Hrm 532 Human Resources Management Plan

Strategic Management Plan
Lewis Beets
Human Capital Development in the Public Sector HRM/532
August 3, 2014
Professor Virginia Hillman

INTRODUCTION
Human resource management is essential for an organization to be effective and efficient. Four fundamental functions are required to manage human resources:
Planning
Acquisition
Development
Sanction
Public jobs are important and scarce resources. Allocation is significant. Though human capital is equally important, the fact remains, individuals are competing for job opportunities. Along with four fundamental functions, there are four traditional values that must be considered:
Political Responsiveness
Efficiency
Employee Rights
Social Equity
Finally, human resource management
Because there are multiple professional, scientific and administrative positions, the decentralized recruitment process seems most appropriate. Department managers have been instructed to work with their immediate supervisors to provide estimates of hiring needs. Upon completion of these reviews, directors will meet with affirmative action specialists to determine if efforts should target specific minority groups. The results, indicating position needs and diversity needs, will determine the Department’s plan of action. Advertisements will be placed on government sites and in professional association newsletters.
Technology is another key factor the Department has considered. There is an immediate need for specialists in this area to bring the Department “up to speed.” It is the Department’s position that this initial set-up will require specialists and may best be accomplished through outsourcing. Initial reports indicate outsourcing will likely be the most cost-effective way to acquire, implement and train the department’s employees on an integrated electronic system.
Recruiting efforts must occur simultaneously with the staff retention efforts. The Department is keenly aware of its high turn-over rates and low employee satisfaction rates. Efforts toward retention, including review and revision of performance evaluations, team building exercises and employee satisfaction surveys are urgent
Employers should use all forms of competitive advantage to boost recruitment and help retain existing staff. A well constructed flexible benefit program should be given high consideration by recruited talent, as well as those already employed by an organization. Today’s workforce is more diverse than ever in terms of culture, religion, age and gender – the days of “one size fits all” benefits packages are no longer realistic. Employers of choice are very likely to provide a comprehensive employee benefits package to attract and retain employees. In addition to a competitive salary, an employee benefits package is a standard and expected part of an employee compensation package. There are many incentives that an organization can utilize to make their benefits package attractive to include: competitive and affordable health insurance, paid time off from work, short term and long term disability benefits, dental and/or vision insurance, 401(K) or other monetary retirement plans, and health care flexible spending accounts (FSAs). Non-traditional benefits such as providing child care, use of company products and equipment for personal use, exercise facilities/memberships are very affordable and attractive ways for a company to encourage top talent to remain onboard.
Compensation is arguably the most important factor in recruiting and retaining talent. If an organization can