SU Effective Communication of Compensation Essay

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HRM 599 Human Resource Management Capstone Week 6 Discussion HR Knowledge 6: Compensation

HR Knowledge 6: Compensation

Thoroughly review the following video:

https://www.youtube.com/watch?v=wZoRId6ADuo&t=2s

Based on your review, please respond to the following:

As important as compensation is to employees so is how compensation is communicated by the organization. As Chief HR Officer for the company what 2 or 3 key ideas would you implement in the company to ensure communication of the compensation plan is effective? Be specific.

Note: This discussion is not about defining or explaining compensation. It is more about ensuring effective communication of compensation elements.

Note 2: Your response to the discussion must be informative, be supported with research, and follow the requirements set by this course.

Readings

From Human Resource Management: Functions, Applications, and Skill Development:

Additional Information

HERE ARE NOTE FROM THE TEACHER MY GRADES HAVE WENT DOWN SO PLEASE FOLLOW THESE GUIDELINES:

Good post overall but there are issues with properly using your chosen formatting method. Properly formatted citations are required when references are listed as part of the post. This is because research support is required for all discussion topics. If this is not done and I cannot find where to go to verify the cited words are found at the indicted source, points will be deducted per our discussion requirements found at the course information section. Keep in mind as well that when you list your reference at the end of the post, it must be set up per (APA) guidelines. There is also input in the post requiring additional research support.

Remember: It is the student’s decision this quarter to use SWS, APA 6 or APA 7 as the writing and formatting method. However, they cannot be combined.

Please return to the requirements for discussions and review again. Also review the citations and references document I provided with requirements.

Let me know if there are questions.

Dr. Wash

Unformatted Attachment Preview

Citations and References Using APA Citations Each time that information is either quoted or paraphrased from other’s work there must be a citation used to cover such information. The citation must be placed directly before or immediately after the quoted or paraphrased words. Directly quoted words will also be inside quotation marks. The citation must also have at least 3 parts: (1) an author (or authors), (2) a year, and (3) a page or paragraph number depending on the type of source. This is extremely important so that anything you have written claiming to come from sources can be verified (including paraphrases). Note that students have the option with citations to substitute the word paragraph (para) with section (sec) when website sources are used. Example of Quoted Information According to Lussier and Hendon (2019, p. 53) “HR managers need to recruit, select, train, and interact with employees differently based on different organizational strategies.” Notice that quoted information has quotation marks, and the citation was placed before the quote and has 3 parts (author, year, and page number). Example of Paraphrased Information Based on Above Quote HR must be aware of differences in company strategies, so they appropriately manage and engage with all types of employees (Lussier & Hendon, 2019, p. 53). This is paraphrased input from the above quoted statement. Note that paraphrased information does not require quotation marks, but the citation still has 3 parts, and this time came after the paraphrased words. NOTE: In either of the examples above or any other “borrowed” information you must have 3 parts to the citations, and you may place the citations directly before or immediately after the sourced words (your choice). If there are not 3 parts to the citations it makes it difficult to locate the information from the reference source. Each time a citation is missing all 3 parts, points will be deducted from assignments. Example of Quoted Information from a Web Source van Vulpen (n.d.) has noted that “a good [HR business partner] HRBP can deliver value to the organization and drive decision-making processes. Especially in times of change and disruption, a strong HRBP can ensure that all HR activities are strategically aligned with line manager priorities” (sec 2). This is a direct quote of the words and thus has 3 parts to the citation. No year is present at the source thus the letters “n.d” for no date. Remember, if you decide to paraphrase the quote, you must still have 3 parts to the citation. Here is how you list the reference according to APA 6 or APA 7: van Vulpen, E. (n.d.). The HR business partner: A full guide. Retrieved from the Academy to Innovate HR at https://www.aihr.com/blog/hr-business-partner/#:~:text=Futureready%20HR%20business%20partner%20role%20and%20responsibilities%20,gradu%20...%20%20 %20Follow%20business%20conversation%20 References Only quality references may be used for all assignments. Avoid using non-quality information or web sites. When listing references on the assignment reference page follow general APA rules for how to list the reference. Formatting Book Reference and Quality Web site Reference Book Examples Mathis, R. L., Jackson, J. H., & Valentine, S. R. (2015). Human resource management (15th ed.). Stamford, CT: Cengage Learning. Lussier, R.N. & Hendon, J.R. (2019). Human Resource Management: Functions, applications, and skill development. Los Angeles, CA: Sage Publishing. Web site Reference Sammer, J. (2019). Pay equity shines spotlight on compensation alignment. Retrieved from the Society for Human Resource Management (SHRM) web site at https://www.shrm.org/ResourcesAndTools/hr-topics/compensation/Pages/pay-equity-shinesspotlight-on-compensation-alignment.aspx van Vulpen, E. (n.d.). The HR business partner: A full guide. Retrieved from the Academy to Innovate HR at https://www.aihr.com/blog/hr-business-partner/#:~:text=Futureready%20HR%20business%20partner%20role%20and%20responsibilities%20,gradu%20...%20%20 %20Follow%20business%20conversation%20 If you use an article or paper from a web site, Ebsco Host, research.strayer.edu, or any other journaltype organization, you must include “retrieved from” information when listing the reference. Example Let’s say you use the following reference for information in your paper: Rees, C & Edwards, T. (2009). Management strategies and HR in international mergers: Choice, constraints, and pragmatism. Human Resource Management Journal. 2009, Vol. 19(1), p24-39. 16p. 1 Chart. DOI: 10.1111/j.1748-8583.2008.00087.x. Now, same reference above but you must now include the retrieved from link where you obtained the source and thus the reference reads: Rees, C & Edwards, T. (2009). Management strategies and HR in international mergers: Choice, constraints, and pragmatism. Human Resource Management Journal. 2009, Vol. 19(1), p24-39. 16p. 1 Chart. DOI: 10.1111/j.1748-8583.2008.00087.x. Retrieved from https://eds-b-ebscohost- com.libdatab.strayer.edu/eds/pdfviewer/pdfviewer?vid=6&sid=6d8b3b11-b4c6-4cef-a520c53647eb3956%40sdc-v-sessmgr02 The bottom line… All journal articles, online books, website information (academic or professional), and online videos must be listed properly according to APA 6 or APA 7 with all required information including the exact weblink address where the source was located. This requirement applies to discussion topic responses and assignment papers (or presentations). Use the Purdue Owl website to get better clarity on use of APA… https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_style_introduction.html NOTE: There are slight differences between use of APA 6 and APA 7 but do not worry about the differences as either/or is accepted. 1 Note: This paper was written using APA 7 Evaluating Corporate Recruiting Plan Roscoe P. Coltrane Hazzard County University U03a1 Dr. Courtney Hammonds January 18, 2021 2 ABSTRACT This report examined current and past theory on recruiting strategies and processes to emphasize the importance and relevancy of effective selection processes for competitive business organizations. Gatewood, Field & Barrick (2016, p. 36) uses the word “formidable” to indicate the arduous nature of conceptualizing and developing an effective selection program. Particularly, the authors as well assert that the difficulty level in developing sound recruitment and selection processes is compounded when consideration is given to the adherence of certain laws that impact hiring and selection. This report recognizes the need for effective recruiting plans as a critical organizational strategy aimed at attracting top quality employees. It also makes the case that targeted recruiting must have as its foundation processes and programs that strongly address underrepresented groups in hiring. The report finally recognizes that no recruitment strategy or plan, whether from the private or public sector can truly be effective or add overall organizational value if those developing such strategies lack knowledge of how laws affect selection and hiring. 3 Evaluate the Merits and Limitations of Recruiting Plan Selecting and acquiring top talent has never been more important today for organizations seeking competitive advantage. Thus, the need for an effective recruitment strategy and plan is essential for acquiring and retaining top talent (Brazeel, 2010, p.1). The overall effectiveness of the organization’s recruitment plan is even more important when consideration is given to the need to recruit across levels. Rashmi (2010) believes most organizations will probably have structured recruitment and selection processes but knowing how the processes are applied across levels is essential. The processes (or program) may differ in: o sources of recruitment o advertisement content o application methods o selection methods, and o closure methods (p. 121). Understanding the merits and limitations of organizational recruitment plans will increase the likelihood that HR teams will develop strong recruitment and selection processes. Recruitment Plan Evaluation – Foxconn This report assumed that like most major organizations Foxconn is making significant investments in major new operations. To support this endeavor, they have determined a need exists for additional employees with specific knowledge, skills, and abilities. Such experience is needed to meet the demands of high-performing teams. An evaluation of the current recruitment plan for IT and engineer positions reveals Foxconn’s current plan utilizing college job fairs, internships, professional organizations, and executive recruitment. The recruitment plan for administrative and distribution center entails sourcing from local newspapers, point-of-sales 4 advertising, and internal job referrals. As a result of these findings, this report recommends eliminating across each plan college job fairs and local newspapers. As far as IT and engineer positions, they are usually considered high-profile or high performing positions thus, professional organizations, executive search, and even internships must remain part of the current recruitment plan. The latter of the elements can also be a costsaving measure in terms of salary and benefits. Rockwood and Hermans (2020) also states “Intern hiring was expected to increase 2.6 percent in 2019 from the previous year” (p. 68). The authors also made a point that pools of highly motivated interns are available. Each element will likely continue to be successful and can also be leveraged by the recruitment plan for administrative and distribution positions. On the other hand, the likelihood of on-site college job fairs and local newspapers continuing to be successful are rather slim. With the existing Covid-19 concerns across the nation, it is easy to speculate that the lack of willingness to participate in such a job fair event, particularly at rented facilities or on site, exists with both candidates and the hosting organization. With respect to using local papers as a source for recruiting talent this approach may be seen a limiting strategy for two reasons. First, there is some research suggesting that newspapers are no longer a primary source of information, thus many people are no longer reading newspapers. It is worth mentioning the following: The estimated total U.S. daily newspaper circulation (print and digital combined) in 2018 was 28.6 million for weekday and 30.8 million for Sunday, down 8% and 9%, respectively, from the previous year. Weekday print circulation decreased 12% and Sunday print circulation decreased 13% (Pew Research Center, n.d., sec. 2). 5 Based on the overall analysis for this report’s section on evaluating the recruitment plan, a general recommendation might be that Foxconn leverage the plan elements for the IT and engineer positions and morph them into the administrative and distribution positions plan. Recommending Plan for Successful Research-Based Recruiting of Targeted Groups Organizations evaluate recruiting effectiveness to see how their recruiting efforts compare with past patterns. They also do so to make comparisons with other organizations. Recruiting strategies take into consideration several EEO and diversity considerations and therefore the need for HR leaders to address target groups, such as underrepresented candidates has never been more important. Recruitment of Targeted Groups: A Brief Analysis This report contends when organizations apply specific practices aimed at recruiting targeted groups such approaches tend to make the overall workplace more functionally creative and innovative (McKay & Avery, 2005, p. 332). The term “targeted groups” takes on different meanings with respect to the overall goal of recruiting top talent. Target groups could be candidates with specific expertise and experience regardless of race, color, or national origin. However, targeted groups may also be candidates that have previously been underrepresented but now the goal of recruiting is to close the gap between majority and minority representation. To emphasize the importance of closing selection gaps three underrepresented target groups are worth discussing, minorities, women, and disabled candidates. It is important to understand and discuss the topic of diversity in organizations to appreciate the need to better represent minorities, women, and disabled candidates, especially when seeking top talent. Diversity simply put is the existence of differences in people (Lussier & Hendon, 2019, p. 95). When organizations understand the significance of a diverse workplace and its impact on 6 creativity (thinking uniquely) and innovation (creating new processes), they begin to recognize the value of minority, women, and disabled worker representation across the organizational landscape. It is also critical for management and HR teams to understand current legal mandates that impact policies and practices used to recruit talent including Americans with Disabilities Act (ADA), Age Discrimination in Employment Act (ADEA), Equal Pay Act (EPA), and Pregnancy Discrimination Act (PDA] (Gatewood, Field & Barrick, 2016, p. 35). Recommendations for Targeted Search Success One recommendation for enabling targeted search success to ensure adherence to guidelines derived from law and hiring practices is to ensure HR managers remain abreast of both current and guidance on diversity and inclusion and the previously mentioned laws in this report. This is especially needed as HR departments seek to modernize and reform assessment and hiring of job candidates (Federal Register, 2020, para 2). Regular policy reviews and strategic planning meetings will be beneficial. Another recommendation for enabling targeted search success to ensure adherence to guidelines derived from law and hiring practices is to ensure HR teams are knowledgeable of other key laws and current best practice affecting targeted groups. Joubert (2020, p.11) believes that such understanding of key laws and industry best practices positions HR to be a more effective business partner when sourcing top talent. As a final recommendation As a final recommendation it will be necessary to simply maintain effective internal management principles around planning, organizing, leading, and controlling. Through these principles management teams and HR leaders stay abreast of the changing landscape of the organization but also to their own accountability for avoiding discrimination in hiring and by targeting groups normally considered underrepresented. Talent acquisition is one of the most 7 important HR functions in the department and not understanding how prevailing laws impact that function places the HR team at a disadvantage for adding value to the organization. Identify Impact of Legal Environment on the Recruiting Process Gatewood et al, 2016 provides an informative perspective on Federal laws that must be considered by HR practitioners when formulating strategies to develop recruitment and selection processes. Some of the laws noted include the civil rights act of 1991, age discrimination in employment act, Americans with disabilities act, immigration and control reform act, and several executive orders (p. 107). This report focused on the latter, executive orders in the federal government, since they are centered on race, color, religion, sex, national origin, handicap, or age. The primary focus are executive orders 13087 and 13672. Executive Orders and Impact on Hiring, Recruiting, and Promotion Executive orders 13087 and 13672 came about due to the need to make more specific guidance related to Executive Order 11478. In other words, the executive order needed to be updated to clarify and make additions to current characteristics (race, color, religion, etc.). Thus, the essentials of orders 13087 and 13672 can be simply summarized as follows: o Executive Order 13087 Signed in 1998, this order amends Executive Order 11478 to include sexual orientation. o Executive Order 13672 Signed in 2014, this order amends Executive Order 11478 and 11246 to include gender identity (Gatewood et al, 2016, p. 110). The selection of executive orders 13087 and 13672 for this report was important because each makes clear the apparent need to highlight the terms sexual orientation and gender identity—and rightfully so. Look no further than the recent Supreme Court ruling that federal civil rights law recognized to protect gay, lesbian, and transgender workers (de Vogue & Cole, 2020). The 8 actions by the courts to emphasize such fair treatment is not just beneficial support for employment candidates in the federal sector, but as well, the private sector. Finally, it is recommended that federal government agencies ensure adherence to executive orders derived from law and hiring practices is to ensure department managers remain abreast of both current and prior executive orders. This is especially needed as these departments seek to modernize and reform assessment and hiring of federal job candidates (Federal Register, 2020, sec. 3). Regular policy reviews and strategic planning meetings will be beneficial. Just as critical for agencies and organizations to understand and leverage executive orders so is dealing with perceived human resource business partner issues derived from legal implications. HR Issues and Law Implications There are two issues that immediately come to mind that HR leaders encounter. The first is clarity of federal laws versus state laws. The second issue derives somewhat from the first and it centers on challenges and constraints for recruiting. HR Issues with Federal Vs. State Laws HR support departments in organizations must be well-versed on both federal and state laws, especially when they govern how employment processes are applied. “The U.S. Department of Labor (DOL) administers and enforces more than 180 federal laws. These mandates and the regulations that implement them cover many workplace activities for about 150 million workers and 10 million workplaces” (DOL, n.d., para 1). The website lists several laws that impact employment and the laws apply to things like wages and hours, workplace safety and health, workers compensation, and family and medical leave to name just a few. Lack of understand and applying these laws to organizational strategies and policies are certain to lead to HR issues. 9 HR Issues Due to Organization Challenges/Constraints Challenges and constraints refer to internal organizational actions that can challenge the implementation of a sound recruitment process. While there may be many challenges or constraints, three come to mind and they include (1) budgetary constraints, (2) lack of strategic acuity by HR teams, and (3) applying laws appropriately (Lussier & Hendon, 2019, pp. 169170). At first glance one may ask how do federal or state laws impact these challenges and constraints? First, all internal budgets to support HR activities should always be created to not only ensure necessary jobs are filled, but they must also be planned around the required tasks HR assumes to ensure legally administered programs, especially those that are jurisdictional (Lo, Mackay, & Pio, 2015, p. 335). Second, federal and state laws impact how HR teams strategically understands the laws and strategically communicates and implements the programs derived from those laws. Finally, the third constraint flows with, and derives from the second challenge or constraint. However, extra emphasis must be placed for pay equity and other programs when organizations operate either nationally (across state borders) or globally. Conclusion It is important for businesses and their owners to develop and continue to foster good recruiting plans in efforts to ensure both organizational success and legal compliance. HR teams in organizations play a major role in that endeavor as they must effectively attract and retain top talent. Although administrative and legally mandated tasks are important, HR’s strategic contribution should also add value to the organization by improving the performance of the business. As such, improving the performance of the business requires a strategic HR management approach (Mathis, Jackson, Valentine & Meglich, 2017, p. 47). This means, as 10 derived from the previous discussion herein, HR must appropriately conceive and implement recruitment practices and programs that are well within the parameters of federal employment laws. Planning must also address the “jurisdictional nature” of business operations as employment laws apply differently across regions and borders. 11 References Brazeel, S. (2010). Recruitment and selection in the near future. POWERGRID International. May 2010, Vol. 15(5), Special section p1-1. 1p. http://web.a.ebscohost.com.library.capella.edu/ehost/pdfviewer/pdfviewer?vid=6&sid=70 a04382-5dcb-479e-8a38-b1877b6f11b3%40sessionmgr4007 de Vogue, A. & Cole, D. (2020). Supreme Court says federal law protects LGBTQ workers from discrimination. https://www.cnn.com/2020/06/15/politics/supreme-court-lgbtqemployment-case/index.html Federal Register. (2020). Modernizing and Reforming the Assessment and Hiring of Federal Job Candidates. https://www.federalregister.gov/documents/2020/07/01/202014337/modernizing-and-reforming-the-assessment-and-hiring-of-federal-job-candidates Gatewood, R. D., Field, H. S. & Barrick, M. R. (2016). Human resource selection: Eighth Edition. United States: Cengage Learning. Lo, K., Mackay, K. & Pio, E. (2015). The HR competency requirements for strategic and functional HR practitioners. International Journal of Human Resource Management, Volume 26(18), pps. 2308-2328. https://doi.org/10.1080/09585192.2015.1021827 Lussier, R. N. & Hendon J. R. [a] (2019). Human resource management: functions, applications, and skill development. Third Edition. Thousand Oaks, CA: Sage Publishing Company. Mathis, J., Jackson, J. H., Valentine, S. R. & Meglich, P. A. (2017). Human resource management. Boston, MA: Cengage Learning. Mckay, P. F. & Avery, D. R. (2005). Warning! Diversity recruitment could backfire. Journal of Management. Issue 14, p. 330-336 DOI: https://doi.org/10.1177/1056492605280239 12 Pew Research Center. (n.d.). Newspaper fact sheet. https://www.journalism.org/factsheet/newspapers/ Rashmi, T. K. (2010). Recruitment management: 1st Edition. Mumbai, India: Himalaya Publishing House. https://ebookcentral.proquest.com/lib/capella/reader.action?docID=588114 Rockwood, K., & Hermans, A. (2020). Today’s interns are tomorrow’s employees. HR Magazine. Spring 2020, Vol. 65(1), p 66-73. 6p. http://web.a.ebscohost.com.library.capella.edu/ehost/pdfviewer/pdfviewer?vid=4&sid=2e d4b8fe-5afd-4df9-9a97-8b737e47b2b2%40sdc-v-sessmgr03 1 Evaluating Corporate Recruiting Plan Roscoe P. Coltrane Hazzard County University Dr. Courtney Hammonds January 18, 2021 2 ABSTRACT This report examined current and past theory on recruiting strategies and processes to emphasize the importance and relevancy of effective selection processes for competitive business organizations. Gatewood (1) uses the word “formidable” to indicate the arduous nature of conceptualizing and developing an effective selection program. Particularly, the authors as well assert that the difficulty level in developing sound recruitment and selection processes is compounded when consideration is given to the adherence of certain laws that impact hiring and selection. This report recognizes the need for effective recruiting plans as a critical organizational strategy aimed at attracting top quality employees. It also makes the case that targeted recruiting must have as its foundation processes and programs that strongly address underrepresented groups in hiring. The report finally recognizes that no recruitment strategy or plan, whether from the private or public sector can truly be effective or add overall organizational value if those developing such strategies lack knowledge of how laws affect selection and hiring. 3 Evaluate the Merits and Limitations of Recruiting Plan Selecting and acquiring top talent has never been more important today for organizations seeking competitive advantage. Thus, the need for an effective recruitment strategy and plan is essential for acquiring and retaining top talent (Brazeel, 2). The overall effectiveness of the organization’s recruitment plan is even more important when consideration is given to the need to recruit across levels. Rashmi believes most organizations will probably have structured recruitment and selection processes but knowing how the processes are applied across levels is essential. The processes (or program) may differ in: o sources of recruitment o advertisement content o application methods o selection methods, and o closure methods (3). Understanding the merits and limitations of organizational recruitment plans will increase the likelihood that HR teams will develop strong recruitment and selection processes. Recruitment Plan Evaluation – Foxconn This report assumed that like most major organizations Foxconn is making significant investments in major new operations. To support this endeavor, they may have determined a need exists for additional employees with specific knowledge, skills, and abilities. Such experience is needed to meet the demands of high-performing teams. An evaluation of the current recruitment plan for IT and engineer positions reveals Foxconn’s current plan utilizing college job fairs, internships, professional organizations, and executive recruitment. The recruitment plan for administrative and distribution center entails sourcing from local 4 newspapers, point-of-sales advertising, and internal job referrals. As a result of these findings, this report recommends eliminating across each plan college job fairs and local newspapers. As far as IT and engineer positions, they are usually considered high-profile or high performing positions thus, professional organizations, executive search, and even internships must remain part of the current recruitment plan. The latter of the elements can also be a costsaving measure in terms of salary and benefits. Rockwood also states, “Intern hiring was expected to increase 2.6 percent in 2019 from the previous year” (4). The authors also made a point that pools of highly motivated interns are available. Each element will likely continue to be successful and can also be leveraged by the recruitment plan for administrative and distribution positions. On the other hand, the likelihood of on-site college job fairs and local newspapers continuing to be successful are rather slim. With the existing Covid-19 concerns across the nation, it is easy to speculate that the lack of willingness to participate in such a job fair event, particularly at rented facilities or on site, exists with both candidates and the hosting organization. With respect to using local papers as a source for recruiting talent this approach may be seen a limiting strategy for two reasons. First, there is some research suggesting that newspapers are no longer a primary source of information, thus many people are no longer reading newspapers. It is worth mentioning the following: The estimated total U.S. daily newspaper circulation (print and digital combined) in 2018 was 28.6 million for weekday and 30.8 million for Sunday, down 8% and 9%, respectively, from the previous year. Weekday print circulation decreased 12% and Sunday print circulation decreased 13% (Pew Research Center, 5). 5 Based on the overall analysis for this report’s section on evaluating the recruitment plan, a general recommendation might be that Foxconn leverage the plan elements for the IT and engineer positions and morph them into the administrative and distribution positions plan. Recommending Plan for Successful Research-Based Recruiting of Targeted Groups Organizations evaluate recruiting effectiveness to see how their recruiting efforts compare with past patterns. They also do so to make comparisons with other organizations. Recruiting strategies take into consideration several EEO and diversity considerations and therefore the need for HR leaders to address target groups, such as underrepresented candidates has never been more important. Recruitment of Targeted Groups: A Brief Analysis This report contends when organizations apply specific practices aimed at recruiting targeted groups such approaches tend to make the overall workplace more functionally creative and innovative (McKay, 6). The term “targeted groups” takes on different meanings with respect to the overall goal of recruiting top talent. Target groups could be candidates with specific expertise and experience regardless of race, color, or national origin. However, targeted groups may also be candidates that have previously been underrepresented but now the goal of recruiting is to close the gap between majority and minority representation. To emphasize the importance of closing selection gaps three underrepresented target groups are worth discussing, minorities, women, and disabled candidates. It is important to understand and discuss the topic of diversity in organizations to appreciate the need to better represent minorities, women, and disabled candidates, especially when seeking top talent. Diversity simply put is the existence of differences in people (Lussier, 7). When organizations understand the significance of a diverse workplace and its impact on 6 creativity (thinking uniquely) and innovation (creating new processes), they begin to recognize the value of minority, women, and disabled worker representation across the organizational landscape. It is also critical for management and HR teams to understand current legal mandates that impact policies and practices used to recruit talent including Americans with Disabilities Act (ADA), Age Discrimination in Employment Act (ADEA), Equal Pay Act (EPA), and Pregnancy Discrimination Act (PDA] (Gatewood, 1). Recommendations for Targeted Search Success One recommendation for enabling targeted search success to ensure adherence to guidelines derived from law and hiring practices is to ensure HR managers remain abreast of both current and guidance on diversity and inclusion and the previously mentioned laws in this report. This is especially needed as HR departments seek to modernize and reform assessment and hiring of job candidates (Federal Register, 8). Regular policy reviews and strategic planning meetings will be beneficial. Another recommendation for enabling targeted search success to ensure adherence to guidelines derived from law and hiring practices is to ensure HR teams are knowledgeable of other key laws and current best practice affecting targeted groups. It is generally believed that such understanding of key laws and industry best practices positions HR to be a more effective business partner when sourcing top talent. As a final recommendation it will be necessary to simply maintain effective internal management principles around planning, organizing, leading, and controlling. Through these principles management teams and HR leaders stay abreast of the changing landscape of the organization but also to their own accountability for avoiding discrimination in hiring and by targeting groups normally considered underrepresented. Talent acquisition is one of the most 7 important HR functions in the department and not understanding how prevailing laws impact that function places the HR team at a disadvantage for adding value to the organization. Identify Impact of Legal Environment on the Recruiting Process Gatewood provides an informative perspective on Federal laws that must be considered by HR practitioners when formulating strategies to develop recruitment and selection processes. Some of the laws noted include the civil rights act of 1991, age discrimination in employment act, Americans with disabilities act, immigration and control reform act, and several executive orders (1). This report focused on the latter, executive orders in the federal government, since they are centered on race, color, religion, sex, national origin, handicap, or age. The primary focus are executive orders 13087 and 13672. Executive Orders and Impact on Hiring, Recruiting, and Promotion Executive orders 13087 and 13672 came about due to the need to make more specific guidance related to Executive Order 11478. In other words, the executive order needed to be updated to clarify and make additions to current characteristics (race, color, religion, etc.). Thus, the essentials of orders 13087 and 13672 can be simply summarized as follows: o Executive Order 13087 Signed in 1998, this order amends Executive Order 11478 to include sexual orientation. o Executive Order 13672 Signed in 2014, this order amends Executive Order 11478 and 11246 to include gender identity (Gatewood, 1). The selection of executive orders 13087 and 13672 for this report was important because each makes clear the apparent need to highlight the terms sexual orientation and gender identity—and rightfully so. Look no further than the recent Supreme Court ruling that federal civil rights law recognized to protect gay, lesbian, and transgender workers (de Vogue, 9). The actions by the 8 courts to emphasize such fair treatment is not just beneficial support for employment candidates in the federal sector, but as well, the private sector. Finally, it is recommended that federal government agencies ensure adherence to executive orders derived from law and hiring practices is to ensure department managers remain abreast of both current and prior executive orders. This is especially needed as these departments seek to modernize and reform assessment and hiring of federal job candidates (Federal Register, 8). Regular policy reviews and strategic planning meetings will be beneficial. Just as critical for agencies and organizations to understand and leverage executive orders so is dealing with perceived human resource business partner issues derived from legal implications. HR Issues and Law Implications There are two issues that immediately come to mind that HR leaders encounter. The first is clarity of federal laws versus state laws. The second issue derives somewhat from the first and it centers on challenges and constraints for recruiting. HR Issues with Federal Vs. State Laws HR support departments in organizations must be well-versed on both federal and state laws, especially when they govern how employment processes are applied. “The U.S. Department of Labor (DOL) administers and enforces more than 180 federal laws. These mandates and the regulations that implement them cover many workplace activities for about 150 million workers and 10 million workplaces” (DOL, 10). The website lists several laws that impact employment and the laws apply to things like wages and hours, workplace safety and health, workers compensation, and family and medical leave to name just a few. Lack of understand and applying these laws to organizational strategies and policies are certain to lead to HR issues. 9 HR Issues Due to Organization Challenges/Constraints Challenges and constraints refer to internal organizational actions that can challenge the implementation of a sound recruitment process. While there may be many challenges or constraints, three come to mind and they include [1] budgetary constraints, [2] lack of strategic acuity by HR teams, and [3] applying laws appropriately (Lussier, 7). At first glance one may ask how do federal or state laws impact these challenges and constraints? First, all internal budgets to support HR activities should always be created to not only ensure necessary jobs are filled, but they must also be planned around the required tasks HR assumes to ensure legally administered programs, especially those that are jurisdictional (Lo, 11). Second, federal and state laws impact how HR teams strategically understands the laws and strategically communicates and implements the programs derived from those laws. Finally, the third constraint flows with, and derives from the second challenge or constraint. However, extra emphasis must be placed for pay equity and other programs when organizations operate either nationally (across state borders) or globally. Conclusion It is important for businesses and their owners to develop and continue to foster good recruiting plans in efforts to ensure both organizational success and legal compliance. HR teams in organizations play a major role in that endeavor as they must effectively attract and retain top talent. Although administrative and legally mandated tasks are important, HR’s strategic contribution should also add value to the organization by improving the performance of the business. As such, improving the performance of the business requires a strategic HR management approach (Mathis, 12). This means, as derived from the previous discussion herein, HR must appropriately conceive and implement recruitment practices and programs that are well 10 within the parameters of federal employment laws. Planning must also address the “jurisdictional nature” of business operations as employment laws apply differently across regions and borders. 11 Sources 1. R. D. Gatewood. 2016. Human resource selection: Eighth Edition. [p. 36, 35, 107, 110]. Cengage Learning. 2. S. Brazeel. 2010. Recruitment and selection in the near future. [p. 1] POWERGRID International. May 2010, Vol. 15(5), Special section p1-1. 1p. http://web.a.ebscohost.com.library.capella.edu/ehost/pdfviewer/pdfviewer?vid=6&sid=70 a04382-5dcb-479e-8a38-b1877b6f11b3%40sessionmgr4007 3. T. K. Rashmi. 2010. Recruitment management: 1st Edition. [p.121] Himalaya Publishing House. https://ebookcentral.proquest.com/lib/capella/reader.action?docID=588114 4. K. Rockwood. 2020. Today’s interns are tomorrow’s employees. [p. 68] HR Magazine. Spring 2020, Vol. 65(1), p 66-73. 6p. http://web.a.ebscohost.com.library.capella.edu/ehost/pdfviewer/pdfviewer?vid=4&sid=2e d4b8fe-5afd-4df9-9a97-8b737e47b2b2%40sdc-v-sessmgr03 5. Pew Research Center. (n.d.). Newspaper fact sheet. [sec. 2] https://www.journalism.org/fact-sheet/newspapers/ 6. P. F. McKay. 2005. Warning! Diversity recruitment could backfire. [p. 332] Journal of Management. Issue 14, p. 330-336 DOI: https://doi.org/10.1177/1056492605280239 7. Lussier, R. N. (2019). Human resource management: functions, applications, and skill development. Third Edition. [p. 95, 169-170]. Sage Publishing Company. 8. Federal Register. (2020). Modernizing and Reforming the Assessment and Hiring of Federal Job Candidates. [para. 2, sec. 3] https://www.federalregister.gov/documents/2020/07/01/2020-14337/modernizing-andreforming-the-assessment-and-hiring-of-federal-job-candidates 12 9. de Vogue, A. (2020). Supreme Court says federal law protects LGBTQ workers from discrimination. [sec. 1& 2] https://www.cnn.com/2020/06/15/politics/supreme-courtlgbtq-employment-case/index.html 10. United States Department of Labor. (n.d.). Summary of the major laws of the department of labor. [para. 1]. https://www.dol.gov/general/aboutdol/majorlaws 11. K. Lo. 2015. The HR competency requirements for strategic and functional HR practitioners. [p.2314] International Journal of Human Resource Management, Volume 26(18), pps. 2308-2328. https://doi.org/10.1080/09585192.2015.1021827 12. Mathis, J. (2017). Human resource management. [p. 47]. Cengage Learning
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Effective communication of compensation
Student’s name
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2
Effective communication of compensation
Reimbursement is the sum of wages, earnings, and perks that personnel get in
consideration for performing a certain job. It might contain a base salary or hourly compensation
plus bonuses, perks, and promotions. They are used in the firm to cover up the work done by a
certain individual to thank the employee. Many businesses treat payment communications as an
inconvenience. Confidence may be built via efficient and clear compensated communications. It
can assist your workforce in understanding the company's pay philosophy, rules, and processes –
and how they connect to their position as an employer. The way the communication is done in
the f...


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