Functional Areas of Human Resource Management
Human resource management (HRM) is a powerful practice that brings stakeholders in a firm together. HRM leaders should be aware of the major functional areas in a firm. The first one is a business strategy. The HR manager can propose the most appropriate strategy that is in line with the needs of the organization. The second functional area is planning. This function focuses on the best tactics to recruit and bring onboard the right people to deliver positive results (Schroeder, 2012). Human resource development (HRD) is the other function whereby different employees are trained to support the company’s objectives. Coaching can also be done to ensure the workers are satisfied with the working environment (Chuang, 2013). Areas that should be improved are identified frequently. For example, a company can design a powerful plan to coach its workers and improve employee satisfaction. My firm has been using this function to train, mentor, and guide its employees. Consequently, the workers have continued to support the company’s business model.
The HR department goes further to manage compensations and employee benefits. The manager will implement powerful programs to compensate and offer benefits depending on the performance of the workers (Patrick & Kumar, 2012). The workers will also be guided to support the firm’s strategy. Another function of the HRM is labor and employee relations. The HRM leader should ensure this kind of relationship is balanced. For example, a cohesive environment should be established whereby the rights of the workers are promoted. Risk management (RM) is something critical for the HRM. The HRM team should be on the frontline to provide a safe and secure environment for the employees (Chuang, F. (2013). Emergency plans, safety measures, and employee wellbeing are usually supported under the RM function. For example, the HRM department can come up with a powerful work-life balance to support the employees’ needs. These functions, therefore, dictate the major activities of an organization such as recruitment, employee empowerment, training, compensation, and formulation of business strategy.
Federal Equal Employment Opportunity Laws
Various federal laws protect individuals from any form of discrimination in the workplace. The first outstanding law is Title VII of the Civil Rights Act of 1964. This Act prohibits discrimination based on a person’s sex, nationality, race, or sex. This law plays a significant role in our company. This law explains why the company has been focusing on the idea of diversity by hiring more people from different cultural and ethnic backgrounds. The second law is the Equal Pay Act of 1963 (Yamada, 2013). This law has been guiding employers to provide equal salaries and remunerations to both women and men. A good example of the impact of this law can be identified in our organization. For instance, women and men in our firm receive equal compensations and laws depending on their positions. Promotions at the company are usually implemented without any form of discrimination.
The third law focusing on workplace equality is Title V and me of the Americans with Disabilities Act (ADA) of 1973. This law was passed to ensure people with disabilities were no longer discriminated during recruitment, hiring, or promotion (Schroeder, 2012). In our firm, this law is always followed because disabled persons appear to receive similar updates and job opportunities. Additionally, my company always guides, mentors, and empowers every disabled worker to achieve his or her goals. The fourth law is the Age Discrimination in Employment Act (ADEA) of 1967. Since its enactment in 1967, the law has managed to protect individuals above the age of 40 (Sharma, 2016). Specifically, it supports aged people who are looking for jobs or working in different firms. This law is taken seriously in my organization. For instance, recently the company hired a consultant who was aged around 55 years. This move is a clear indication that the law is applied in the organization to promote equal opportunities for all (Yamada, 2013). With the use of these laws, the rights of more underserved groups working in different organizations will be protected.
Trends Affecting Organizations Today
Many companies are coming into terms with several trends affecting the modern workplace. To remain successful, companies should be on the frontline to analyze such trends and implement powerful measures to deal with them. The organization I am currently working for has been affected by some of these emerging trends. The three significant trends include diversity, skills deficiencies, and the aging workforce (Patrick & Kumar, 2012). To begin with, the issue of diversity has affected the organizational culture exhibited in the firm. This is the case because the company used to hire and employ workers without considering the issue of diversity. Consequently, the firm has realized that the issue of diversity has the potential to break its business model. This fact explains why the HR manager has implemented powerful measures to hire more employees from diverse backgrounds. Similarly, the HR department has been focusing on the best ways to provide new opportunities to more women, marginalized members of the society, and disabled persons (Podsiadlowski, Groschke, Kogler, Springer, & Zee, 2013). When this move is implemented successfully, the firm will transform the playing ground and increase the confidence of its customers.
The second trend is that of skills deficiencies. The company has realized that the modern workplace has changed significantly. This is the case because of the current use of modern informatics and technologies. Changing customers’ demands continue to dictate the nature of skills needs in the workplace (Patrick & Kumar, 2012). This trend has encouraged the company to hire more workers who are technologically-savvy to meet the diverse needs of the modern consumer. The aging workforce is another force facing many companies. The company has realized that baby-boomer employees are retiring. These employees are revered because they have supported the company’s model for years. The firm has therefore been forced to implement powerful training strategies to address the gap left by the aging workforce. The firm has also been extending the contracts for some of the key employees. By so doing, the company has found it easier to support its business model while at the same time addressing the changing needs of every customer.
Workplace flexibility is one of the emerging trends in many organizations. This new concept is making it easier for workers and their employers to come up with appropriate arrangements that can suit their respective needs. The approach is embraced by many organizations and employees in an attempt to improve the level of productivity while at the same time promoting the concept of work-life balance. Companies that are characterized by this kind of arrangement find it easier to realize their business goals. My current organization has been on the frontline to promote the concept of workplace flexibility. This has been the case because the company understands clearly that the modern workplace requires new changes that can maximize business performance (Sharma, 2016). The first approach that has been implemented at the company is redesigning work schedules. By so doing, the company has been able to take into consideration the targeted organizational goals and the needs of its employees. The workers have been allowed to be part of the scheduling process. Most of the employees report to work whenever it is appropriate. Additionally, the company heartens the workers to be committed and focus on the targeted organizational goals. Unfortunately, this approach has not been able to deliver positive results. It will, therefore, be appropriate for the company to use a powerful change model to encourage the employees to support the idea (Podsiadlowski et al., 2013). The approach will eventually transform the working experience for the employees and promote productivity.
Telework is another approach that can be embraced by the firm to promote the idea of workplace flexibility (Podsiadlowski et al., 2013). This practice will ensure the employees are empowered to work at home or elsewhere depending on their unique expectations. This kind of strategy is possible because of the power of the internet (Sharma, 2016). Individuals who work at home will find it easier to focus on the goals of their companies while at the same time pursuing their objectives. This approach has the potential to promote a win-win situation for both the company and the employee. Chuang (2013) believes strongly that this new approach will dictate the performance of many companies in the future.
Chuang, F. (2013). Essential skills for leadership effectiveness in diverse workplace development. Online Journal of Workforce Education and Development, 6(1), 1-23. Web.
Patrick, H., & Kumar, V. (2012). Managing workplace diversity: Issues and challenges. SAGE Open, 1(1), 1-15. Web.
Podsiadlowski, A., Groschke, D., Kogler, M., Springer, C., & Zee, K. (2013). Managing a culturally diverse workforce: Diversity perspectives in organizations. International Journal of Intercultural Relations, 37(1), 159-175. Web.
Schroeder, H. (2012). The importance of human resource management in strategic sustainability: An art and science perspective. Journal of Environmental Sustainability, 2(2), 75-82. Web.
Sharma, A. (2016). Managing diversity and equality in the workplace. Sharma, Cogent Business & Management, 3(1), 1-14. Web.
Yamada, S. (2013). Equal Employment Opportunity Act, having passed the quarter-century milestone. Japan Labor Review, 10(2), 6-19. Web.