Implementation of the Controversial Policy “The Condensed Work Week.”
For that reason, the new Human Resource Vice President should consider how to implement the condensed work week. It is clear that all employees in the organization suffer work burnout as indicated by the reduced productivity. A discussion with the CEO is necessary as she will need his support when implementing the plan. Some sections of employees will see it as a way of cutting them off before they can understand that the policy is meant to improve their overall performance (Burke, 2010).
Lisa was the Human Resource generalist before the promotion and has, therefore, interacted with the workers. It is likely that she had noticed their disengagement from the lowering productivity results.
After ensuring that she has the support from the CEO, it will be time to plan with the Human Resource Department on how to effectively implement the policy. Since there are many unclaimed leaves and off hours, the department has to strategize in making sure that the employees with the majority unclaimed hours are all incorporated in the program. That makes it necessary to create shifts for the workers. For instance, I recommend using the ten-hour week for days a week, that is organized in shifts to ensure that work is done even when some people are absent from work.
Question 2: Succession Plan
The XYZ Company has no effective succession plan. That is shown by the fact that Lisa became the VP by the virtue of being the Human Resource Manager and taking up a Master’s in Human Resource Management. She, however, could have been the right candidate for the job because she was vastly experienced in the company’s HR department, having worked there for four years before the promotion. Also, the fact that the previous VP resigned without notice shows that there was no effective succession plan. In a place with an ideal or working succession plan, the vice president should have given a notice and helped groom the incoming vice president (Sidle, 2008). That did not happen, Lisa was assumed to be a perfect candidate for the post, no interviews were conducted at all, and neither were their competitors for the post.
Question 3: Job Enrichment
Job enrichment is a human resource management concept that re-designs tasks removing repetition and making it more challenging to ensure that employees are fully engaged and motivated to work. For the plan to work, there is need to ensure that workers feel recognized and appreciated, repetitive work is eliminated, and create opportunities for job advancement and employee growth is skills. However, tasks that enrich the job should be horizontal as opposed to vertical.
The following advantages will be derived from job enrichment: employees will learn new skills that will help kick away boredom and disengagement from their work, improving their productivity. Employees will also be motivated by the recognition they get, as well as the new skills learned and the possibility of advancing their careers. These will also result in an improved productivity among all the employees.
Question 4: Telecommuting Memo
RE: TELECOMMUTING POLICY
Lisa Mc Donald
Vice President, Human Resource
Question 5: Anonymous Survey
An anonymous survey will be the most appropriate for getting feedback on how employees feel about the policy. That is because anonymous surveys are very honest and unbiased, employees will not feel the need to form be please the vice president or be compelled to like the plan. Therefore, the survey will be most appropriate for gauging the employee’s true feelings to the Telecommuting Policy .
Question 6: CONDENSED WORK WEEK
The condensed work week will have employees perform larger tasks but in lesser time than they did before. These are the pros of the program: employees will spend lesser time and money commuting to work unlike they previously did. They will also have more time to rest and undertake tasks that are unrelated to work, such as been with their families. Additionally, there will be fewer distractions as less staff will be present due to the organized shifts. Lastly, there will be an improvement in the work quality and coverage, leaving clients and stakeholders happy.
However, the method is also likely to have some disadvantages, such as: the longer working hours are likely to drain the workers physically. Also, the plan may be difficult to sustain over time as employee morale can be affected by the longer working hours. Additionally, more supervisors will be required, and managers will be needed to work the same schedules even if they do not want.
References
Burke, R. J. (2010). Workplace stress and well-being across cultures: research and practice.
Cross Cultural Management: An International Journal, 17, no. 1 , 5-9.
Dahiya, T. S. ( 2013). WORKPLACE STRESS MANAGEMENT : A POSITIVE
PSYCHOLOGY BASED APPROACH. Golden Research Thoughs vol.3 , 1-5.
Management, S. f. (2008). Weathering storms: human resources in difficult times. Alexandria,
Va: Society for Human Resource Management.
Nelson, B. (2015). Recognizing and Engaging Employees. Hoboken, New Jersey: John Wiley
& Sons, Inc.
Sidle, S. D. (2008). Workplace Stress Management Interventions: What Works Best?
Academy of Management Perspectives, v22 n3 , 111-112.
