Case study questions and answers
Question one
- Explain the stages involved in the development of ZnZ of a systematic approach to the training and development of professionally qualified staff.
First, Znz significantly invests in development and training. It also employs several trainees that are studying their professional examinations. Thus, the number of qualified staff might be high. ZnZ is also employing hundreds of employees that are charged with various roles. The human resource planning group has not disclosed that the resource that has been directed to the qualified staff training and development is too minimal. This implies that ZnZ is having different ways of dealing with professional groups. The human resource department should identify the number of employees involved, the training and development level they have obtained, and the professional groups they belong, as part of employing the current positions. The majority of professional bodies, such as the CIMA, need their members to participate in constant professional development so that the member’s knowledge and skill currency is maintained (CIMA, 2008). The requirements should be readily accessible for each of the groups.
(b) Discuss the potential advantages of the individual career coach scheme for ZnZ
In regards to cost advantage, the scheme might be perceived as cost-effective because it will augment the cost-effectiveness of professional training. It will also lead to an upsurge in job satisfaction, commitment feelings, and motivation that will be reflected in enhanced job performance, and a consequently increased level of productivity. Another advantage is that it has the potential of supporting the disadvantaged and minority groups, besides some middle managers and trainers. This will potentially lead to decreased employee turnover hence eradicating the essence of undertaking costly recruitment of replacement employees.
Further, regarding lead to organizational development, the scheme might be perceived as best practice example. It can also be viewed as a portrayal of a considerate corporate attitude, therefore strengthening the general company culture. The scheme may also reinforce communication in the firm that will lead to a useful contribution to knowledge sharing and eliminate departmentalism, especially if the coached and participants come from different working regions.
(c) Discuss the potential disadvantages of the individual career coach scheme for ZnZ.
One limitation is that some groups and individuals may not possess similar enthusiasm, as demonstrated by the Director of Human Resourcing and the Diversity Committee. Therefore, there may be reported hostility towards the scheme, instead of the anticipated portrayal of apathy. There is also a likelihood of disrespecting line managers. The participants’ line managers may feel that there are increased chances of the process undermining their authority. Thus, there is a need for clear guidelines regarding the extent of the managers’ duties to be issue to the coaches, which will ensure that the challenge is overcome.
Further, numerous practical problems linked with the suggestion may occur, involving establishing the scheme and ensuring its operation and maintenance. The scheme will need careful and enhanced investigation as well as involving various stakeholders in the scheme establishment. Besides, suitable mentors’ training will require organization despite it having scheduling and cost implications (McLennan, 2017). Lastly, there is a likelihood that some participants may have too many demands of their coaches regarding the time and expectation, which calls for ways of overcoming these challenges.
Question 2
- Describe the main issues and stages involved in developing a human resource (HR) plan for the CX buy-out idea.
Human resource planning encompasses a planned development for the use, acquisition, retention, and enhancement of the human resources’ organizations. The plans must be incorporated into the extensive business planning process, which in this case, is the business plan for the CX manager for the buy-out of the management. The human resource plan will need to focus on and support the three major initiatives that were identified as a part of the management buy-out. The plan must reflect, reward systems, HR flexibility achievement, training of new skills. The plan will also need to reflect the targets, budgets, and standards.
Stages
The process of selection will be critical to ensure that the firm gets candidates with the required skills, or possess the potential of developing such skills. One of the stages is forecasting future labor demand. This will be possible due to a good minimum, and maximum numbers’ estimate obtained, based on experience. Another stage is the evaluation of forecasting supply and the external labor market. It is highly likely that there will be increased supply as a result of unique skills and unemployment. Thus, it is possible to use human resource records as the analysis database of the past CX staff. The establishment of a plan that reconciles supply and demand should be the subsequent stage. This involves putting together plans for actions or staff recruitment to enhance the reconciliation of labor supply and demand.
- Discuss how the buy-out team can achieve workforce flexibility
The annual hour’s strategy could prove to be effective at CX brewery. They may opt to outsource particular functions to the external contractors rather than a direct address. For the company, this might imply all payrolls, administrative, and marketing functions. In the care of CX, flexibility may take numerous forms. For instance, numerical flexibility form comprises the establishment of a numerically flexible staff, which encompasses flexing the labor of the employed. Task flexibility includes the recruitment and development of the workforce with extensive skills’ variety so that the recruited individual can conduct out a variety of tasks (Deng & Joshi, 2016). Financial flexibility, on the other hand, is usually attained through some means of performance correlated payment.
Question 3
- Do you agree with Tony’s statement about workplace violence? Should TEAM FUN! Take further action to prevent workplace violence? Identify the preventive measures already in place.
Violence in the work setting can take place due to numerous reasons than a troubling workforce. A case in point is a customer or relationship-related violence, or random violence acts in the work setting. Therefore, Tony must focus on the bigger picture. The firm needs to employ a plan that will deal with probable violent acts in the workplace. Besides, supervisory staff should undergo training to locate troubled employees that might likely engage in acts of violence.
- Is Tony too complacent about stress and burnout? Outline for Kenny and Norton any symptoms of anxiety and exhaustion that merit notice.
There are numerous facets that Tony needs to deal with as the first human resource individual. He does not view burnout and stress as issues of priority as a result of the firm’s primary objective of ensuring fun in the work setting. Nonetheless, Tony should still be cautious of potential violence regardless of them not occurring. Different issues, such as family circumstances, can result in workplace stress. Stress symptoms can be classified as behavioral, psychological, and physiological. The supervisory department can assess symptoms such as anxiety and increased tension, rapid speech and procrastination and boredom. However, physiological symptoms can only be identified by a medical professional.
- What benefits would wellness programs and an employee assistance plan provide TEAM FUN!?
The objective of the wellness program is to ensure that the employees are healthy. Consequently, this led to augmented productivity and augmented health insurance usage. These events can enhance the bottom line of the company. Programs of employee assistance are implemented to assist the company workforce, and their loved ones handle individual challenges. Helping the staff solve problems leads to a surge in workplace productivity, lower staff turnover, and decreased absenteeism.
References
CIMA. (2008). CIMA Development. Retrieved from: https://www.cimaglobal.com/Documents/ImportedDocuments/CIMA_Development_Brochure_2008.pdf. Accessed 25 June 2020.
Deng, X. N., & Joshi, K. D. (2016). Why individuals participate in micro-task crowdsourcing work environment: Revealing crowdworkers’ perceptions. Journal of the Association for Information Systems, 17(10), 3.
MacLennan, N. (2017). Coaching and mentoring. Taylor & Francis.