Say Again: Do Not Message Me If You Have Bad Reviews

I Say Again Do Not Message Me If You Have Bad Reviews I Will Not H

I Say Again Do Not Message Me If You Have Bad Reviews I Will Not H

I SAY AGAIN!!! DO NOT MESSAGE ME IF YOU HAVE BAD REVIEWS, I WILL NOT HIRE YOU!! I WILL NOT HIRE ANYONE WHO WRITES ME A MESSAGE WITH MISSPELLED WORDS OR WRONG CAPITALIZTION. WHY WOULD I HIRE YOU TO WRITE A PAPER IF YOU CAN'T EVEN TAKE THE TIME TO CAPITALIZE THE LETTER I OR TO SPELL CHECK YOUR MESSAGE? Writing Assignment Review Juanita’s World Parts 1-5, which are found in the Weeks 1 and 2 lectures, and write a 5-7 page paper.

Pretend you are Juanita and develop a human resource plan to share with your boss. Develop a scenario which analyzes and summarizes the current situation for the employer. You are to create details that make this scenario more realistic and support your response to the issues and questions presented below. Your paper should include the following: Evaluate the cultural issues that need to be addressed Analyze the ethical considerations that apply Describe the organization’s current hiring needs and projected hiring needs for the coming year Develop a recruitment plan for fulfilling the company’s current and future hiring needs Explain the plan the company should follow to manage employee performance Identify at least 4 laws or regulations that apply to the company.

Explain the actions Juanita’s company has to take to ensure they are conforming to the requirements of these identified laws and regulations. Provide a recommendation for the organization on how they can motivate employees while adhering to the legal and regulatory requirement and maintain a safe and healthy work environment. Write a 5 to 7-page paper in Word format. Use at least three resources to justify your responses. Apply current APA standards for writing style.

Use the following file naming convention: LastnameFirstInitial_M3_A2.doc. For example, if your name is John Smith, your document will be named SmithJ_M3_A2. doc. By Wednesday, July 29, 2015 , deliver your assignment to the M3: Assignment 2 Dropbox . Assignment 2 Grading Criteria Maximum Points Cultural issues are identified and addressed. 16 Ethical considerations are identified.

20 Current and future hiring needs are addressed. 20 Recruitment plan is defined. 20 Suggestions for managing employee performance are described in detail. 20 Identified and explained at least 4 laws or regulations that apply. 20 Identified and explained in detail the actions Juanita’s employer can take to ensure they conform to the identified laws and regulations.

20 Provided a recommendation for how the organization can motivate employees, while adhering to legal and regulatory requirement and maintaining safety and health in the workplace. 20 Style: Tone, audience, and word choice (4 points) Organization : Introduction, transitions, and conclusion (12 points) Usage and Mechanics: Grammar, spelling, sentence structure, 5-7 pages (12 points) APA Elements: In text citations and the inclusion of at least three references, paraphrasing, and appropriate use of quotations and other elements of style (16 points) 44 Total: 200 Juanitas World Part 1: Juanita is meeting with her new boss, Rich Ryblessi, the Director of Regional Services. Rich highlights his concerns in the following areas: analysis and design of work, recruitment and selection, training and development, performance management, compensation and benefits, employee relations, personnel policies, compliance with laws, and strategies for supporting the mission.

At the end of the meeting Juanita returns to her office and reflects on the meeting. As best as she can determine, HR has typically been relegated to simply processing paperwork and counseling people who had questions about issues like health insurance and paychecks. And although Rich has identified many important areas for HR, Juanita senses that he really expects no more from her than he did of the previous HR Manager. However, Juanita believes she can and should contribute more to the mission and vision and can help Rich overcome a number of challenges. Consider these reflective questions as you will discuss them further in your assignments: What skills might Juanita have to develop to better fulfill her role?

How might Juanita engage line managers to become more involved in what has traditionally been HR’s function in this organization? Which aspects of human resource management would she want to entrust to specialists? Part 2: Yesterday was a bit of a surprise for Juanita as she sensed a gap between what her boss said he wanted and what he conveyed as expectations and limits on her authority. It is now Day 2 and she is excited and ready to go with her early afternoon appointment with fundraising’s Director of Development. As she is reviewing past reports on fundraising efforts and success a visitor stops in to see her.

When Melissa, introduces herself Juanita finds that she is the previous HR Manager who left the organization about 3 months earlier. Juanita perceives this is an ideal time to glean what she can about challenges and opportunities. While speaking with Melissa, Juanita finds out who the real workers are and who just seems to be filling a spot. She learns that since resources are limited they have struggled to find qualified and committed personnel to fill numerous important positions. Juanita finds that the people do care…a lot…about the mission but hardly think beyond their current circumstances and most are discouraged with their perceived lack of impact on their community.

When Juanita questions Melissa about why she left she finds that Melissa had aspired to have greater responsibility and make a bigger impact but felt limited in her role in this organization. In a way, this confirmed for Juanita that she would definitely have to speak with Rich sooner than later to be sure she understood her authority to do all she thought she was hired to do. As she visits with Jackie, the Director of Development, she learns that the economy has had a negative impact on their historical donor base. Cash gifts are down and have been trending down for about 2 years. Gifts in kind, like food, are up but since it is perishable they must distribute it quickly or it must be thrown away.

And, since gifts are down they have had to rely more heavily on volunteers. This means their drivers and those who distribute food are less consistent and reliable. This is beginning to impact their gifts from donors since they are finding out that much of what they are giving is being thrown away. As Juanita sits in her office at the end of the day she feels she is beginning to understand the complexity of the issues. It seems she has limited authority over areas that most HR Managers have and that the lack of cash is negatively impacting their ability to hire and retain the right people.

Since she cannot control the availability of cash she will have to come up with some innovative ways to better hire and retain the right people. Part 3: While attending one of her last classes last night Juanita learned of an assignment she has related to Equal Employment Opportunity (EEO). As she is driving home from class she realizes that her new employer would be a great source for the assignment and help her better understand how to do her job better. When she met with Rich he never mentioned laws and regulations that may impact the organizations. And, when she thinks about it, she had assumed that since they were a non-profit doing work to alleviate hunger that they would somehow be exempt from government oversight.

Her appointment for Day 3 has cancelled so she decides to use the day to learn what she can about laws and regulations that they could be potentially violating and also try to better understand how they could use them to their advantage. After about 2 hours of research she has learned: Full time employees number between 15-30 people depending on the year and workload. They receive both federal and state contracts. Each is for $20,000 per year. Periodically they hire people who serve in the National Guard and Reserves.

Part 4: It is Juanita’s 4th day on the job and it has been both exciting and scary. The more she learns the more she realizes she has to learn if she is to be successful in this new role. Based on her observations in previous jobs and as an intern at her last non-profit experience, it seemed as if the pace was slow and easy. To her surprise and with great anticipation, she is finding that there is much to be done to help this organization that she is so committed to. Her passion and commitment runs deep as a first generation Hispanic American in her family.

She remembers the trouble her family had finding suitable housing, food, and work when they first came to America when she was just 6 years old. Much has changed for her and her family but not without pain and sacrifice. Juanita is determined to make a difference for those who have little ability to help themselves. And, as far as she is concerned, this applies to all the stakeholders she will serve including the hungry, employees, employer, and the community at large. Although there is much to do she remembers what her mama taught her….you eat an elephant one bite at a time.

Based on this counsel she decides to establish some short term priorities based on what she has learned so far. From what she has heard during her first conversations with managers and what she hears from various employees, it seems the greatest need the organization has is to stabilize the employee base. Her own job description seems inadequate for what the job will entail and she wonders if this is true of other jobs. She wonders if job descriptions are designed to reflect what is or what used to be when the organization was just getting started. And, how have they historically planned for their needs or have they merely reacted to changing requirements?

Part 5: Juanita feels she is developing rapport and trust with a number of the people she has visited with. It seems obvious that hiring and retaining the right people is critical to long term success. As she has probed deeper into the issues she has turned up some details on performance appraisals…or lack thereof, a weakness in employee and volunteer development and a significant lack of training. Given these difficulties she decides the best way to gather information without having to schedule more appointments with people she has already visited is to simply engage in some discussion via email. She builds her group list and then begins to compose her email.

“….thank you for taking the time to help me feel welcome and for sharing your perspective on how HR and I can better help you accomplish your goals as well as the mission that we share. As I continue to meet with various people I find that most challenges we face point back to training and development, our performance evaluation system and related feedback, and a lack of a career track for full time employees. I am hoping you will help me out by responding to a few questions by email so I can keep thinking about these issues without having to make another appointment with you so soon after our initial meeting.â€�

Paper For Above instruction

Introduction

Juanita’s role within her organization is crucial in shaping a sustainable human resource (HR) strategy that aligns with the organization’s mission to address hunger issues. As a first-generation Hispanic American with personal experiences rooted in socioeconomic challenges, Juanita is deeply motivated to make a significant impact. This paper develops a detailed HR plan that considers current organizational challenges, legal requirements, and proactive strategies for recruitment, performance management, and employee motivation.

Assessment of Cultural Issues to Address

Cultural issues within Juanita’s organization stem from limited resources, diverse employee backgrounds, and a potential disconnect between leadership and staff. Many employees are motivated by the mission but feel discouraged due to resource constraints and perceived limited impact. To address these concerns, the organization must foster an inclusive culture that recognizes individual contributions and promotes a shared sense of purpose. Emphasizing cultural sensitivity and providing equitable opportunities can enhance employee engagement, especially among diverse demographic groups, including Hispanic employees like Juanita herself. Recognizing and respecting cultural diversity is crucial to creating a cohesive work environment that supports the organization’s mission.

Analysis of Ethical Considerations

Ethical considerations in Juanita’s HR planning include maintaining transparency, fairness, and equity in hiring and employment practices. The organization must ensure compliance with anti-discrimination laws such as the Equal Employment Opportunity (EEO) statutes and uphold confidentiality in all employee dealings. Considering the financial limitations, ethical decision-making must also involve fair allocation of resources and honest communication about staffing and organizational capabilities. Promoting a culture of integrity, providing equal opportunities regardless of background, and addressing disparities are fundamental to ethically aligned HR practices.

Current and Projected Hiring Needs

Currently, the organization employs between 15-30 full-time employees, with contractual employment tied to federal and state grants, each valued at $20,000 annually. The staffing needs vary based on workload fluctuations and program requirements. Projected hiring needs for the upcoming year include additional staff to stabilize operations, especially given recent declines in donations, and volunteers who are less consistent. The organization must identify these requirements proactively and plan recruitment efforts accordingly, considering funding limitations and the need for volunteers as temporary or supplementary staff.

Recruitment Plan for Meeting Staffing Needs

To address current and future staffing challenges, the organization should implement a strategic recruitment plan focusing on resourcefulness and community engagement. This includes leveraging local community networks, partnerships with educational institutions, and online platforms to identify committed individuals aligned with the mission. Emphasizing volunteer recruitment programs and offering flexible work arrangements can attract candidates despite limited financial resources. The organization should also develop clear job descriptions reflecting current responsibilities and establish internship or apprenticeship programs to develop promising talent. Additionally, creating a strong employer brand through social media and community outreach can enhance the organization’s attractiveness.

Managing Employee Performance

Effective performance management requires establishing clear expectations, regular feedback, and performance appraisals tailored to both employees and volunteers. The organization should implement structured performance evaluation systems that include measurable goals, recognition programs, and opportunities for professional development. Mentorship programs and ongoing training initiatives can foster continuous improvement. Given the limited resources, integrating peer reviews and self-assessment tools can supplement manager-led evaluations, offering comprehensive feedback while reducing administrative burdens.

Legal and Regulatory Considerations

The organization must ensure compliance with several key laws and regulations, including:

• Title VII of the Civil Rights Act (1964): Prohibits employment discrimination based on race, color, national origin, sex, or religion.
• Americans with Disabilities Act (ADA) (1990): Ensures equal employment opportunities for qualified individuals with disabilities.
• Fair Labor Standards Act (FLSA) (1938): Establishes minimum wage, overtime pay, and child labor standards.
• Family and Medical Leave Act (FMLA) (1993): Provides eligible employees unpaid leave for family and medical reasons.

Actions to Ensure Law Compliance

To conform with these laws, the organization should:

• Conduct regular training for managers and staff on anti-discrimination and harassment policies.
• Maintain detailed records of employment decisions to demonstrate compliance.
• Review and update employment practices periodically to ensure alignment with legal standards.
• Implement accessible complaint procedures for employees to report violations confidentially.

Motivating Employees within Legal and Safety Constraints

Motivating employees in a resource-constrained environment requires non-monetary incentives such as recognition, opportunities for growth, and a positive organizational culture. Leadership can foster a sense of purpose by highlighting the organization's mission impact, providing meaningful volunteer opportunities, and fostering teamwork. Additionally, ensuring safety and health compliance through training, proper safety protocols, and a supportive environment boosts morale and commitment. Recognizing achievements publicly and offering flexible scheduling also help motivate employees without additional financial costs, all while ensuring adherence to legal requirements.

Conclusion

Developing a comprehensive HR plan for Juanita’s organization involves addressing cultural sensitivities, ethical considerations, legal compliance, and innovative recruitment and performance management strategies. Despite resource limitations, fostering an inclusive culture, transparent practices, and employee engagement can drive organizational success. Continuous learning and adaptation to legal standards and community needs are vital as the organization strives to sustain and expand its mission to alleviate hunger.

References

• Baldrige Performance Excellence Program. (2020). Leadership Characteristics and Organization Culture. Malcolm Baldrige Criteria for Performance Excellence.
• Equality and Human Rights Commission. (2022). Employment Law Guidance. EHRC.
• U.S. Equal Employment Opportunity Commission (EEOC). (2023). Laws Enforced. EEOC.
• U.S. Department of Labor. (2024). Fair Labor Standards Act (FLSA). DOL.
• Society for Human Resource Management (SHRM). (2023). HR Standards and Compliance. SHRM Publications.
• National Society of Compliance Professionals. (2022). Ethical and Legal Compliance in HR. NSCP Journal.
• Office of Personnel Management (OPM). (2021). HR Policies and Procedures for Federal Employees. OPM.
• American Psychological Association. (2020). Ethical Principles of Psychologists and Code of Conduct. APA.
• Harvard Business Review. (2021). Strategies for Motivating Non-Profit Employees. HBR.
• WorldatWork. (2022). Employee Engagement and Recognition in Non-Profit Sector. WorldatWork Reports.