HR Generalist: Managing HR Ops, Policies, Programs & Employee Lifecycle - Essay Sample

Introduction

The kind of goals that I would create for the incumbent human resources generalists includes managing the HR operations daily. The goal statement is to manage the administration of the company policies, procedures as well as programs. He should also manage and completely account for the full employee lifecycle by outsourcing all the potential applicants for the position in the command, managing employee exit and balance workforce in a way that the commonly can still meet its goals (Dessler, 2020). The generalists should, therefore, be able to, therefore, create and deliver on the company's people strategy.

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The strategies include administering the compensation and benefits plans, strategic human resources management, acquiring talents and recruiting new workforce. The other goals are to ensure that employee onboarding is faster, efficient and effective. The last goal is to improve the inclusive workplace environment, enhance employee job satisfaction as well as ensuring that the organization complies with the established government rules and labor regulations (Collins, 2010). The HR strategies include managing human capital, driving corporate social responsibility, promoting employee engagements and resourcing, talent management and use rewards to drive employee's effectiveness. Other strategies include organization development, knowledge management, leveraging employee relations and prompting employee wellbeing through work-life balance (Dessler, 2020). The HR generalists' tactics include motivating new hires, handling the payroll, overseeing compliances and posting notices, recruiting talents and hiring qualified. He can also use job descriptions as a tactic to drive employee performances the job description will deliberate the duties that he and other employees should do.

Performance Goals

Strengthening Employee Engagement

Employee engagement refers to the degree to which the employees are passionate about their duties and are committed to the organizational goals, can put adequate effort into their work. The HR manager should focus on improving the employee's commitment to the company's goals and direction.

Improving People Management

People management involves leading, motivating, training, inspiring as well as encouraging personnel. By focusing on how to improve employee's productivity, the HR generalists will improve the employee's relation and create actionable goals.

Development Goal

Advancing professional development for emerging leaders in the company. While most Organizations do not have a succession plan, the generalist's HR has to ensure that employee training and development is implemented not only to create leaders but also to improve the employee's effectiveness in the company.

3 Strategies for Achieving Each of The Goals

Strengthening Employee Engagement

The main strategy is through positive feedback to the employees and engaging them in decision making a solution generation. This feedbacks should encourage the employee to meet the deadlines as well as organization goals.

The manager should recognize the employee's commitment to deadlines, goals, and performances

The third strategy is to encourage flexibility and hold regular social gatherings for discussion on issues affecting employees (Evans, 1984). Holding one on one discussion with the employees motivates the employees as the manager providers individualized consideration

Improving People Management

To improve people management requires the manager to oversee workflow and drive employee performance. the manager should handle interpersonal conflicts, leading employee training, manage deadlines, develop a company culture aimed at employee motivation.

Focusing on communication skills, and actively listening to the employees can help drive employee performance, trust, and organization unity.

The strategy to use is through leading exploration and development whereby the in-person and online learning modules are delivered to the employees. The HR generalists can adopt blended learning as the people management strategy.

Development Goal

The HR manager should, therefore, develop programs and initiatives that would enable the workers to be productive.

The HR manager can do these through lectures, industry talks, projects, and coaching. The programs can either be leadership training or just on the job training to align employee skills and afford the task, to maximize job satisfaction and minimize turnover intention.

The other strategy is to hire a professional to coach and train the people on their specific areas of training needs (Vallabhaneni, 2013). Coaching ad mentorships can help drive employee effectiveness and productivity as they provide authentic ideas and evidence-based information.

Tactics for Each Strategy

Strengthening Employee Engagement

• Emphasize to the employees the inclusion policy of the company
• Make departmental discussion on important issues a company policy (Aguinis & Lengnick-Hall, 2012).
• Always seek feedback from employees

Practice flexibility when it comes to addressing employee issues. Employees should feel free to express their views without the fear of being victimizedCoach the middle-level managers and the departmental heads then hold them accountable for the engagement of the people under their span of control

Improving People Management

• Improve emotional quotient by using asserting styles of communication, listen actively
• Teach self-awareness to the employee to practice (Aguinis & Lengnick-Hall, 2012).
• Recognize each and everyone's contribution through robust feedbacks and recognition systems for tracking employee's growth (Hoch & Dulebohn, 2013).
• Involve all employees in decision making either directly or indirectly

Development Goal

• Set SMART development goals
• Create a learning culture within the organizing
• Create budgets for development
• Develop training and development mandatory in the company

Goal One

Strengthening employee engagement Key business outcomes such as absenteeism, and turnover will be measured (Aguinis & Lengnick-Hall, 2012) Activeness in group discussion

Improving people management employee surveys sot determines perceptions and intentions to leave Turnover rate

Development goal. changes in productivity and employee output revenue

Frequency of Informal and Formal Feedback Sessions

Formal and informal feedback is important in an organization because it confirms the employee's effectiveness or helps in corrective employee mistakes. The informal feedback will be given immediately after the problem is solved. Giving timely informal feedbacks during tea breaks, or launch breaks helps correct te mistakes or influence behaviors change than providing feedbacks after a whole year of failures (Hoch & Dulebohn, 2013). Informal feedbacks should be on the spot and should be done effectively. Formal feedback should be given once a month. The formal feedback is usually documented for future references. Formal feedbacks can be referenced whenever employee termination is done. The feedback should be balanced, objective, observed, specific and timely.

The Focus of The Feedback Sessions and Rationales

The feedback sessions would focus on the solution to the mistakes done. Instead of focusing on the mistakes, it is important to offer constructive criticism than reprimanding an employee for his mistakes. The feedback sessions should focus on behaviors change if it affects the scope, the schedules, the costs incurred as well as the desirable quality of work (Bergenhenegouwen, 1996). Feedbacks are usually given for good or bad performances in consideration of the company goals and individual goals. This feedback will help reinforce the strong skillsets and influence positive behaviors and identifying any opportunity area that has a clear path for improvement. The feedbacks once integrated into the company culture can also help in influencing culture change. Finally, focus on behaviors change can also help in affirming the employees, and their work as well as shape their work effectively

The Behavior and Performance to Recognize

I will recognize the key behaviors. The key behaviors are those observables behooves that can be measured. These behaviors are understandable by both the employees and their supervisors as they help in driving the successful performance of any employees. Recognizing the employees work, asking them to provide an account of their behaviors and performances as well as reviewing their work in progress can help in developing the right recognition. Behaviors that positively impact other employees' performances and behaviors that are aligned with the company's goals will be recognized (Tanaka, Takehara & Yamauchi, 2006).

Any positive behavior change will also be recognized. On the other hand, the performance or efforts of the employees should be recognized. If the behaviors are aligned with the desired results, then the behaviors should be recognized. Therefore, HR should define and communicate the common goals and delineate the performance objectives (Eisele, Grohnert, Beausaert & Segers, 2013). Secondly, employee performances should be measured to help in streamlining the employee's performance management strategies. Additionally, frequent employee review and performance feedbacks can be useful in making recognition related decisions. In other cases, preemptive management is advisable.

The Form of Recognition to Use and Rationale for Using That Form of Recognition

Recognition is one of the most commonly used strategies to influence employees' behaviors and work performance. Recognition is mainly a non-monetary reward as it involves witnessing, appraising as well as appreciating any positive contribution by the employees. Such recognition makes an employee feel that his effort is being noticed and that the work is valued. I would consider giving and employee bonus unwritten praise or certificates for the employees (Tanaka, Takehara & Yamauchi, 2006). These forms of recitation do not cost the company any money which means that the com0anyt de snot must make provision for such expenses in their budget. written recognition such as certificates are long-lasting and can be very good souvenirs that the employees can show off to others that they were once valued part of the company's workforce.

Evaluation of the Persons' Effectiveness and Performance

Effectiveness area: Recruitment

Recruitment is an important role played by HR generalists. It is important to measure how well the retirement process was executed, and the effectiveness of the recruitment channels used

Effectiveness area: Competencies

He will oversee effective in the recruitment of the right competencies needed by the organization. It is important to ensure that the right competencies needed are determined and selected because this is the only way that HR can meet the organizational goals.

Effectiveness area: Reducing Cost per hire

The overall cost of hiring every employee should be realistic. There is no need to incur significant cost in hiring that exceed the hiring budge. The incumbent will, therefore, be evaluated on his ability to build a talent community and maintain a pipeline for all the potential candidates who are interested and qualified (Dessler, 2020). Secondly, the incumbent will be evaluated in terms of the increase in employee referrals because the employee referrals is an important tool that can be used to get new hires or talents as well as reduce cOst per hire. Additionally, the incumbent will be evaluated on his social media behavior and usage. To reduce the cost per hire, social media provide a pool of talents that can be accessed freely and inter...