Dura Coat Company background
In every organization, the operations of the employees from the recruitment training, payment, welfare are always conducted by the Human Resource Manager. A useful HRM tends to steer forward the activities of the entire organization since it is capable of having a productive human capital, which is the critical element of the production. In the today’s world, the HRM has been transformed through various aspects to oversee multiple employees’ issues that have the capability in promoting the high performance of employees and the entire organization (Rosolen & Ferranty 2016, p.67). The transformation is known as the strategic human resource management end entails aspects such as: designing cultural and implementing cultural transformation, diversity management, stress, health and wellbeing management, strategic development of the workforce, technological and global change management, talent management among many others. The paper aims at exploring the three SHRM policies of Dura Coat Company, which are diversity management, strategic development of the workforce and managing stress and improving workplace health and well-being. The paper explores the existing policies against the applications with recommendations for improvement.
Dura Coat Company entails the manufacturing of the metal protection paints for both the domestic and industrial use. The company has employees of about 300 that are both permanent and contractual basis and are under the Human Resource Department. Over the past few years, strategic human resource management has been in the global discussion by many large organizations and has been in the managerial ideology. Some of the policies are discussed below:
Diversity management is perceived as the inclusion of all groups of people in a society or an organization. The free movement and recruitment of people from different cultures and countries by numerous organizations and states have facilitated the incorporation and the need for the organization to embrace it. A large number of organizations across the world practice diversity management, however, some such as Dura Coat Company have not fully embraced the idea (Eva & Milena 2015, 4). Too many organizations tend to perceive diversity regarding the origin of country and culture or rather the color of the skin. Variety is much broad and covers many aspects such as sexuality (gays and lesbians), physical status (disability) and many others (Bezyak et al. 2018, p.43). Different policies have been developed across vicarious organizations and countries that have ensured that people from the marginalized groups are not discriminated in either way, that hinder the right to access assets and amenities such as health, water, across the border and even job vacancies.
Diversity management in Dura Coat Company
In various organizations, these policies have ensured the inclusion of all qualified people irrespective of the country and cultural background. However, the challenge always arises in the management of such a workforce.As much as Dura Coat Company tend to practice diversity, it does not fully embrace it since some of the policies and the operating system of the company creating challenges in the management system.
Dura Coat Company tends to practice assimilation/inclusion as part of the diversity management. The organization workforce entails people from different cultural backgrounds such as three Americans, 12 South African, 10 Indians and many natives. This is an indication that the company recruitment policy does not discriminate against the cultural background (Cahn , Carbone & Levit 2018.p.461). However, the large variance in the cultural difference tends to bring difficulty in the cohesiveness of the teams since every group has its ways of doing things. Additionally, the organization always faces some barriers during the assimilation process. Having such a large workforce with different background tends to lead to miscommunication.
The recruits are always passed through assimilation process to familiarize themselves with the organization’s culture: the organization culture is still being determined by the top management who set the rules, regulations, and terms of doing things. The organizational culture and norms do not equally accommodate all employee since their religion are not embraced fully as the minority have to either fit within the organizations or the majority culture(Polat 2012,p.1411). For example, 63% of the workforce in the organization set aside Sunday as their day of worship, 20% worship on Saturday while 10% warship of Friday. The organization’s working days run from Monday to Saturday afternoon (Ciliers 2011, p.503). Taking into account this, some members of the workforce fail to attend their churches since they are always required to be at work, without which their salaries are deducted at the end of the month. Therefore, the minority is forced to repress the critical aspect of their lives, worship to that of the majority since they have less energy in expressing their wishes.
The difference in the understanding affects the teamwork spirit of the company as the minority groups feel that their interests are always neglected.As much the company has hired people from the different cultural background, it faces challenges in promoting women to the higher level of authority. The organizational structure from the chief executive officer, top managers and supervisors are made up of 83% of men. It takes so much for the women in the organization to prove their capability of hire positions, which is too much for the female junior-staffs to withstand (Urbancová, ?ermáková, & Vostrovská 2016, p.1086). The company promotion strategies of the company require one to deliver regarding the quantity of production. The aspects tend to leave a large number of women who are not energetic as men on the bracket of promotion since they are unable to achieve or outdo most of the men, who eventually seize the rare opportunities.
Assimilation/inclusion
The availability of few women at the management positions of the company and the inadequate consideration of the minority group needs are critical prove of the poor, diverse management in the organization. Therefore, the organization can effectively have effective diversity management if the following are taken into account.
The Dura Coat Company should revise the promotion strategies to separate the output capability of women and men since the two genders have different masculine. Through, all the women in the company will have equal opportunity to transcend into higher positions of management as they will not have to produce the same amount to the male counterparts (Guillaume et al. 2013, p.132). This can be achieved through the alignment of the talent strategies alongside the production capability of the promotion strategies, to accommodate the women that have talents into the top management positions. Additionally, the company management should increase the gender diversity percentage to a particular interest; or rather have specific areas for women to ensure that the gender equality is always maintained.
Thirdly, the Dura Coat Company should revise its organization’s culture to be diverse and include the aspects of both the major and the minor groups. Through, this, the interests of both the groups will be taken care off without one group being under-attended too (Howarth & Andereoli 2016, p.331). For example, the company should ensure that the duty roster accommodates the worship days of both groups: the management should have alternating working offs for those that their worship days coincide with the working days.
Every organization aspires to increase the production output that is achievable through the individual production. Employees make the workforce of every organization, therefore, an organization that empowers the workforce to stand a better chance of improving in every aspect (Weisbrod 2017, p.7). The development of the workforce follows a systematic strategy that has been designed by the organization: workforce development strategy refers to the elements that are taken into account by the organization to make positive changes on the employees in reference to the attitudes, potentiality, and culture among many others with an aim to influence the business success (Foshay & Hale 2017, p.73).
The Dura Coat Company has made tremendous production output as a result of the development strategy of the workforce that has been put in place. The company most practiced strategic development of the workforce id the retention of the most valuable employees.
Recommendations
Retention of the employees ensures that the qualities of the products of the company are maintained since there is no variance in the manufacturing process. The excellent and stable condition of the products helps the company to remain relevant in the market. The company ensures retention of the employee through various benefits such as an increase in salaries, pieces of training and inductions and tokens(Shah & Chincholi 2018,p.46). The retention has ensured the customer’s satisfaction, quality products and above all effective succession planning of the organization’s structure.
The company policy requires that every successful recruit undergoes induction and training on various aspects of the company. The policy has always ensured production of the same product over the past years making it withstand the stiff competition in the market (Leigh & Kraft 2017, p.33). The training on the existing employees are also facilitated and always determined by the need of the organization after an assessment of the production capacity. However, the training type practiced have always been expensive, making the company recruitment rate to be low since it cannot sustain in training a large number of recruits(Beynon et al. 2015). The company tends to engage more in the off-job training than the on-job training. The on-job training refers to the employee training while at the workplace doing the same task, while the off-job training entails the training of the employee while outside of the workplace. The off-job training entails various things like the hiring the trainers, venue, food, and transport (Jones 2017, p.65). These in totality tend to be more expensive than the on-job training that tends to occur at the workplace and conducted by supervisors or the teammates. With the training sessions conducted by the Dura Coat Company, the turnover is still at 34% meaning that most of the employees tend to leave without completing even three years on the job. The high percentages of turnover show that the training method does not adequately ensure the retention of the employees in the company.
For the company to manage the cost of training, there have to be strategies that will cut down the cost of training. The company can take the employee into different training methods depending on the assessed capability of each. The various training lies upon the two major categories: onsite- and off-job training. However, this can be further categorized into three subgroups that are: visual learners, auditory learners, and the kinesthetic or tactile learners(Borrás & Højlund, 2015,p.101).
Strategic development of the workforce
The visuals learners are individuals that best retain information through seeing the process of production or the production materials. The visual training method, therefore, ideally entails textual and graphic elements that are given to the trainees. The method is entirely sustainable since not all the recruits will be taken to the off-job training or rather the individuals with the visual capability will be exempted
The auditory learners, unlike the visual learners, they tend to believe in hearing. These types of people tend to learn best when the concept is adequately explained by the trainer to help them apply it. The identification of these learners helps the human resource management to assign them personal trainee that will feed them the correct information before embarking on the tasks.
The kinesthetic learners tend to engage themselves through the lectures and discussion; however, tend to thrive on the interactivity. These learners tend to participate throughout the training and always practice whatever they have learned in the class. Through the use of these, the training is diversified hence enhancing the engagement.
Effective succession and transitions ensure that an organization does not have a gap in the top management positions as a result of employee turnover. According to the American Management Association (Larson et al.2018,p.158), only about 8% of companies have a comprehensive succession and transition program, hence making so many to undergo challenges when some key positions are left vacant. In some periods, employees can decide to resign due to old age or in search of better opportunities, leading to problems in the succession and transition, most so to the Dura Coat Company that tends to promote by the output of an employee. The strategy should be revised to ensure that their employee turnover is reduced far much below the current 34%; this will eventually boost the production of the company. This can be achieved through various methods such as embarking on the talent management program as mentioned earlier in the diversity management. Secondly, the structured transition plan should also be consistent and be diverse to accommodate the entire qualified candidate without emphasizing on the output capability of individuals. Once the employees are aware of the diversity transition program, then they do not opt to change jobs since they are capable of seeing the available opportunities for the carrier development within the organization.
To effectively have a successful training session, the company should give the employees the chance to choose and pursue their desire training and development rather than just engaging in the company-assigned training. Through this, the training motivation of the employee will be raised and fully participate in all the activities to grasp all the details that are both beneficial to the employee and the organization.
Dura Coat Company’s management should focus on the learning in general rather than focusing on the specific knowledge that is needed by the individual for the anticipated job. Through this, the company will ensure that the employees are kept attended to and engaged throughout hence enhancing their creativity and innovativeness capability.
Employees are the key aspects of production in every organization; therefore, the productivity rate of the organizations depends on the health status of the employees. An organization with a healthy and stress-free workforce tends to have a higher production rate and capacity than organizations that have employees full of stress and poor health status (Grawitch,Ballard & Erb 2015,p. 265). It is upon the organization management to ensure that the employees’ health and well-being are taken care of, through various programs such as counseling, motivation, benefits, the providence of food at work and many others.
Dura Coat Company management has been at the forefront t in managing the workplace health and wellbeing. The company manages stress in various ways and programs such as redesigning the job, setting goals, and social support system.
Redesign the job is the responsibilities and accountabilities modification process of the task. Through this process, the employer tends to remove the heavy tasks upon individuals who feel overburdened with responsibilities and spread them across those that have few responsibilities resulting into job satisfaction and motivation (Malamatenois 2013, p.13). The management uses the process called gap analysis to identify whether all the abilities and expertise are being fully utilized: since some of the employees, such those on the supervisory role are always overwhelmed between the production and the report documentation hence reducing their capability or increase the chances of mistakes.
Secondly, Dura Coat Company manages stress through goal setting since every successful individual and organization lies on the incredible set goals. Apart from the scientific achievements, the company also uses goal setting as a way of reducing and managing stress among the employees and the entire organization. The goal setting always has detailed information and time frame on how to achieve them, through the use of the availed information; employees find it easy to achieve their task.
Thirdly, Dura Coat Company uses the social support system to manage stress in the workplace. The company encourages social support in various ways such as friends, peers, families and the social support groups that are always headed by the supervisors (Hopson 2012, p.24). The groups always organize plays and meetings hereby each is expected to participate. Through the interaction, the group leader is expected to identify the behavior of the members and the emotions level to identify individuals that are undergoing emotional imbalance. The identified individuals are then taken through systematic counseling according to the nature of their problems.
However, with the strategies in place to effectively manage work stress and well-being of the employees, it still recorder that a number of the employees experience workplace stress (Jones & Daigle 2018,p.15). Some of the employees indicate the organizational promotion strategy makes them undergo stress since each is always competing to make the best output to stand the chance of being promoted to a higher position. The high rate of output competition exposes a large number of employees to stress since they are always lagging behind however much effort they pump in.
The company should organize pieces of training to the group leaders and line managers on the stress management so as to have the capability to identify and assist fellow employees who are stressed and are unable to approach anybody at work for assistance.
Conclusion
Various organizations have established human resource department with almost but varied police that is guiding the operations of the employees, with most of the policies only aim at making the best for the organizations without much emphasis on the productivity and health of the employees. Dura Coat Company has an established human department but with less strategic human resource management policies that cover aspects such as diversity management, Managing stress and improving workplace health and well-being and Strategic development of the workforce. With the implementation of the listed recommendations, the company has the capability of having a motivated workforce and improving the performance of both the employees and the organization as a whole.
References
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