The Organizations’ vision and mission
“Deloitte Touche Tohmatsu (also known by its brand name Deloitte or Deloitte Consulting) is one of the Big Four auditors, a group of the largest international public accountancy firms, and the second largest professional services firm in the world after PricewaterhouseCoopers. At $16.4 billion USD, it earned the most revenue out of the Big Four in 2004.” (Definitions of Deloitte on the Web) Deloitte Consulting is a part of a much bigger complex Human Resources system. However, every system has subdivisions where every division can act as its own individual complex Human Resource system. We have HR personnel controlling each division independently. Within Deloitte Consulting, I belong in the Oracle finance consultant program; this is the division that I will be thoroughly analyzed and discussed its HR complexity. The Oracle finance consultant program is currently the fastest growing division within Deloitte Consulting, which has both pros and cons to be identified. The increasing diversity in the workplace is a subject that has gained increased attention among managers across our organization. We have a diverse organization that allows equal employment opportunity programs on for women, minorities, gays, persons with disabilities and senior citizens. Deloitte has a diverse American labor force representing all the identity of a diverse organization; however we still face different diversity problems, which primary equates to HR management issues.
An existing organizational Human Resources related issue
“We see a rapidly changing group of employees that is getting more diverse by the day. The accelerated growth of diversity in the workforce over the past 20 years has spawned new developments in managing employee relations, making it one of the biggest challenges facing managers” (Maidment, 96). I am positioned under Deloitte Consulting’s technology integration division under the entity of the Oracle finance consultant program. However, our group is vastly growing with many new opportunities for college graduates and more experienced analysts. Since, the current market is scarce with experienced hires, which is resulting on HR to hire young, out of college resources that have partial or no experience at all, is causing us to experience age diversity among our organization. The problem is that the work for functional consultants has been growing rapidly and we are currently unable to support all the projects with “trained” hires. So, the issue is not the young recruits, but the lack of training that one is receiving before being placed on the field.
America’s workforce is continuously changing. Businesses today hire and retain culturally diverse employees to compete in the globalize market. Companies are developing ways to tap into and capitalize upon the talents of their workforces. They are discovering how to value the diversity of their workforces and the potential that diversity brings in flexibility, ingenuity and problem solving are helping them achieve their goals.
As companies are becoming more and more diverse it’s becoming more and more important for companies to understand and manage it. The people of different background, races, religion creates diverse workforce. There is an importance of having diverse workforce to provide better performance. There are perspectives of managing the diverse workforce, which require organization leaders and managers of being responsible of attaining better diverse workforce.
What are the HR Strategies that management must undertake and support to create a successful global presence to insure the success of an organization in meeting its goals and mission?
There are many business leaders such as John Chambers of Cisco Systems & Howard Schultz of StarbucksTM who consider the employees of their organisation as their assets and want to ensure that the talent that they have is retained and work with same amount of excitement and satisfaction for years to come (Jackson, Schuler, & Werner., 2009). These manpower resources who work in organisations performing various jobs in return for payments, incentives and other benefits are called Human Resources (H.R) and the people who manage the resources i.e their recruitment, salaries, performance evaluators are known as Human Resource Personnel’s (What is Human Resources, 2010).
Human Resources in Business Human resources, or HR, is all about managing the people who are in. your business. They are as important as any other resource. You must recruit new workers, promote old workers and so on. a basic definition.
Many organizations struggle to attract, hire, and retain top performing individuals who will contribute to the success and growth of an organization. According to the Journal of Accountancy, (2008) “companies with diversity programs enjoy a competitive advantage when it comes to recruiting top talent” (p. 24). Further, almost nine
Personnel Management and Human Resource Management (HRM) are very similar and many would say interchangeably, for example on help-wanted adverts or in job descriptions (.....). However this is not entirely true, although the difference may be very subtle they are slightly different.
The practices of HR can impact for the company in the short term and long term, causing the company to lose and gain attractions for employees or new employees. Leaders or leaders that are good and respectable tends to motivate their employees to do a better performance and it will increase in profits which will result in an excellent human resource within the company. Employees working at the Human Resources department are the one in charge of the company to manage employees and customers and with managers, CEO and others to bring a better place. Human Resources looks for strategies and political rules that use in the right department. To operate the personnel policies in an organization is needed and define and articulate social functions
Organizations invest significant resources in efforts related to hiring, training, and managing employees with the purpose of creating innovative products, services, and outcomes. “The repercussions for not managing diversity would lead to lack of skills, competencies, and interests in employees, which will ultimately increase employee turnover and reduce individuals’ and organizations’ performance to a great extent” (Patrick & Kumar, 2015, p.2). A successful diversity program utilizes multiple methods for creating an environment that is receptive to each individual’s style of management, learning, and development. Training and education are positive, yet, powerful strategies that encompass all of the themes mentioned above and could provide meaningful and impactful changes to a diverse work environment. “Cultural competency emphasizes the idea of effectively operating in different cultural contexts and altering one’s established practices and behaviors to reach different cultural groups” (Ross, 2013, p. 116). It seems clear that finding effective strategies for managing diversity is vital to the success of any organization, but must be tailored to each organization’s specific priorities.
Without a doubt, the greatest asset an organization can have is its human resource. Therefore, issues affecting the staff have increasingly become popular among business managers, scholars, policy makers and other stake holders. One of the issues that have particularly generated sufficient interest is managing workforce diversity. O’leary & Weathington (2006) defines diversity simply as way of differentiating one person from another. Diversity is about recognizing and appreciating the uniqueness of each person. People can be different in terms of race, sexual orientation, age, gender and physical abilities just to mention a few (Burke 2007). As a result, workforce diversity has become a major business concern. Managing it should not be merely motivated by the potential of increasing the profit margin, but also should be to ensure the working environment is conducive, safe and nurturing (O’leary & Weathington 2006). Any business that manages its workforce effectively is bound to enjoy a number of benefits.
Human resources are the function within a company’s organization that monitors the availability of qualified workers. They recruits and screens applicants for jobs help select qualified employees. Some of those roles are focusing on recruitment, employee performance management benefits, compensation, training and retention in an organization. All this is the human resources manager needs to provide a high return on the company’s investment in its people. A human resources manager also deals with the employee relations, resource planning and administrative personal functions. They also deal with hiring, firing, training and other personal issues. A human resources manager also deals with safety, employee motivation, communication and all the administrative stuff. A human resources manager is one of the most important jobs in any health care organization.
The emerging global marketplace of diverse consumers requires today’s corporations to “recruit retain and promote diverse employees to ensure success” (Robinson, M., Pfeffer, C., & Buccigrossi, J. 2003). As we move into a generation of an increasing number of non-whites to whites, our children will experience a more dramatically diverse workforce. Companies must do more than simply display the intentions of values of diversity. They must embrace and remove the obstacles for the various groups they wish to represent. In order to do this, managers and leaders must first recognize the various groups. It is no longer just about race or gender. This ever-growing issue of diversity now expands in to areas such as sexual preference, disability and familial status. The buying power of these growing diverse markets require companies to invest in the “most valued corporate resource of human capital” (Robinson, M., Pfeffer, C., & Buccigrossi, J. 2003) by leveraging the diversity of their people in recruiting and retaining the most talented professionals out there. To do this, companies must take initiatives in identifying satisfiers and dissatisfiers of the groups they wish to represent. In knowing these, companies are better able to adapt to changes in the external environment and to anticipate and respond to the changes.
Comparable to other department managers, a human resource manager has two basic functions: managing department functions and managing personnel; therefore, a human resources manager is required to be knowledgeable in each of the human resources disciplines: compensation and benefits, training and development, employee relations, recruitment and selection. (Mayhew, R., n.d.)
have more of a major effect on the company's health. Irving Burstiner was quoted in in The
Human resource management (HRM) is a strategic and coherent approach to the management of an organization’s most valued assets: the people working there who individually and collectively contribute to the achievement of its objectives. (Armstrong, 2009) HRM main features are an emphasis on the vital administration of individuals which attains fit or reconciliation between the business and the HR system, developing the integrated HR policies and working on it, treating people as an assets not as a cost because they are regarded as a basis of competitive advantage and as human capital to be invested in through the provision of learning and development opportunities, an employee relation should be unitary rather than pluralist it is assumed that employees share the same interest as employers and the HRM performance and delivery is same as a line management responsibilities. OK