Long-Term Strategies for Management of Personnel (Research Paper Sample)

Long-Term Strategies for Management of Personnel Student's Name Institution Long-Term Strategies for Management of Personnel During the recruitment process, Human Resource Managers should do their best to pick applicants with positive attitudes, substantial experience and references supporting their capabilities to perform in a job environment. Regrettably, even the top candidates may have coincidences that make them tough to work with in daily operations. However, these concurrences and other challenges are not necessarily worth dismissing a candidate. A company may have a talented programmer, for instance, who often completes his assignment in time and does not bother being salaried less compared to his counterparts. Nonetheless, this person sometimes is hard and openly declines some request to cooperate. Managers should, therefore, develop a strategy to create a healthy relationship with all types of personnel. Some resistances are inherently good and may aid people to understand the variations in outlooks. Some unmanageable employees may even make it problematic to develop a productive team as leaders try to retain the organization's reputation as well as the integrity of the original goals (Abraham & Bowdidge, 2014). The following describes some common long-term strategies for personnel management in a place of work: Setting Firm Written Expectations – Managers are required to be clear in the first stages of interaction that certain things cannot be negotiated. Setting expectations before any issues guarantee no confusions or surprises in case those expectations are implemented (Bechet, 2013). For instance, once fresh recruitment has been concluded, ensure the personnel knows that working from home is acceptable, but only once an immediate supervisor has been notified within 24-hours. If a worker fails to comply, he should be told again that the firm policy was clarified upfront. In general, a warning remains a sensible first step of action, but if infringements are repeated, sacking could be warranted. Prioritize your Requirements – Once a supervisor realizes that the worker might resist at least some requests, a clarification should be given concerning which directions are essential and which ones could be discussable. For instance, when a meeting has been organized with a problematic worker with the reason to make sure that the forthcoming deadline is met, reliability issue reversed, numerous meetings attended, the cutoff date matter would be undeniably the most demanding. Bechet (2013) article suggest that it is more sensible for a supervisor to provide lenience in the less crucial areas, to allow a worker to miss the subsequent meeting and have some ease in the arrival time, provided the deadline is met. This strategy demonstrates readiness to compromise in minor concerns, with the aim to take outright priority. Find Alternatives - Some things in business are just black and white. When the impending deadline is met, the customer would be pleased; and if there is a failure, the customer might leave. Consequently, time management is critical. Thus, senior administrators can ask personnel to arrive early every day one week to make sure that this deadline is met. Nevertheless, unmanageable workers could resist. Rather than forcing the non-morning individuals to conform, always remind them that the time limit is compulsory, and ask them for a voluntary solution to make certain it is met (Abraham et al., 2014). Document Improvement Plans - If a staff challenges all request or otherwise is unbearable to manage in any possible way, her recognized problems should be documented, and recovery plan developed. According to Mone (2012) explanation, a manager may work with the personnel on a ninety-day plan, with four first improvements to her performance and behavior. After those ninety elapses, another meeting is held, and transformation points are examined. If there an improvement is realized, the employee's problems are addressed. If there is no improvement, dismissal is reasonable. This helps the company to manage long-term employees primarily to improve their efficiency. Use Peer Pressure - If several of team members are manageable and are straightforward to work with, they could be utilized as role models to help the problematic employees emulate. If three of the company's genius workers adhere to new policies and there is an excellent performance, reward them openly with a free dinner or something related. Ultimately, the problematic employees might learn that adhering to management rules bears positive outcomes, and he or she would gradually adjust to conventional standards set by the organization (Abraham et al., 2014). Some employees are just easier to manage than tsome while some difficult-to-manage personnel necessitate more effort. In case a more problematic staff is retained for long-term purposes, a little more patient is required to get things work. Design Economic Motivations - Designing economic incentives allows employees to gain from them. There has been a trend for much management to concentrate on most profoundly on senior level financial motivations. Whereas this is entirely understandable, it is best not to abandon significant incentives for junior workers, especially when they are expected to dedicate dynamically to the company's success. To the disagreement that this would be disproportionately costly, a program must be carefully designed, so extra payouts make public apparently the defined revenue targets (Bechet, 2013). Adequate Training - Lastly, managers should ensure that all organizational levels get proper training. There is a culture for enterprises to venture heavily in leadership training as they pay attention far less on middle-class managers and supervisors. From an experience point of view, training all levels of employees ensures an organization improves employees' knowledge in readiness for future utilization (Mone, 2012). Problems Associated Strategy for Personnel Management Discipline Consistent with Abraham et al. (2014) studies, disciplines in a corporation is projected to encourage a minimum desirable behavior by workers. It safeguards smooth operation and helps to build a healthy working environment when rules and regulations are complied with. In contrast, employee's indiscipline and misconduct affect every stakeholder comprising managers, fellow workers, suppliers, and customers. Indiscipline is widely perceived and is noticeable among the employees. The senior officials, who returned to their families far from their work stations on Friday, tend to arrive very late the next Monday or might opt to stay back until Tuesday. The junior staff members who indirectly or directly observe this usually emulate such absenteeism behavior. Little or no interest in assignment has turned into a rule instead of an exemption. Offices have been transformed into a market where officers sell their goods freely. The regulation that guides professional ethics and moral conduct appear to have become cobweb that is too helpless to counter nefarious activities of the personnel. Indiscriminate lustful wishes are apparent among employees (Bechet, 2013). The professional relationship between junior and senior officers has been stained. Strict directives handed down from executive to the bottom are either treated with levity or not followed due to the wicked relation between the subordinates and bosses. Also, official duties are viewed as an extra time of private leisure. Moreover, laisser-faire attitude to work has halted the efficiency of corporations and has radically affected their performance. Solutions and Responses Developing a policy – It is significant for a business to possess a policy manual that describes the minimum tolerated behavior in different contexts, such as attendance, employee relations, leave, sexual harassment and others. The law must be routinely updated, revised and shared with every personnel. The repercussion of breaching the policy has to be conversed to workers. Again, everyone must be treated equally as far as disciplinary action is concerned regardless of one's rank. The company should stick to corrective disciplinary actions instead of punitive disciplinary (Mone, 2012). Abuse of Sick Time Sick leave for an employee, whether it is the legal or not-so-legal cause, has become a leading issue for several industries and organizations globally. Every year, it cost firms all over the world billions of dollars. Moreover, public sector employees in several countries take a significantly higher percentage of sick time than their private correspondents, implying that it is even more expensive for tax payers and governments (Abraham et al., 2014). Sick time delay work, making projects to lag behind plans. They create nervousness for other employees, who have to compensate for lost production. And since other persons might want to work overtime to make up for days lost, they increase the extra time bills. Solutions and Responses First, a memo is sent by managers to all workers to remind them regarding the organization's policy on absenteeism and sick leave. Bechet (2013) report stated that a manager should advise his personnel about considerable sick time and utilization, as well as the highest number of days permitted annually. Equally, information concerning the punishments employees may expect if they continuously misuse sick time must be highlighted. Second, there should be a requirement of staff to contact company manager or immediate supervisor in case they called in sick. Particular teams are more probable to abuse sick time if they do not communicate with a superintendent. Workers who have greater than the maximum days of tolerated absences need to be obliged to produce documentations, ...