HRM Leader Essay

Total Length: 2638 words ( 9 double-spaced pages)

Total Sources: 10

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Sally is a proficient and experienced Human Resource Management (HRM) leader at ABC Bank. In the contemporary, Sally feels overwhelmed owing to the recent acquisition of the Local Bank by ABC Bank. There are various key aspects that present a HRM challenge for Sally. To begin with, the workforce at the new branch comprises of 40% of older workers that possess knowledge and wisdom. However, there is a need to instigate new technologies to provide additional consumer convenience and therefore a decision as to be made whether the current set of workers should be laid off and new personnel hired. Two other problems encompass a pending lawsuit on sexual harassment and discrimination as well as lack of diversity and ethics training programs. There is also ambiguity regarding the core values of the bank. Most of all Sally is worried regarding the building of a strategic plan for the branch. The purpose of this assignment is to give detailed explanations as to how Sally ought to bring change and competency as a HRM leader to the ABC Bank branch.

Workforce



The key issue that Sally has to grapple with is the decision as to which technology to acquire and whether she ought to lay off the current set of employees and hire new employees. Regardless of the change taking place in banking, it is not recommended for Sally to quickly lay off the older employees. The main problem that Sally faces is that older employees have a tendency to call in sick for extensive and lengthier periods and in overall must work harder to sustain their productivity, bearing the total impact of the demographic shift would impend the company' capability to implement its strategy of improving competitiveness. Without a doubt, the customary approaches to the issue consist of firing older personnel or forcing them into early retirement. However, thus ought not to be an option for ABC Bank. This is largely because the company earns its workforce's obligation by being a reliant employer, and it is without a doubt not an option for the organization as a whole (Loch et al., 2010).



In accordance to Benko and Weisberg (2008), when such experienced personnel depart, the intellectual and social capital they have amassed within their organization as well as the ecosystems across their industries leave as well. The transference of such knowledge with the new personnel being left behind in the organization is fundamental. Therefore, being a new bank branch, retaining the emerging, experienced, as well as committed leaders will be a strategic necessity for ABC Bank now more than ever (Benko and Weisberg, 2008). With regard to technology, one of the key aspects that Sally and ABC Bank ought to embrace is the creation of virtual workplace operations. Benko and Weisberg (2008) outline that virtual private networks have facilitated companies to transmit and convey confidential data and information over a publicly accessible network and also using technology such as videoconferencing. Altogether, these technologies make it conceivable to perceive work procedures in fascinating new ways and apply a creative frame of mind to the organization. This is imperative for the reason that information-age technologies are generating awe-inspiring prospects for employers and employees, and as perceived over and over again, technology also has a way of fast-tracking change (Benko and Weisberg, 2008). Loch et al. (2010) give the recommendation of having optimal job rotation within the organization. In particular, in an endeavor to sustain the productivity of older personnel in the workforce, Sally can assess the degree of strain and level of technicality necessitated at different workstations. For instance different departments that are demanding can face rotation for various shifts. This is expected to attain a productivity improvement within the different departments by staffing both younger and older workers and increase the target output level.


Diversity



ABC Bank faces another significant issue with regard to the lack of Ethics Training as well as Diversity Training Programs. It is recommended for Sally to cultivate and advance a diversity training program in the organization. This is largely for the reason that by building diversity in its workforce, it will have a constructive impact on its efficaciousness, adaptability, and apprehending of their consumer base, and in the end on their bottom line (Hamdani and Buckley, 2010). The actuality of diversity in the present day global business setting cannot be over emphasized. However, it cannot be assumed that when a company cultivates and develops diversity programs that it automatically bring success. It is imperative for the bank branch to understand that diversity is linked with both positive and negative effects. The latter consist of absenteeism, conflict, turnover, as well as lack of collaboration and cooperation. The main objective is for the bank as an organization to follow the approach of innovation or differentiation as this can lead to more perceptive and direct benefits from diversity. This will provide the company a clear rationalization for placing investment on business resources in employing a diverse workforce.



Moreover, the inclusion of such diversity programs into the organizational culture of ABC Bank is expected to instigate three key positive developments. To begin with, in accordance to Thomas and Creary (2009), the company will experience reduced turnover or improved retention. This will be an advantage for the company taking into consideration that reduced turnover is one of the biggest challenges for several organization. A second benefit is enhanced representation. Through the diversity programs, women and minorities will have better representations at the executive level in relation to a proportion of the general population. Lastly, the programs will facilitate ABC Bank to have improved organization health scores. According to Thomas and Creary (2009), Pepsi Company undertook surveys to assess the impact of inclusion programs together with other diversity activities on the organizational culture every financial quarter. Outcomes of the surveys indicated that personnel considered the company culture to be more inclusive and that communication regarding its diversity initiatives were becoming more systematic and consistent. This will improve the health of the organization in the sense that personnel will become more satisfied and have increased intent to stay in the company (Thomas and Creary, 2009). Lastly, as a HRM manager at ABC Bank, Sally should ensure effective diversity management by delineating and executing programs and policies that are purposed to decrease the detrimental impacts of diversity (Hamdani and Buckley, 2010). As outlined by Thomas and Creary (2009), "The social environment we operate in is changing too. We need to be sure that, as good companies, we reflect the society we work in. Diversity and inclusion needs to be taken to a new level. It needs to become multi-talented, multi-cultural, multi-regional and most importantly, multi-generational. No group in society can be or should be excluded" (p. 64).

Lack of Opportunities for Women and Low Morale



Within ABC Bank branch, high potential women employees are more often than not designated as Tellers, devoid of any prospect or opportunity for advancement, and therefore have very low morale. This is a key issue that needs to be resolved by Sally. In the contemporary, women are entering the workforce bearing superior educations and, as a result, are more equipped to make greater contribution rapidly and in the long run in knowledge-driven entities. They are without a doubt a key source of talent for the forthcoming future, the….....

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References

Benko, C., Weisberg, A. (2008). The Nontraditional Is the New Traditional: Six Trends That Have Produced a New Workforce Imperative. Harvard Business Press.

Bruckmuller, S., Branscombe, N. R. (2011). How Women End Up on the "Glass Cliff". Harvard Business Review.

Castleberry-Singleton, C. (2009). "From Bolted-on to Built-in: Diversity Management and Intergroup Leadership in U.S. Corporations. Harvard Business School Press.

Hamdani, M. R., & Buckley, M. R. (2011). Diversity goals: Reframing the debate and enabling a fair evaluation. Business Horizons, 54(1), 33-40.

Ibarra, H., Carter, N. M., Silva, C. (2010). Why Men Still Get More Promotions Than Women. Harvard Business Review.

Kanter, R. M. (2010). Work Pray Love. Harvard Business Review.

Kaplan, R. S., Norton, D. P. (2008). Develop the Strategy: The Starting Point for Strategy Execution. Harvard Business School Publishing Corporation.

Kotter, J. P. (2006). Leading Change: Why Transformation Efforts Fail. Harvard Business Review.

Loch, C. H., Sting, F. J., Bauer, N., Mauermann, H. (2010). How BMW Is Defusing the Demographic Time Bomb. Harvard Business Review.

Palmisano, S. J. (2006). Leading Change When Business Is Good. Harvard Business Review.

Thomas, D. A., Creary, S. J. (2009). Meeting the Diversity Challenge at PepsiCo: The Steve Reinemund Era. Harvard Business School.

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