As the director of the human resource section, I will interview the team members. I have successfully assessed the nature of the job and the recommended specifications. The first step of the selection process is conducting a screening interview. The screening interview is the first stage because the company’s code of conduct indicates that the open interviews should not begin in the selection process. An organization establishes the abilities and efficiency of the applicant. This helps to determine if the applicant is suitable for the job position (Bach & Edwards, 2012) . The screening interview assists the organization to identify the applicant’s needs.
The second step is conducting an in-person interview. A phone interview will be appropriate in short-listing the candidates. In this stage, I will eliminate the applicants who have not met the conditions of the job descriptions and specifications. Further, I will analyze whether the applicant matches the job. In this case, the applicants will answer questions from different managers (Bach & Edwards, 2012). Sometimes, the manager for the job opportunity may not be available. In case the manager for the position is available, he or she can identify the appropriate applicant for the position. After completing the second interview, the company can examine the background checks for the applicant. The final interview involves a meeting between the manager and the interviewee. The manager assesses the availability and interest of the candidate (Bach & Edwards, 2012). The candidate gets an invitation through an appointment letter.
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The first law that should be taken into account is the understanding of the appropriate category of the employees. There is a possibility that concerns about overtime payments and insurance can arise (Guerin, 2016). Addressing the issue of employment contracts is essential. Managers should address the gender-pay differences in the organization. Employees will have confidence in the company after they discover that their rights are addressed. As a result, it will increase their performance in the organization.
Secondly, I will take into account the issue of discrimination. There are various kinds of discrimination which include age, pregnancy, and disability. It can be based on particular attributes such as sex, race, nationality, and religion (Guerin, 2016). The employees will be secure due to the establishment of non-discriminatory practices.
Temporary and independent employees encounter challenges on lack of insurance and benefits from the company. The employees can raise concerns on coverage by employment and labor laws. For instance, the employees can advocate for their rights on getting coverage. Companies treat them as independent contractors (Armstrong & Armstrong, 2012). The employees can perceive that they get those opportunities because companies want to evade tax or employment laws.
The other issue is the classification of an employee as an independent contractor after working in an organization for an extended period. The employees have no control over the issue. For example, some permanent employees offer temporary or contract services to other corporations. The other issue that can arise is the safety and health of the independent workers. Independent employees do not receive coverage from companies or labor unions (Armstrong & Armstrong, 2012). The laws to reverse the issues have not yet been approved.
I will take into account Title VII of the Civil Rights Law of 1964 which restrict discrimination on hiring or firing on the basis of sex, race, religion, or national background (Guerin, 2011) . The law also prohibits sexual discrimination. I will also take into account the IRCA (Immigration Reform and Control Act) which prevents the hiring of foreign employees. I will establish good relationships with the employees (Guerin, 2011) . All the employees will verify their identities and eligibility by filling forms one to nine. I will create a law to motivate foreigners to acquire the right hiring documents.
The human resource policies that promote a diverse workforce include:
Job training, reviews, and seminars for individuals from minority backgrounds but have informal skills
Attract young people and provide them with appropriate skills
Develop gender regulations the majority of the workforce will be women
Adhere to the laws to accommodate foreigners and minor societies
Implement flexible rules because the employee might increase
The company has achieved 40% of its goals after incorporating the policies in the HR plans. The policy that identifies the affirmative action in the organization focuses on developing gender regulations with the aim of empowering women. The company recognizes the importance of women in development. The company has a rule that limits 2/3 majority of a specific gender. The company encourages women to occupy positions in the senior, middle, and subordinate levels.
The glass ceiling effect is among the challenges affecting the organization. It involves inconsistent monitoring on the adherence of affirmative strategy. The organization has enforced recruitment policies to address the issue. There are discussions on continuous education to fight against the glass ceiling consequences. There is a need for presenting reports to the BOD about the glass ceiling effect. The issue of reverse discrimination is tackled. The company has put a restriction on the ratios of men to women in the workforce.
The advantage of addressing the glass ceiling effect is that the working relationships have improved. About 80% of the employees claim that their relationships have improved. Men and Women are aware of their roles and qualification of the positions in the company. The organization has been improving due to employee satisfaction. The second advantage is that the public image of the organization has improved. The customers have increased leading to a rise in the company’s profits. The company is also benefiting from its reputation on addressing gender issues.
References
Armstrong, M., & Armstrong, M. (2012). Armstrong's handbook of human resource management practice .
Bach, S., & Edwards, M. R. (2012). Managing human resources: Human resource management in transition .
Guerin, L. (2011). Employment law: The essential HR desk reference . Berkeley, California: Nolo.
