KCOM-KOHC is a group of employees who set out to organize campaigns targeted at retaining professional personnel for at least twelve months without the danger of termination. Nonetheless, it has been five years since the earliest efforts to launch such initiatives. The case study will be able to assess the important factors that contributed to the campaigns' success or failure, what the intended results were following successful campaigns, the downsides experienced in the campaigns, and the way forward for the organization's personnel. The healthcare was founded by Dr. Andrew Taylor, as from records the medical school was the first to be formed in the world.
Union objectives
To execute the campaign, the union came up with some objectives which they ensured that each member of the union would be able to follow to achieve the expected results. The first objective set was that the campaign should begin as from June and each member of the union had to adhere to the set date. This was also to ensure that all members have enough time to prepare themselves and be set in the campaign mood. As from the report, the objective was adhered to by all the members in the union for they were so much interested in joining the campaign and ultimate revolution in the union employment procedure set by the management. The objective preparation was done through private meeting by the union officials who had the capabilities of deciding whether the campaign should take place as per the set time or not. Secondly, the union officials ensured that they have the key objectives for the campaign so that after the final presentation to the higher union stakeholders will be accepted after the first trial.
The second objective set was floating of employees who worked in the different department and are willing to use the campaign as a way of expressing themselves and later getting the best professional deals that might favor the union member for quite some time and also in the future management of the union. Floating of workers as an objective was used to ensure that all the members can fully participate in the union campaign that will see all the events planned in the campaign come to pass and that the various departments where the union members belong are well represented and that after the campaign the management will be able to provide better services to the employees not discriminating against some departments.
At the end of each set objective execution, the union members expected to have a successful union campaign that will incorporate all the departments and ensure that all the department employees receive equal benefits for longer sustaining effect.
Alternate solution from the set objective under the HR metrics
Objectives push any operation to go further. Without the objective set is very difficult for any operation execution success. The union set objectives that were followed to ensure the success of the campaign and ensure that all the deliberated issues in the campaigns will be addressed fully by the management. The HR department ensures that all the objective set are achievable and that at no time will the operations within the organization stop or be delayed due to the overstretched requirements from the employees. The HR department was able to develop the various solution or rather strategies that ensured that the campaign conducted will yield results and that the employees were willing to resume their normal operation after their needs have been set.
Solution one
Communication strategy
One of the strategies adopted by the HR was communication. Communication is the process of airing once view to the target audience or the management for consideration. With communication, the HR department was sure that the union would be able to present their grievances and be able to execute their request without the need of calling for a union campaign. The strategy is seen as the strongest among the many strategies that had been set by the HR department. The strategy exhibited some strengths and also some weaknesses which could be made to achieve a better communication strategy.
Strengths of the communication strategy
The strategy has a key entry point where the union members were given a platform to give details on what is expected from the union management. Also, the strategy was well accepted by the union members, and they were ready to adopt the strategy as fast as possible without a second manipulation.
Secondly, the strategy provided a well-defined avenue where the union members could be able to call for a dialogue motion with the employers and come up with a better solution to the problems that had been aired during the vigorous campaign. Also with the strategy, several issues which were not discussed in the campaign will find a way to the management and facilitate easy responses.
It has been identified that the communication strategy will be facilitated through the process of having a roundtable discussion which will be aimed at having a neutral level between the employer and employees discussing the way forward and the steps to take to ensure that the employees are professionally identified and accorded the due right and privileges as expected. The employers will not judge the employees for publicly airing their views, and hence the strategy has some weighted strength.
Weaknesses
Although the strategy has been seen as the best strategy among the many set strategies, it still has some weakness, these weaknesses include, Lack of proper documentation since the employer and the employees only meet in the and communicate their views without the need for proper documentation which might be a challenge in the future as either the employer and the employees cannot be able to retrieve what was discussed in the previous meeting. This can be risky mostly on the employee side as the employer might decide to evade all the communication that was made and act in an undesired manner to the employee. Secondly, not all communication made will be taken seriously by the employer, and they might decide to execute an earlier plan and to disregard the earlier grievances communicated by the employees.
Wage survey and labor retention strategy
Wage survey was conducted by a qualified auditor who was supposed to evaluate each employee work done against the wages received. This was conducted to ensure that each employee receives payment according to work done. Labor retention ensures that once an employee becomes qualified for the job, they can continue working for another period of twelve months or up to the retirement period.
Strengths
The strategies ensured that no victimization of employees. The employees were given the mandates to extend their working time and receive wages. The best package to the strategy was that the employees already knew their right and the HR department also recognized these strategies
Weakness
These strategies were not guaranteeing of payment after working either were they as a guarantee for a continuation of the working period after the official expiry.
Recommendation
From the above discussion, several recommendations can be included to make the strategies even stronger. First including a neutral person in the communication strategy. This person who is responsible for note taking that can be used as proof that the meeting took place and therefore the HR department may find it difficult to deny the already written agreement. Secondly, the information would make the communication strategy stronger and reliable in other organization seeking to prevent union campaigns. The wage and labor retention strategy would be useful in making sure that employers are not denied their right in the company and are paid appropriately depending on the work done. The strategy serves as an ossuary of the continued working environment. An HR department that is concerned on the welfare of the employees should incorporate both communication and wage strategies to provide the better working area for their employees. By doing so, the employees will find it easy executing their roles diligently and under minimal supervision. Also incorporating the two strategies will entice the union members to extend their stay which is an added advantage to the HR department as there will be a reduced hustle to start advertisement and recruitment procedure.
According to the HR intervention, the best liable solution that can be provided is through the use of the set strategies to achieve the set objectives for the organization and different operations at large. The concept of downsizing may not be appropriate as a form of HR intervention as it may create tension to the employees and the working capacity might be altered.
Advantages and disadvantages of the alternative solutions developed
Advantages
The alternative solution provides a complete feedback on the HR problems and once evaluated keenly then the HR operations might be picking up and provide better services.
The resources used to evaluate these two strategies are minimal hence leading to less effort to attain the set objectives once the strategies have been put in place.
The time used to evaluate the strategy is less as the HR department will already have a write up that explains all what each strategy entails and how each should be implemented as an improved solution.
The strategy can fit into any organizational design regardless of the norms that the organization has, this means that any organization can adopt the strategy and still be beneficial to the organization.
Disadvantages
The solutions do not have a guaranteed success once implemented in the HR department.
Some concepts in communication strategy are not applicable to an organization that has hierarchical form of leadership where employees are not allowed to share the same venue with the employer.
The best alternative
The best alternative that can be selected to run in any organization is the communication strategy; this is because communication can be done through oral, written hence information is relayed to the target personnel in any form.
References
Chimezie, A. O. (2017). The challenge of responsibilities: Confronting the revolution in workplace rights in modern organizations. Employee Responsibilities and Rights Journal, 1(1), 5-23.
Freeman, R. B., &Kleiner, M. M. (2013). Employer behavior in the face of union organizing drives. ILR Review, 43(4), 351-365.
Stevens, G. E. (2013). Cases and exercises in human resource management. McGraw-Hill/Irwin.
