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attached is the response instructions and peer posts. please respond substantively to the posts advancing and debating key points using the reading materials to support claims.

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Discussion 1 Instructions: HR planning should be focused on helping the organization achieve
its strategic intent, which derives from its vision. These strategies need to both service the shortterm, operational concerns (business planning) and the slightly longer-term strategic
(business/corporate planning) cycle. Select a company you are familiar with and detail one
short-term and one longer-term strategy, and then discuss how the role of human resources can
provide valuable advice and counsel in the achievement of those strategies.
Response Instruction: Respond to two of your peers’ posts using the reading material to support
your claims advancing and debating the key points of their posts.
Instructor Follow up question:
You suggest that social media would result in more employees needed. Why do you see
Student 1:
I am familiar with a local government office that could use more guidance with regards to HR
planning in its short and long term strategies. A short-term operational concern that the
organization faces is high turnover. The short-term strategies that could be used to combat this
issue would be quicker recruitment processing and utilizing temporary agencies. The hiring
process within the local government can be long and tedious. So, creating ways to simplify the
process and other methods to fill needed positions in a short amount of time is crucial. The longterm strategic option would be to conduct succession planning. “Succession planning involves
identifying key management positions that the organization cannot afford to have vacant”
(Mello, 2019, p. 158). Succession planning would create opportunities for individuals to develop
the skills needed to advance in the workplace. The human resources role can provide advice and
counsel by being a direct source of information on how to plan, organize, and execute the
strategies. First, Human Resources would need to work on the short-term strategy if the
organization is in a critical state. Once the organization is out of a critical state then it could
focus on the long-term strategies. Additionally, Human Resources can design policies and
procedures to ensure that practices are fair, consistent, and lawful in the workplace.
Student 2:
A company that I am familiar with is T-Mobile as I have been an employee for the last six years.
As you may know, T-Mobile is looking to buy Sprint and merge to form one company, the New
T-Mobile as it is being called. While these strategic goals I suggest based on “if” and “when” it
happens, they are very realistic talk tracks. As a leader of the business, I have my own opinions
as to how my company can focus on both short term and long term strategic strategies.
One short term operational concerns involves aggregate planning. According to our text,
aggregate planning “anticipates the need for groups of employees in a specific, usually lower
level job” (Mello, 2015). It the proposed merger is in fact approved by the government and FCC,
the need for more employees at the retail level will be great. Two companies will merge, Sprint
will cease to exist but the New T-Mobile will take other their current retail stores. While some
will close, others will be rebranded T-Mobile. Sprint employees will become T-Mobile
employees. These “new” locations will need to be staffed with tenured T-Mobile employees as
well as newly acquired T-Mobile employees. They way I see it, Sprint employees will be trained
by T-Mobile which will take time to do. Some employees of Sprint may decide leave, however
T-Mobile staffs in a different way from Sprint which will cause the need for more employees at
the retail level. The strategic goal is to Merge with Sprint and become one company, the
operational concern is proper staffing. This ties in to succession planning.
Succession planning “involves identifying key management positions that the organization
can not afford to have vacant” (Mello, 2015). If the Sprint Merger is approved, both companies
will go through some major organizational changes. Sprint employees will be integrated into TMobile, as will their executive staff. This will create new positions within T-Mobile that will
need to be filled immediately as they cannot stay vacant. Succession planning will help facilitate
transition of the re-Organization as employee changes are made. One long term strategy will be
finding a way to merge both companies at the organizational level to create the New T-Mobile. It
will take time for a cohesive unit to build.
Human resources will be able to offer support for all employees, old and new in the transition
to the New T-Mobile. They will be able to offer reassurance in that the steps being taken are with
the employees best interest in mind while achieving strategic success.
Discussion 2 Instructions: Recruitment is of little use if an organization cannot retain key
employees. Therefore, it is critical that organizations properly motivate and reward their
employees. Discuss the factors that affect employee motivation and how a proper reward system
can affect an employee’s motivation. Explore the articles for this week for ideas in responding to
this discussion. Your original response to this discussion question should be a minimum of 200
Response Instruction: Respond to two of your peers’ posts using the reading material to support
your claims advancing and debating the key points of their posting.
Student 1:
Employee motivation: is a relative topic, and by this, I refer to the many variables that appear to
go with determining what employee motivation is. Intrinsic benefits, in general, are fairly
standard and can be assessed and evaluated to determine the employee’s desires in various
methods one of which would be to developing a survey and circulating through the business has
proven useful and Allan P. Blostin states that “Producing tabulations linking these different
compensation measures has always been a great source of interest to people working in the
benefits area” (2004), and information technology is creating the means to accomplish this goal
and then developing an engagement strategy that will fit the organization in question. The ability
to calculate and measure the tabulations will enable Human resource personnel to create an
engagement strategy and benefits packages that fit the needs of the employees while maintaining
key employees and monitoring the company’s budget. One element to be aware of is explained
in Identifying the Drivers for Developing and Sustaining Engagement Among Employees and it
states that “An engagement strategy can be leveraged only if it is carved in the minds, souls and
hearts of employees; one significant way to address this issue is to identify the drivers/ enablers
that promote engagement” (Krishnaveni & Monica. 2016). Extrinsic benefits will need to be
more personally associated with the employee and their background various conditions will
cause the desired benefit to differ from employee to employee. Variables like “the
multigenerational workforce” (Gurchiek, 2016) of which there are currently five and each, in
turn, has deferring views of what benefits should be. Enablers; have been suggested by AbelLanier that suggest that Collaboration, individual employee recognition, work/life balance,
mentorship programs, an organizational culture that is understood by all, and have the person in
the right position and employee well-being are all factor which should be considered. (Gurchiek,
2016). These elements are important when attracting and maintain key employees after all “An
organization can only be successful and reach its strategic objectives by employing individuals
who have the capacity and desire to contribute to its mission” (Mello, 2019). The result is that to
discover, obtain and retain the right people to project and transport your organization into a
successful future will be measured through the treatment of those people as individuals as well as
members of the
Student 2:
It is important for organizations to understand what motivates their employees and for employees
to stay motivated while working within the organization. The generations seen in the work place
today are Traditionalist, Baby Boomers, Generation X, Generation Y and Generation Z.
“Members of each generation bring a distinct set of values, attitudes and behaviors to the
workplace” (Gurchiek, 2016). Leaders often have a hard time navigating through each generation
as each group is motivated by something different. Traditionalist are motivated by money and
respect. While Baby Boomers are motivated by money, peer recognition and retirement benefits.
Generation X is motivated by flexible schedules, promotional opportunities, and boss
recognition. Generation Y is motivated by stock options and constant feedback. Generation Z is
motivated by social rewards and giving back to the community. Creating a proper reward system
that reflects the workforce in the organization will help motivate employees. A proper reward
system will also raise morale and increase employee engagement within the organization. “High
levels of engagement promote retention of talent, foster customer loyalty and improve
organizational performance and stakeholder value” (SHRM, n.d.). A rewards system can include
monetary rewards, non-monetary rewards, formal and informal recognition. The rewards system
that an organization uses can be reflected in the benefits it offers. The benefits program offered
by an organization is a way to attract and retain employees.

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