive effort to encourage reporting of incidents and/or problematic behavior to prevent violence.

• Compile and distribute lists of resources available to help employers deal with harassment of all types, threats and threatening behavior or violent incidents (e.g. mental health providers, public-interest law clinics, police, or other threat assessment specialists, etc.)

• Enlist the help of existing advocacy and community groups in publicizing workplace violence and prevention issues. Potential partners in this effort include neighborhood antiviolence and crime-watch committees, ant domestic violence activists, antidiscrimination organizations, ethnic associations, immigrant rights groups, and others.

• Develop proposals for economic incentives such as insurance premium discounts or tax credits for small business managers who attend training or implement anti-violence plans.

• Establish cooperative projects in which larger local employers, labor unions, insurers, and business or industry associations, in cooperation with local law enforcement, help provide training and assistance in violence prevention for small business owners and employees.

• Incorporate an antiviolence message and suggested prevention plans in material distributed with Small Business Administration loan applications, licensing forms, inspection notices, correspondence on workers’ compensation claims, and other federal, state, and local government documents that reach all employers.

• Create public service announcements and Web pages that call attention to workplace violence issues, outline antiviolence measures, and list sources of assistance and support.

Recommendations for reducing violence include:

• Adopting a written violence-prevention program, communicating it to all employees, and designating a “Patient Assault Team,” task force or coordinator to implement it.

• Advising all patients and visitors that violence, verbal and nonverbal threats, and related behavior will not be tolerated.

• Setting up a trained response team to respond to emergencies.

• Encouraging employees to promptly report incidents and to suggest ways to reduce or eliminate risks. • Reviewing workplace layout to find existing or potential hazards; installing and maintaining alarm systems and other security devices such as panic buttons, handheld alarms or noise devices, cellular phones, and private channel radios where risk is apparent or may be anticipated; and arranging for a reliable response system when an alarm is triggered.

• Using metal detectors to screen patients and visitors for guns, knives, or other weapons.

• Establishing liaison with local police and state prosecutors, reporting all incidents of violence, and providing police with floor plans of facilities to expedite emergency response or investigations.

• Ensuring adequate staff coverage at all times.

• Setting up a system to use chart tags, logbooks, or other means to identify patients and clients with assaultive behavior problems.

• Instituting a sign-in procedure with passes for visitors and compiling a list of “restricted visitors” for patients with a history of violence

The goals of the effort would include:

• Educating the public, legislators, and policymakers about the scope and costs of workplace violence.

• Promoting local coalitions to become active in workplace violence and violence prevention issues.

• Encouraging employers to adopt violence-prevention policies and plans.

• Enlisting major corporations and industry or employer associations in providing outreach and assistance to smaller employers.

• Providing information and a model approach for similar awareness efforts by state and local occupational safety agencies.

• Promoting a preventive approach by law enforcement agencies.

• Cataloguing and publicizing community resources that can assist employers and local police departments in violence prevention and crisis management.

• Developing public service announcements and websites that will promote awareness and violence-prevention planning.

• Appearances before Congress and state and local legislators to advocate appropriate laws and funding for workplace violence prevention programs.

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