the human strategic resource

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Table of Contents
Strategic Human Resource4
Task One: Strategic HR Planning4
Taking of Skill Inventory4

Capacity Needs Assessment5

Linking HR Planning to a Strategic Plan5

Task Two: HR Laws6

Job Discrimination Act6

Overtime/Minimum Wage7

Disability Discrimination7

Equal Employment Opportunity (EEO)7

Hiring Process8

Competency Models8

Recruitment Models8

Discussion and Review8

Review9

Task Three: Organization Culture9

Transformational Change10

Transitional Change10

Work Life Flexibility11

Task Four: Grievance Procedures12

Procedures for Dealing with Grievances at Con Edison Company12

Role of ACAS and Employment Tribunal14

Discussion on Mediation14















Strategic Human Resource

Task One: Strategic HR Planning

HR planning is a crucial undertaking in every organization because of the importance the particular department bears to the institution. In Con Edison’s setting, the HR department plays a significant role in the planning process because the platform acts as a guide that steers the organization towards its mission, objectives and goals. When assessing the current and future requirements of Human Resource, agencies use various strategies as follows (Gorman, 2014, p. 355):

Taking of Skill Inventory

Organizations when assessing their human resource requirements usually conduct a skills inventory. The primary purpose of making a list is often to determine the competence and preparedness of the organization workforce pool and its ability to meet the present and future demands of the given competitive environment (Gorman, 2014, p. 355). One standard way in which firms conduct skill inventory is through employee performance assessment. As a tool, employee performance assessment plays a crucial role in determining the willingness of an employee to remain at the current organization and take up more responsibility tasks when offered. The given aspect implies that the provision of performance feedbacks was essential to boost employee satisfaction and performance.

From an employer's viewpoint, a crucial aspect that emerges when implementing performance feedback reviews is the company's expectation during the entire review process (Gorman, 2014, p. 360). Ideally, in most performance feedback reviews, the employer utilizes the platform to assess the employee's awareness and familiarity with job expectations as well as overall commitment towards the organization's values. Within the work environment, it is crucial to note that most of the employees and especially the recruits usually have a hard time adapting to their present organization's values and standards primarily because they possess different training as well as experience backgrounds.

Capacity Needs Assessment

Permanently under capacity needs assessment, the organization identifies its current, position, as well as projected ranking. After the process is complete, the group defines critical departments within the body and the workforce requirements the particular agencies will require to complete the planned tasks. Change is inevitable in the business sector, as such organizations such as Con Edison needs to implement a competent needs assessment program if it desires to attain the ability to revitalize its structure over time. A needs assessment program serves numerous roles in an organization. For instance, under the platform, an institution such as Con Edison can collect useful information on their workforce including profiles, capabilities, and specialities (Marchington, 2015, p. 176).

When a needs assessment program is integrated, in an organization the platform can transform and improve overall performance. In Con Edison's scenario, the institution can significantly benefit from using development programs since the medium will establish a precise flow of processes and estimated output. Training of employees using the case-based decision approach enables them accurately understand and appreciate their role at a given institution. Additionally, under the program employee get an opportunity to sharpen their skills and abilities as well as understand their environment (Delahaye, 2015).

Linking HR Planning to a Strategic Plan

When executing a strategic plan, the quickest way to link the platform with HR planning is through the identification of gaps and loopholes that exist within the program from an HR perspective (Marchington, 2015, p. 186). Gapping identification plays a crucial role in proposing constructive integration recommendations. Marchington (2015, p. 186) asserts that strategic planning bears positive impact on HR planning because the progress should be evaluated using an analysis method, whereby the gaps in the system are identified as weak points while achievements are marked as strongholds.

The link outlined in the HR plan and the strategic planning impacts on the following resources (Marchington, 2015, p. 180):

Technology applied in the production of goods or service delivery; it refers to the tool used to create and deliver the products produced by the organization. It may be quite simple or challenging to incorporate depending on the management team employed. A good objective plan and target laid by the management will attract a sophisticated technology and thus great production by the organization.

Funds used in making payments; it refers to the capital used to fund the organisation's activities. It depends on the money generated from sales, grants, donations and loans. The strategic plan identifies how to create wealth; forecast revenue collection; manage the funds and utilize expenses.

Skills and talents applied in running the firm’s activities; it involves human resource that encompasses the use of individual’s skills and abilities to produce and deliver goods and services. The human resource is the most vital among others as it assists all other fields in rendering their duties. Successful organizations incorporate the right people in all their areas of production.

Task Two: HR Laws

Job Discrimination Act

The Title VII of the Civil Rights Act of 1964 was crafted to prohibit employers from discriminating employees during the hiring and firing process (Mcintyre and Foti, 2011, p. 47). The employee discrimination act was enacted to deter prejudice within the workplace, based on the employee’s religion, sex, race, and national origin. As a law, the Title VII of the Civil Rights Act of 1964 also played a crucial role in deterring the manifestation of sexual harassment (Smith and Pamela, 2008). The job discrimination act was implemented to secure fair treatment of employees irrespective of their attributes.

Overtime/Minimum Wage

The Fair Labor Standards Act (FLSA) as regulation was enforced to dictate the nation's minimum wage bracket. As a regulation, the law plays a crucial role in determining the employees hourly pay as well as the average overtime pay; an employee is expected to earn after completing the stipulated 40-hour mark (Mcintyre and Foti, 2011, p. 50).

Disability Discrimination

The Americans with Disability Act was crafted to deter the manifestation of discrimination against qualified employees based on their disabilities (Marchington, 2015, p. 185). Oppression based on disability is demeaning, to say the least because it constricted physically limited people from displaying the talents on a professional level.

Equal Employment Opportunity (EEO)

The EEO laws protect individuals from discrimination in the employment opportunities as awarded. The laws protect against people sharing the same ethnic group, race, gender or age from discriminating the less fortune against that character. The federal regulations cover individuals with the following characteristics:

Origin, race, ethnic and colour; African Americans, Native Americans and the Hispanic

Gender; women inclusive of those pregnant

Age; persons over 40 years

Disabled persons; mentally challenged and those with physical disability

Military experience; Vietnam veterans

Religion; ordinary believers and the peculiar beliefs

Hiring Process

The process of hiring recruits into an organization is critical and requires a cautious approach to ensure each member suits the desired role. Every successful team relies on its workforce as the propellant force; hence utilizing an effective employee screening approach is beneficial to any venture. Con Edison compelled by the given knowledge, employs a shared mental model to conduct its hiring activities.

Competency Models

Developing an efficient recruitment models in every organization enhances the production process since each employee is accounted for a specific input into production. Establishing a shared mental framework will benefit the railroad company since it is a model that assists the team's communication and coordination structure (Gorman, 2014, p. 358).

Recruitment Models

A shared mental model would have benefited the institution and unfortunate occurrence since the approach provokes team members to predict the others actions and coordinate efforts in demanding scenarios where quick response is necessary (Gorman, 2014, p. 358). When a venture explores the model, leadership is spread evenly, and this elevates the team member’s ability to coordinate individual activities to a specific goal.

Discussion and Review

For the shared mental model to efficiently work, it is crucial that each member of the team including the locomotive engineers cherish and abide by the organization's collective purpose. According to Mcintyre and Foti (2011, p. 56), mutual brainstorming or group thinking is a fundamental platform of the shared mental model that ensures the success of any undertaken project. In a difficult situation, it is encouraged that each member utilizes personal attributes and skills to structure and amend a plan while reviewing restrictive contingencies. Working in a cohesive group should be discouraged since it becomes challenging to develop creative responses based on individual capabilities (Eddy et al., 2013, p. 999). A shared mental model when appropriately utilized enables each team member to communicate freely, comprehend desired roles and strategize collectively driven by a specific objective.

Review

Implementing a shared mental model in the organization is advantageous to Con Edison based on past successful scenarios. However, it is paramount that the Lac-Mégantic Company invests in corrective training, a feature that ensures the skills and behaviours taught will be utilized by the employees in the job environment (Kelloway et al., 2011). Eddy et al. (2013, p. 1008), purports that if any training period is to achieve success companies should explore measures that will facilitate learning from work experience since most of the formal training rarely achieve their intended purpose. Based on this provision, the company should integrate its individual and collective training programs within the work environment to enable the employees to gain more through experience.

Task Three: Organization Culture

The culture attached to Con Edison Company is promoting independent learning, shaped creativity and critical knowledge and encourage openness to diversity. To achieve these, Con Edison, attract talented employees via the internet and social platforms, career point centres, veteran organizations and internship programmes. Also, the firm facilitates affinity and occupation resource group, LGBT pride which promotes inclusivity of the gay, lesbian, bisexual and transgender employees, moms on it and dads matter which assists parenting workers at Con Edison manage their responsibilities well and women's forum that provides opportunities to learn and grow through dialogues and networking.

Transformational Change

The basic concept for the transformational change is to create a broader opportunity as well as the enactment of the rules, considering the time for the implementation as a vital factor. Con Edison Company applies transformational change model via the use of open communication to and among the employees. Employees are subjected to a public forum to discuss issues concerning the organization and raise views on what they feel should change and how could it be handled (Eddy et al., 2013, p. 175). However, even though the conversation is always informal, they are documented, and action was taken after that according to their agreement.

Transitional Change

Settlement of this form of change, leadership and organisational changes required is of quality. For a successful transition, considering some modifications for the company's systems, the existence of operations under the policies and procedures, as well as personal skills is necessary for implementation (Eddy et al., 2013, p. 175). Con Edison applies transitional change model to issues concerning the employee's practice measures. The use of think, ask and plan practices are effective under this model in the organization. The campaign against the use of the means of the model was enhanced in the organization in 2011 with the help of created videos subjected to discussions by employees (Eddy et al., 2013, p. 185). In 2011, the President at Con Edison New York firm incorporated emailing as a means of communication among the employees after employees understanding the practical measures of the model.

Therefore, having a strategized idea would provide an intellectual performance in the firms, making it capable of structuring several amenities that would have been impossible suppose no issues are recurring from the same perception. As observed, using the transformational change will be effective for any organization, since there are actual opportunities from this form, which would help in the management and planning, through various amendments that the change approaches. Eddy et al. (2013, p. 186) affirm that such inclusions will help in the reviewing and monitoring of the performances, from all angles of the organization.

Work Life Flexibility

Con Edison primarily relies on technology integration to promote work-life flexibility amongst its employees. For most of the semi-skilled workers, the firm invests in training and efficient machinery as a platform to boost productivity, while for most of the technical staff; the business utilizes technology as a platform to increase their productivity. Machines are more efficient which is why companies that package their products using advanced technology can offer better advertisements to attract more consumers (Smith and Pamela, 2008). Outcomes are similar, and thus a consumer will get the same level of utility from every unit of production bilaterally believing that the goods that they are consuming meet the health protocols.

Employees must be motivated in that they are supposed to feel like part of the group. By availing technology to make their work more accessible, the employee is creating better-working conditions, and thus, associate themselves with the organization which human resource scholars term as the best way to motivate the individuals in any team. Management will feel the effects of efficiency created regarding returns on investment that will be noticed from investing individual and office technology (Smith and Pamela, 2008). Cumulatively, Con Edison understands that user needs are unlimited while at the same time, the consumer has perfect knowledge of the product. With the information, the organization aims at consuming nothing but the absolute best product available in the market.

Task Four: Grievance Procedures

A grievance is a complaint depicts any dissatisfaction in an employee, arising out of the factors related to his job. Complaint handling process gives the aggrieved employee an opportunity to communicate their feelings and problems to the concerned people (Smith and Pamela, 2008). These people can then address the objection as per the policies. A valid grievance handling system brings the following importance to the organization.

It creates employee's trust in the organization, its motives and policies.

It helps in addressing the workers problems before they become too big.

It helps in improving the overall work conditions and atmosphere.

It helps in developing a committed workforce and improving the productivity.

It assists individuals to identify the areas of improvement and taking the required actions.

It helps in solving problems when they are minimal rather than letting them grow big and becoming insolvable.

It helps in tackling human problems like absenteeism, demotivation etc.

Procedures for Dealing with Grievances at Con Edison Company

Step 1: the complainant informs the immediate supervisor.

The firm encourages informal resolution of complaints. Employees are supposed to discuss their disputes within three working days with their immediate supervisors. If the parties cannot resolve the issue, then the claim is taken to the next step.

Step 2: submission of the prepared complaint form for the review by the HR Consultant at the second level.

If the employee feels their grievances were not amicably solved, they can handle and submit a formal complaint form to the second level HR Consultant as scheduled in the organization. The employee is supposed to feel and file the complaint procedure form within seven working days. The consultant will immediately send a copy to the second level supervisor and the immediate supervisor if necessary and arrange for the meeting with the employee. The meeting will be held within five days of reporting the complaint to the second level supervisor, and the management will issue a written decision in the next five days of the eve day.

Note: if the second-level supervisor happens to be the employee’s vice president, the dispute is finalized at this stage. If the supervisor rests as the director, the difference can be taken further to step four (review of the vice president).

Step 3: submission of the complaint forms to the HR director at the consultant desk for review by the third level manager.

Within five business of receiving the information from the second level management, the employee should feel the complaint forms and submit to the HR Consultant at the next level if the resolution settled is not satisfying. A meeting is held within five working days on receiving of the complaint comprising the Director in charge of HR, the employee and the second level supervisor. A written resolution is given in the next five business days.

Step 4: submit complaint forms for the final appeal.

If the employees do not get satisfied with the ruling at step three. They are required to appeal at this final stage in the organization. The appeal is heard by the vice-president within seven days of receiving the complaint. The office of the vice president will produce a notice by a written response to the criticism and this form the final stage in hearing the grievance.

Role of ACAS and Employment Tribunal

The ACAS function as a body that provides free advice and impartial information to employers and their employees, especially regarding different aspects of the workplace. As an independent body, the ACAS plays a significant role in crafting interior frameworks that govern the entire process. Interior control frameworks need to be observed -a process that surveys the nature of the framework's execution. The process is refined through improving observing exercises, separate assessments or a blending of the two (Riley et al., 2010, p. 556). Continuous checking happens over the span of operations. It incorporates general administration and supervisory activities, and different moves workforce make in performing their obligations. The degree and recurrence of divided assessments will depend principally on an evaluation of dangers and the adequacy of progressing checking methodology (Riley et al., 2010, p. 560). Inward control lacks ought to be accounted for upstream, with some issues showed up for top management and the board.

Discussion on Mediation

Before claiming the tribunal, the ACAS must be notified through early conciliation. The ACAS Conciliator will handle the issue and try to bring the parties together (Riley et al., 2010, p. 563). If the discussions take place at this level, the time limit to the tribunal claim is extended. Time limit to the early conciliation is up to one month before and can be as close to 14 days. Nonetheless, is earlier, faster and less stressful to resolve a dispute at the conciliation stage than during the tribunal hearing. Also, the difference can be terminated at Early Conciliation stage and evidence provided through a unique form showing the report to have reached the ACAS; it will entail the report reference number.

Fees on raising tribunals; the UK government banned any fee charges on raised tribunals. The claim was confirmed by the Supreme Court on July 26th, 2017 on declaring the employment tribunal’s fees unlawful as accorded to order on Employment Appeal Tribunal 2013. The employment tribunal will after that order the losing employer to compensate on top of any claim made. The penalties are payable to the secretary of state on breaching the employee’s rights. The amount charged would be not less than 100 pounds, and not more than 5000 pounds and the amount will be 50% of the award to be made to the employee on compensation; it is payable within 21 days after notification (Riley et al., 2010, p. 5663). However, the tribunal will look at the employer’s ability to pay while upholding the penalty.































References

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