University of Kentucky Workplace Bullying and Harassment Discussion

SOLUTION AT Academic Writers Bay

Week 1 The article I found for this week discusses how Emery Lindsley was disregarded by her former employer’s human resources department when she tried to report an incident that occurred to her. Ms. Lindsley worked at the Omni Corpus Christi Hotel in Texas. When she was working there, she held a meeting with her food and beverage employees, and as she was speaking, a corporate executive put his hand over her mouth to keep her from speaking, and he also began making comments about the appearance of a woman on her team. Ms. Lindsley reported the event to her human resources department, as she had been told at the company’s annual anti-harassment training. As Ms. Lindsley stated, when she went to HR to report, the individual who worked there ignored her and didn’t write down the report. Many women have similar experiences to Ms. Lindsley’s when reporting workplace harassment or mistreatment. As a result, many women are apprehensive about approaching the human resources department. In situations like Ms. Lindsley’s, things may become more complicated, as conducting an inquiry into harassment charges against a top CEO might be risky for human resources officers. Similar to Ms. Lindsley’s case, When an employee went to human resources to report harassment by her boss, she was told she needed to learn how to get along with him rather than punishing the accused, which resulted in her experiencing severe post-traumatic stress. Based on what I’ve read in this article and what I’ve heard from others, I don’t think there is any human resources worker who doesn’t want to do the right thing for employees. Working as a human resource professional can be difficult and risky, however, although working for a company throws severe limitations on them, human resources officials must constantly speak up for the individuals they serve. All of the defendants in these cases should have been disciplined or fired, yet many of them were overlooked or passed over, affecting these women in a variety of ways, to the point where they quit their jobs. https://www.nytimes.com/2017/12/12/business/sexual-harassment-human-resources.ht ml (Links to an external site.) Week 2 The article I found was from SHRM, and it discusses employee experience. Jason Berry owns ten restaurants in Washington, D.C., and when they reopened following the COVID-19 lockdown, many of his employees didn’t show up. Most of his former employees have left the restaurant to work from 9 to 5 at a new Amazon warehouse, although they used to make more money as bartenders and servers than they do now. Berry admits that the reason for this is that they are happier at their new job since they no longer have to deal with rude customers or work on weekends. Berry is a co-founder of KNEAD Hospitality + Design, a restaurant group with 650 employees, and he is now focusing on developing a strategy to retain employees and make them enjoy their jobs. Following the COVID-19 outbreak, many employers in different industries are getting accustomed to employee satisfaction. In a global survey, 9 out of 10 employers said that improving the employee experience will be a top priority for their company over the next three years. Due to the stress induced by the pandemic, 4.3 million people across all industries quit their jobs in August 2021. Following that, many employers are looking for ways to keep their employees by providing more paid time off, more flexible work schedules, child care or elderly care benefits, and other perks. The pandemic has given employees time to reflect on their work and how it impacts their personal lives. Organizations are also excelling at interacting directly with employees to hear about their preferences and difficulties. Employee experience improves an organization’s performance; therefore, organizations should devote as much time and resources to improving employee experience as they do to satisfying customer experience. Every employee in the workplace should feel empowered, connected, and supported. Communication is essential in managing an employee experiment. Employees will feel more involved and included in the organization if they get the opportunities to communicate. https://www.shrm.org/hr-today/news/all-things-work/pages/the-employee-experience.as px (Links to an external site.) Week 3 The article I found is about HR strategy, and it goes into great detail about what HR strategy is, why it is essential, and other aspects. A human resource strategy is a road map for addressing an organization’s most pressing issues with people-centered solutions. HR strategy is critical because, without it, HR will remain an administrative function, stifling corporate growth. If a company wants to enter a new market, it should be wise and include human resources from the beginning. It investigates which locations would be the most advantageous. Developing an HR strategy necessitates a thorough examination of an organization’s strengths, weaknesses, opportunities, and threats. It is also known as a SWOT analysis. Each business has its own set of procedures, but the most common ones are as follows: understanding the company and its objectives, evaluating employee skill sets, conducting a gap analysis, assessing talent strategy, developing existing employees, limiting turnover, planning for succession, relying on analytics, and creating a mission and vision statement. There are numerous advantages to strategic human resource planning. One of the most significant benefits of aligning HR strategy with larger business goals is that it allows businesses to spend money in ways that maximize their return on investment. HR specialists have established a few tried-and-true methods for implementing strategy effectively. The first practice is to involve key stakeholders; this plan necessitates early collaboration and involvement of HR specialists. The second technique is to be aware of the budget; this practice focuses on initiatives that can be implemented within the constraints of the organization’s budget. The third practice is remembering the basics, and it emphasizes the significance of not ignoring administrative tasks in favor of strategy. The fourth technique is to recognize transactional solutions; this method focuses on developing the habit of operating strategically in all endeavors. The fifth and final practice is to monitor and adjust the strategy; The fifth and final practice is to monitor and adjust the plan; this practice evaluates the approach’s efficacy over time by utilizing key performance indicators. https://www.adp.com/resources/articles-and-insights/articles/h/hr-strategy.aspx (Links to an external site.) Week 4 The article I found was from SHRM, and it discusses employee engagement. Employees reported being less engaged at work in 2021 than in prior years, marking the first time in a decade that engagement has decreased year over year. Human resource managers face a difficult task in retaining employees, especially with the ongoing exodus of the Great Resignation. According to a Gallup survey, the things that changed the most this year to cause these issues were, having the necessary resources and equipment to perform work and having the opportunity to do what they do best at work. This survey also found that managers along with health care professionals reported the most disengagement in 2021, which is a significant issue since managers are often the key to increasing employee engagement. With people working remotely and many feelings burned out, managers are having difficulty motivating their employees or having at least one meaningful conversation per week with each employee. According to Jim Harter, Gallup’s chief scientist of the workplace, as the pandemic enters its third year, HR should explore streamlining managers’ tasks and upskilling them so that they may act more like coaches than bosses. The channel company is already doing so, and in the second half of 2021, it tackled the issue of disengagement head-on. This organization invested considerably in a new engagement, feedback, and communications platform so that managers could contact employees more effectively and regularly, regardless of where they worked. Airlines Reporting Corp. (ARC) is another company that is tackling concerns with engagement. Since managers were having difficulty with virtual conversations, this company’s HR team recently began performance management coaching. A highly engaged workforce will boost an organization’s profitability, productivity, and retention. Organizations have a responsibility to hold managers accountable for how their employees feel about the workplace. https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/employeeengagement-drops-for-first-time-in-10-years.aspx (Links to an external site.) Week 5: The article I found was from PreCheck, and it discusses Healthcare HR’s role in improving Diversity, Equity, and Inclusion in Healthcare. Healthcare can play a significant role in attaining diversity, equity, and inclusion. Diversity and inclusion require the development of a strong team. HR can help their organizations and communities achieve greater diversity and inclusion success by evaluating and improving their recruiting and hiring methods. Rethinking where HR departments look for candidates, Rethinking how HR directors define “best qualified,” and other stages of the recruiting process could be affected by such changes. HR leaders should consider diversity metrics at all levels and divisions within their healthcare organization. HR may also help their organizations and communities achieve greater diversity and inclusion success by improving pay equity. According to research, women in healthcare earn less than males for the same jobs. There are also significant disparities between black and Latina women. One way to address this problem is to analyze salary disparities using statistics. To inspire leadership, HR leaders should evaluate employees’ access to training, mentorship, and other resources in addition to providing fair pay. Another strategy for achieving greater diversity and inclusion is to encourage employee engagement. By cultivating a culture of acknowledgment, diverse individuals can feel heard and valued in the workplace. Employee surveys about their work experiences and the formation of employee resource groups with a diverse workforce to provide feedback on the organization’s inclusion practices are two options for healthcare HR leaders to consider. These are just some of the many ways HR executives can assist their companies in achieving diversity and equality success. https://www.precheck.com/blog/healthcare-hr-role-improving-equity-diversity-and-inclusi on-healthcare (Links to an external site.)

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