city

9

Contemporary Issues inHuman Resources in Organizations

Thehuman resource departments in organizations are involved inrecruitment, hiring and retention of employees, as well as helping inthe optimization of employee performance (Monks 2007, p. 34).Some of the contemporary issues facing HR professionals includegenerational shifts and societal changes. Acquisition and managementof talents remains the number one priority in HRM(Becker &amp Huselid 2006, p. 898).

Discussion and Findings

Theimplementation of healthcare reforms has been a major challenge amongthe HR departments. The changes in the law make implementation of thereforms a major concern in the foreseeable future. In this case, HRdepartments are required to help the employees in choosing coverageoptions that affect employees` feeling and bottom-line on howemployees feel about the benefits of the package(Adler 1997, p. 90).Normally, new regulations affect the classification of employees interms of part-time, full-time or contractors, and the HR departmentis tasked with the responsibility of carrying out an audit to ensureproper categorization of employees from all departments. Also, the HRdepartment has to assist in implementation and communication of thechanges limiting pre-tax salary reductions of the employeecontributions(Datta et al. 2005, p. 135).

With theretirement of baby-boomers, new generations will definitely take overthe management positions. Statistics shows that members within thesegenerations have low concerns regarding the loyalty of the companythan the leaving generation(Shaw et al. 2005, p. 50).This implies a gap in leadership. Therefore, the HR department shouldensure knowledge retention to ensure that despite the older workforceretiring, they may still continue working part-time with the company.Also, the HR department can ensure that there is no gap throughleadership training that grooms younger employees with knowledge fortheir positions and responsibilities assigned to them(CSO, 2003).

Currently,many human resource departments face the challenge of recruitingright workforce, especially in technical jobs like data scientists,software development, mobile apps developers, cloud computing expertsand web development engineers. Therefore, the HR departments shouldensure the right expertise through various ways such as formingalliances with higher education institutions such as universities, oreven forming personal relationships with placement officers andprofessors from universities. Also, this can be achieved through useof employee and talent referral, as well as using social media inexpansion of the recruitment efforts(Malvin &amp Girling 2000, p. 420).

Improvement of the economyenables employees examines their options, particularly when they feelunder-appreciated. One of the tasks facing the HR department is toensure they retain the top talent through provision of creativebalance solutions between work and life, as well as formulatingflexible plans for the benefits. For instance, opportunity totelecommute may be needed for employees living far away from thecompany premises. The HR department can also use merit and specialprojects to increase skills and responsibility until there arises apromotion. This ensures higher retention of talented employees.

Technologyis significantly changing the workplace. Telework, telecommuting andrelationships in remote reporting become the norm instead of anomaly(CIPD 2006).The flexible arrangements and work schedules are being used toimprove productivity among the employees. Nevertheless, not allemployees in an organization can access the technology. Therefore,human resource managers should ensure mutual agreement betweenemployees and employer for options such as telecommuting. Telework orworking from home requires discipline and motivation, which may belacking in some employees, hence unproductive results. The upshot tothe technological advances among the human resource department is theavailability of information systems to the employers for use invarious purposes. The HR departments can easily track applications aswell as effectively manage the recruitment processes. Technology canalso be effective in writing reports and producing data(Brockner et al. 1997, p. 558).

Human Resource Strategy inHM Revenue and Customs

HMRevenue &amp Customs is among the largest government department anda major employer. This implies that the department is involved in theimplementation of the government policies on equality and diversity.The high profile activities of the department bring them into closecontact with many people, meaning that the department should take astrong lead(Cope &amp Kalantzis 1999, p. 11).

Thecompany ensures that the flagship of the organization is maintainedthrough leading by example as well as demonstrating that diversity isa critical component in working life. In measurable ways, the companyis working towards increasing accessibility of the services offeredand enhancing their sensitivity towards different needs of theircustomers. The company is required to comply with their tasks atairports and ports taking into account all the expectations and theneeds of both small and large businesses, as well as of theindividuals they interact with. Their workforce is supposed toreflect the diversity of the people they serve(Appelbaum et al. 2000, p. 12).

Therefore,the company believes strongly that diversity is necessary for thebusiness and should be used skilfully in enhancing the understandingand interaction between the company and the consumers, as well as tobenefit from innovation and creativity of their staff(Carnevale &amp Stone 1994, p. 22). Equalityand diversity should be considered as a fundamental component of theprocesses and structures of the company that encompasses corporatevalues, skills, attitudes and people. The company`s diversity agendarequires a commitment for both the business and emotionaldevelopment. Therefore, the company ensures that every person istasked with the responsibility of ensuring good diversity managementas the core of the company(Benschop 2001, p. 1170).

Diversityand Inclusion Strategy at HMRevenue &amp Customs

Thecompany uses inclusion strategy in setting their diversity andequality objectives in three year`s projection. This illustrates howthe company plans to respond to the diversity strategy in CivilService of promoting equality and valuing diversity. This waspublished in 2008, and it stipulated the requirements of SingleEquality Bill for Fairer Future for all sexes, age, belief andreligion. This reflects the drive of the company towards themainstream equality as well as the inclusion in all aspects of theirtasks. The strategy recognises the different skills possessed bytheir people, the differences in mode of working and thinking,different experience and knowledge, and the need for the company toharness such differences for the overall business andthe customers(Bartz et al. 1990, p. 321).

Thestrategy is meant for all the staffs and for it to succeed anddiversity and inclusion should be made entirely on the natural partof any task undertaken. This requires action and commitment from allpeople in HMRC. Therefore, the company has set out what its leaders,staff and managers should do in order to make their aims a reality.The company requires the inclusion strategy to enhance an effectiveapproach to inclusion and diversity that helps in achieving thefinancial goals and achieving the business targets. This helps incapturing and retaining the best talents and allows the company tomaximize performance of the people, as well as to respond effectivelyto the needs of diverse customer base(Becker &amp Huselid 1998, p. 56).

Thecompany aims at recruiting, retaining and motivating the talentedworkforce. Therefore, the company ensures that the talent is drawingfrom all corners of the population.The company presents a good image and delivers effective services toa diverse population, and this requires careful discernment of thepopulation(Metcalf &amp Forth 2000, p. 67).The company has a large and diverse customer base. One of the majorcommitments of HR department in HMRC is their vision and purposetheir own way. This enables them understand their target customersand satisfy their needs. Increased diversity enhances theunderstanding, innovation and empathy by bringing the company closerto their customer base(Doty et al. 1993, p. 1198).

Therefore,the organization will realize its inclusion objectives after allstaff from a diverse background feel supported, valued and respectedregardless of their background. This is marked by significant declinein grievances that are diversity-related, as well as the employmenttribunal appeals. Also, when the staff survey reflects continuousimprovement in engagement level and increased staff satisfaction inminority and under-represented groups, then the organization can bedeclared to have succeeded in using the inclusion strategy(Zappone 2003, p. 78).

Furthermore,the inclusion strategy should enable managers understand their rolesand use diversity performance indicators in their evaluation ofperformance development. The organization should be able to recruitboth the minority and black ethnic staff at equal percentage as inworking age population at national and local levels. Also, thesuccess of the strategy is reflected when promotion of employees fromall backgrounds are promoted at equal levels(Macky &amp Boxall 2007, p. 537).This way, the company is meant to achieve the diversity declarationrate for disability and ethni for more than 90 percent and thedeclaration rates for religion and sexual orientation by 80 percent.The customers should feel that the organization understands andresponds to their needs, hence comfortable in approaching theorganization for demand of the services. Moreover, the organization`ssuccess in using the inclusion strategy is reflected throughreception of positive feedback human rights commission on theprogress made(Richard 2000, p. 164).

KeyThemes of Inclusion Strategy

  • Cultural and behavioural change where the behaviour is changed to establish inclusion culture that makes every staff in HMRC feels appreciated and treated with respect and dignity

  • Strong leadership accountability in the delivery of diversity where leaders and managers understand and act on their responsibilities on diversity

  • Talent management to enable all people realize their potential as well as accelerate rates at which people are brought to the organization from various backgrounds.

  • Representation ensures diverse workforce with the progress evaluated based on set targets.

CivilService Diversity Delivery Board that is chaired by Bill Jeffrey isinvolved with carrying out the initial assessment of diversitydelivery plans, while the Corporate Responsibility and Diversity Team oversees the implementation of plans by HMRC(McDougall1998, p. 71).

Conclusion

Throughpromotion of equality and diversity, the organization aims atencouraging talented people from different parts of the community tojoin the organization in order to achieve their potential. Thecompany aims at valuing and supporting diverse workforce through theincreased commitment to all-inclusive and fair recruitment processand other practices in employment(Yasbek 2004, p. 34).Also, the organization is enabled to adopt an inclusive culture thatenables people in the organization to treat both the public and theircolleagues with respect and dignity. The strategy is also meant toenable the organization adopts HR policies, practices and processesthat are transparent and open. Also, it is through the inclusionstrategy that the company promotes zero-tolerance to harassment andbullying by dealing with such instances fairly, swiftly andeffectively. The organization is enabled to understand the varyingcustomer needs and provide high-quality services(Dillman 2000, p. 32).

ReferencesList

Adler,N. J. (1997). Internationaldimensions of organizational behavior.Cincinnati, South-Western.

Appelbaum,E., Bailey, T., Berg, P., &amp Kalleberg, A. (2000). Manufacturingadvantage: Why high-performance work systems pay off.Ithaca, NY, ILR Press.

Bartz,D. E., Hillman, L. W., Lehrer, S., &amp Mayhugh, G. M. (1990). Amodel for managing workforce diversity. ManagementEducation and Development21(5), pp. 321–326.

Becker,B., &amp Huselid, M. (1998). High-performance work systems and firmperformance: A synthesis of research and managerial implications.Researchin Personnel and Human Resources Management,16(1), pp. 53–101.

Becker,B., &amp Huselid, M. (2006). Strategic human resources management:Where do we go from here? Journalof Management,32(6), pp. 898–925.

Benschop,Y. (2001). Pride, prejudice and performance: Relations between HRM,diversity and performance. InternationalJournal of Human Resource Management,12(7), pp. 1166–1181.

Brockner,J., Siegel, P. A., Daly, J., Tyler, T. R., &amp Martin, C. (1997).When trust matters: The moderating effect of outcome favorability.AdministrativeScience Quarterly,42, pp. 558–583.

Carnevale,A. P., &amp Stone, S. (1994). Diversity: Beyond the golden rule.Trainingand Development,

48(10),pp. 22–39.

CIPD.(2006). Achievingbest practice in your business: High performance work practices:Linking strategy and skills to performance outcomes.London: Author.

Cope,B., &amp Kalantzis, M. (1999). Frameworksfor cross-cultural interventions. In A. Bastaja (Ed.), Culturaldimensions: Approaches to diversity training in Australia (pp. 6–26).Sydney, Australia, Human Rights and Equal Opportunity Commission.

CSO.(2003). Census2002: Usual residence, migration, birthplace and nationalities.Dublin, Ireland.

Datta,D. K., Guthrie, J. P., &amp Wright, P. M. (2005). HRM and laborproductivity: Does industry matter? Academyof Management Journal,48(1), pp. 135–145.

Dillman,D. A. (2000). Mailand Internet surveys (2nded.).New York, John Wiley &amp Sons.

Doty,D. H., Glick, W. H., &amp Huber, G. P. (1993). Fit, equifinality,and organizational effectiveness: A test of two configurationaltheories. Academyof Management Journal,36(6), pp. 1196–1250.

Macky,K., &amp Boxall, P. (2007). The relationship between&quothigh-performance work practices&quot and employee attitudes:An investigation of additive and interaction effects. InternationalJournal of Human Resource Management,18(4), pp. 537–567.

Malvin,S., &amp Girling, G. (2000). What is managing diversity and why doesit matter? HumanResource Development International, 3(4),pp. 419–433.

McDougall,M. (1998). Devolving gender management in the public sector:Opportunity or opt-out? InternationalJournal of Public Sector Management,11(1), pp. 71–80.

Metcalf, H., &amp Forth, J.(March, 2000). Businessbenefits of race equality at work (Research Report No. 177).London, Department for Enterprise and Employment.

Monks, K. (2007). Thebusiness impact of equality and diversity: The internationalevidence. Dublin,Ireland, Employment Authority &amp the National Centre forPartnership and Performance.

Richard, O. (2000). Racialdiversity, business strategy and firm performance: A resource-basedview. Academy ofManagement Journal,43(2), pp. 164–177.

Shaw, J. D., Gupta, N., &ampDelery, J. E. (2005). Alternative conceptualizations of therelationship between voluntary turnover and organizationalperformance. Academyof Management Journal,48(1), pp. 50–68.

Yasbek,P. (2004). Thebusiness case for firm-level work-life balance policies: A review ofthe literature.Wellington, Department of Labor.

Zappone,K. (Ed.). (2003).Re-thinking identity: The challenge of diversity. Dublin,Joint Equality and Human Rights Forum.