Long-Term Strategies for Management of Personnel

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Long-TermStrategies for Management of Personnel

Long-TermStrategies for Management of Personnel

Duringthe recruitment process, Human Resource Managers should do their bestto pick applicants with positive attitudes, substantial experienceand references supporting their capabilities to perform in a jobenvironment. Regrettably, even the top candidates may havecoincidences that make them tough to work with in daily operations.However, these concurrences and other challenges are not necessarilyworth dismissing a candidate. A company may have a talentedprogrammer, for instance, who often completes his assignment in timeand does not bother being salaried less compared to his counterparts.Nonetheless, this person sometimes is hard and openly declines somerequest to cooperate.

Managersshould, therefore, develop a strategy to create a healthyrelationship with all types of personnel. Some resistances areinherently good and may aid people to understand the variations inoutlooks. Some unmanageable employees may even make it problematic todevelop a productive team as leaders try to retain the organization`sreputation as well as the integrity of the original goals(Abraham &amp Bowdidge, 2014).

Thefollowing describes some common long-term strategies for personnelmanagement in a place of work:

SettingFirm Written Expectations– Managers are required to be clear in the first stages ofinteraction that certain things cannot be negotiated. Settingexpectations before any issues guarantee no confusions or surprisesin case those expectations are implemented(Bechet, 2013).For instance, once fresh recruitment has been concluded, ensure thepersonnel knows that working from home is acceptable, but only oncean immediate supervisor has been notified within 24-hours. If aworker fails to comply, he should be told again that the firm policywas clarified upfront. In general, a warning remains a sensible firststep of action, but if infringements are repeated, sacking could bewarranted.

Prioritizeyour Requirements– Once a supervisor realizes that the worker might resist at leastsome requests, a clarification should be given concerning whichdirections are essential and which ones could be discussable. Forinstance, when a meeting has been organized with a problematic workerwith the reason to make sure that the forthcoming deadline is met,reliability issue reversed, numerous meetings attended, the cutoffdate matter would be undeniably the most demanding. Bechet(2013)article suggest that it is more sensible for a supervisor to providelenience in the less crucial areas, to allow a worker to miss thesubsequent meeting and have some ease in the arrival time, providedthe deadline is met. This strategy demonstrates readiness tocompromise in minor concerns, with the aim to take outright priority.

FindAlternatives Somethings in business are just black and white. When the impendingdeadline is met, the customer would be pleased and if there is afailure, the customer might leave. Consequently, time management iscritical. Thus, senior administrators can ask personnel to arriveearly every day one week to make sure that this deadline is met.Nevertheless, unmanageable workers could resist. Rather than forcingthe non-morning individuals to conform, always remind them that thetime limit is compulsory, and ask them for a voluntary solution tomake certain it is met (Abrahamet al., 2014).

DocumentImprovement Plans– If a staff challenges all request or otherwise is unbearable tomanage in any possible way, her recognized problems should bedocumented, and recovery plan developed. According to Mone(2012) explanation, amanager may work with the personnel on a ninety-day plan, with fourfirst improvements to her performance and behavior. After thoseninety elapses, another meeting is held, and transformation pointsare examined. If there an improvement is realized, the employee’sproblems are addressed. If there is no improvement, dismissal isreasonable. This helps the company to manage long-term employeesprimarily to improve their efficiency.

UsePeer Pressure– If several of team members are manageable and are straightforwardto work with, they could be utilized as role models to help theproblematic employees emulate. If three of the company’s geniusworkers adhere to new policies and there is an excellent performance,reward them openly with a free dinner or something related.Ultimately, the problematic employees might learn that adhering tomanagement rules bears positive outcomes, and he or she wouldgradually adjust to conventional standards set by the organization(Abrahamet al., 2014).

Someemployees are just easier to manage than tsome while somedifficult-to-manage personnel necessitate more effort. In case a moreproblematic staff is retained for long-term purposes, a little morepatient is required to get things work.

DesignEconomic Motivations– Designing economic incentives allows employees to gain from them.There has been a trend for much management to concentrate on mostprofoundly on senior level financial motivations. Whereas this isentirely understandable, it is best not to abandon significantincentives for junior workers, especially when they are expected todedicate dynamically to the company`s success. To the disagreementthat this would be disproportionately costly, a program must becarefully designed, so extra payouts make public apparently thedefined revenue targets (Bechet,2013).

AdequateTraining– Lastly, managers should ensure that all organizational levels getproper training. There is a culture for enterprises to ventureheavily in leadership training as they pay attention far less onmiddle-class managers and supervisors. From an experience point ofview, training all levels of employees ensures an organizationimproves employees` knowledge in readiness for future utilization(Mone, 2012).

Long-TermStrategy for Personnel Management

Discipline

Consistentwith Abraham et al. (2014) studies, disciplinesin a corporation is projected to encourage a minimum desirablebehavior by workers. It safeguards smooth operation and helps tobuild a healthy working environment when rules and regulations arecomplied with. In contrast, employee`s indiscipline and misconductaffect every stakeholder comprising managers, fellow workers,suppliers, and customers.

Indisciplineis widely perceived and is noticeable among the employees. The seniorofficials, who returned to their families far from their workstations on Friday, tend to arrive very late the next Monday or mightopt to stay back until Tuesday. The junior staff members whoindirectly or directly observe this usually emulate such absenteeismbehavior. Little or no interest in assignment has turned into a ruleinstead of an exemption. Offices have been transformed into a marketwhere officers sell their goods freely. The regulation that guidesprofessional ethics and moral conduct appear to have become cobwebthat is too helpless to counter nefarious activities of thepersonnel. Indiscriminate lustful wishes are apparent among employees(Bechet,2013).The professional relationship between junior and senior officers hasbeen stained. Strict directives handed down from executive to thebottom are either treated with levity or not followed due to thewicked relation between the subordinates and bosses. Also, officialduties are viewed as an extra time of private leisure. Moreover,laisser-faire attitude to work has halted the efficiency ofcorporations and has radically affected their performance.

Solutionsand Responses

Developinga policy – It is significant for a business to possess a policymanual that describes the minimum tolerated behavior in differentcontexts, such as attendance, employee relations, leave, sexualharassment and others. The law must be routinely updated, revised andshared with every personnel. The repercussion of breaching the policyhas to be conversed to workers. Again, everyone must be treatedequally as far as disciplinary action is concerned regardless ofone`s rank. The company should stick to corrective disciplinaryactions instead of punitive disciplinary(Mone, 2012).

Abuseof Sick Time

Sickleave for an employee, whether it is the legal or not-so-legal cause,has become a leading issue for several industries and organizationsglobally. Every year, it cost firms all over the world billions ofdollars. Moreover, public sector employees in several countries takea significantly higher percentage of sick time than their privatecorrespondents, implying that it is even more expensive for taxpayers and governments (Abrahamet al., 2014).

Sicktime delay work, making projects to lag behind plans. They createnervousness for other employees, who have to compensate for lostproduction. And since other persons might want to work overtime tomake up for days lost, they increase the extra time bills.

Solutionsand Responses

First,a memo is sent by managers to all workers to remind them regardingthe organization’s policy on absenteeism and sick leave. Bechet(2013) report stated that a manager should advisehis personnel about considerable sick time and utilization, as wellas the highest number of days permitted annually. Equally,information concerning the punishments employees may expect if theycontinuously misuse sick time must be highlighted. Second, thereshould be a requirement of staff to contact company manager orimmediate supervisor in case they called in sick. Particular teamsare more probable to abuse sick time if they do not communicate witha superintendent. Workers who have greater than the maximum days oftolerated absences need to be obliged to produce documentations, likea physician’s note to confirm if they were very ill.

Thirdly,face by face meeting is recommended with a worker who has unnecessaryabsences. Employee ought to be cautioned and advised about theexceeded organization`s sick leave limitation. A worker also requiredto be offered an opportunity to defend the increased absenteeismclaims against him. A staff with critical situations should toreflect other alternatives rather than exploiting sick company time.Meetings with the staff should similarly be recorded in writing.Lastly, the staff must be warned in writing that if the unwarrantedabsenteeism goes on without reason, sacking may be considered.Manager in charge is required by law to follow the company procedureif the employee’s attendance does not improve. Similarly, theworker must hands over his keys, files, company-provided tools, andpasswords before leaving the industry premises (Mone,2012).

KeepingMorale Up

Rightplace of work morale is emotional state of staff demonstrated throughproductiveness, confidence, cordiality and trust. Workers with lowmorale cost organizations billions of dollars every year throughmissed work. A minimal advanced opportunity is one of the issuesassociated with low morale. An employee with limited improvementchances is more likely to display low morale than the one whoimproves with the company (Abrahamet al., 2014).Poor leadership is another cause of low morale. Poor leadershiphabitually occurs in the form of discrimination, lack ofcommunication, and micromanagement. Active and poor leadership arewhat govern the temperament of the work place, directly deterioratingor improving employee morale. Also, issues with colleagues cannegatively influence the entire staff. Problems that occur in theoffice, such as disrespect, general disagreements or bullying, leadto low morale. Finally, many workers bring personal problems to work,usually about family and financial matters. This frequentlynegatively affects morale and performance (Bechet,2013).

Solutionsand Responses

Managersmust guarantee workers are not abused by way of job upgrading. Theyshould understand the employee’s abilities. Doing certain jobschallenges the utilization of their overall capacity, acknowledgingsuccess and provides workers a chance to grow and learn innovativethings. Executives also must build a culture of trust because theycan influence and shape, through rewarding employees, role modeling,allocation of resources processes, recruitment, termination, andpromotion criteria. Similarly, a diversified technique torelationship creation and compensation creates positive morale.Lastly, managers should take time to communicate their vision to makesure it is understood to prevent moral problems (Abrahamet al., 2014).

PersonalityConflicts

Personalityclashes at work are usually inevitable, but when left untamed, theycan result in substantial psychological stress and may cause issueswith depression and anxiety for persons concerned (Mone,2012).Such conflicts also contribute to the collapse of workingrelationships in a department and may damage the productivity andcohesiveness of an entire organization. Recognizing the initialindicators of conflict may sometimes be hard. Some personalityconflict could end up into public arguments and confrontations.

Solutionsand Responses

Youmay reduce some personality clashes by decreasing the contact betweentwo workers. You can also concentrate individual contributions andtry to respect the views of others. Enterprises need to take intoaccount regular activities cause office tension. Likewise essential,a colleague can be asked to cooperate to address the issue. If thedifferences are pressing, ask reachable boss for advice on how todeal with the matter, and afterward, any possible action should betaken to resolve the problem (Bechet,2013).

SexualHarassment

Sexuallyharassed women are vulnerable to losing their jobs or the likelihoodof promotion if she declines to submit to sexual favors of someone incharge. In some circumstances, the undesirable behavior of co-workersmay turn the working environment intimidating and unfriendly,exerting direct pressure on her to desert the job. Occasionally, thestaff is traumatized due to the harassment that she undergoes severephysical and emotional consequences (Abrahamet al., 2014).

Solutionand Responses

Employersare held legitimately answerable for sexual harassment deeds carriedout by a given staff. Employers must ensure a clear sexualharassment policy is in place, which is efficiently communicated toall workplace participants and understood. Companies should considertraining every employee about sexual harassment consequences andintolerability at work on a regular basis. Also, an employer shouldrespond to complaints suitably (Mone,2012).

CulturalDiversity

Culturaldiversity comprises some differences among individuals at the workplace, such as race, personality, gender, cognitive style,background, education, and more. Diversity not only concerns howemployees identify themselves but also how they identify others.These perceptions influence communications. Equally, there is alwaysa worker who refuses to admit the fact that the cultural and socialalignment of their place of work is changing (Bechet,2013).

Solutionsand Responses

Industriesshould involve all employees to formulate and to execute diversityprograms in the workplace. They should also consider encouragingworkers to express their opinions and ideas and demonstrate a senseof equality worth to everyone. There should also be an attempt topromote diversity in leadership posts, which brings visibility andrecognizes the values of diversity in the industry (Abrahamet al., 2014).

Conclusion

Personnelis the most challenging group to manage in a workplace. For thisreason, employers should apply some strategies discussed above toensure proper personnel management and improved performance of theorganization. Equally, there is the need to identify personnelmanagement issues and solutions. This ensures that advanced pendingimpacts of affected employees are mitigated on time.

References

Abraham,Y. T., &amp Bowdidge, J. S. (2014). Work-Place Child Care Act: APrototypical Portrayal of Potential Public Policies. PublicPersonnel Management,19(4),411-418. doi:10.1177/009102609001900405

Bechet,T. P. (2013). Developing Staffing Strategies That Work: ImplementingPragmatic, Nontraditional Approaches. PublicPersonnel Management,29(4),465-477. doi:10.1177/009102600002900405

Mone,E. M. (2012). Careermanagement and survival in the workplace: Helping employees maketough career decisions, stay motivated, and reduce job stress.San Francisco: Jossey-Bass.

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