After departing from the previous position as a certified education administrator, I have decided to open a private in-home daycare for children aged three to ten. The in-home daycare requires part-time assistant employees to care for the children. Over time, the area population has grown significantly due to business growth, and many families are relocating to the demographic area. This rapid growth means that new houses and businesses will be developed, indicating long term goals for the in-home care business. As such, the daycare business needs an expansion because many children lack the daycare services. First, there is a need for a larger facility to accommodate the growing numbers, and more staff is needed to provide daycare services. The team will consist of a Nurse professional who is registered, five after-school attendants, and an office support paraprofessional to make a total of seven additional staff. The bank has given the go-ahead loan approval with future loan qualifications if the current endeavor is successful. The state requires a staffing plan provision before issuing operating licensure for the growing business capacity. In this paper, I will identify the two most suitable staffing models for the business model and choose an excellent fit. Then, I will predict significant potential legal issues that the business might experience when offering equal employment opportunities and workplace diversity. Aim at airing the right professionals with the required certifications and identify a transparency method within the staffing model. Next, I will outline three specific tasks needed to analyze, develop, and identify job requirements to be included in the job descriptions. Then I will predict the frequency by which the job descriptions will be adjusted and reviewed as the company grows. The final task will be to describe three methods of dealing with high employee turnover, the availability of the right employees with the proper knowledge, skills, and abilities. I will then provide the primary manner in which the succession plan is advantageous to the company.
One of the most significant staffing models to use in the daycare business would be staffing quality. This model comprises of person/job match and person/organization match. The person/job match aims at matching personal characteristics and the job requirements to have a desired human resource outcome ( Adler, 2000). In this model, the person has motivation and qualifications (KSAOs)while the job has rewards and requirements. If the person matches the job, then a positive impact will be on satisfaction, attraction, retention, performance, and others. The rewards match with the person's motivation while the job requirements match with the KSAOs. As the daycare manager, I will ensure that each applicant is assessed according to the job rewards and requirements. There will be a dual match between motivations and rewards and KSAQs with requirements. The focus of the staffing model will be to offer a long-term hire.
Delegate your assignment to our experts and they will do the rest.
A person/organization match ensures that the person matches both the organization and the job rewards and requirements. Organizational values, multiple jobs, future jobs, and new job opportunities are the matching qualities added to the person/organization match model ( Adler, 2000). The hires should perform all-new job duties that will be added in the future and should also offer flexibility to perfume multiple tasks. This type of matching has a long-term matching process, and each applicant will be assed first on the person/job match, then the person/organization match will be explored.
Strategic planning is another of staffing models that combines succession, short-term, and long-term staffing concepts ( Adler, 2000). This plan will account for the daycare business plans to ensure that the purpose and the goals are achieved through a talent perspective. The staffing levels will be evaluated to check for surplus or deficit in the staffing. Skills assessment will be performed to identify if there is a match in the ability and experience required for the company's success. Strategic planning also involves training, which will rectify any gaps in employee skills.
The best-suited staffing model will be quality staffing because of its efficiency, growth, and productivity for the daycare business. It is critical to hire qualified staff who will handle the children and have all the requirements and motivation. The team should also possess interpersonal skills to engage in effective communication with the parents and children joining the daycare. The employee must also maintain desirable behavior, be flexible, open-minded, and ready to perfume any additional duties that will arise in the future. Getting the best match for the job and the organization will positively impact the retention, performance, attendance, and satisfaction as the HR outcomes.
The primary legal issue that is likely to occur is providing equal employment opportunities for all nationalities. The United States law of EEO prohibits employers from discrimination based on color, sex, nationality, ethnicity, age, marital status, disability, religion, and pregnancy. It states that opportunities should be provided equally for all. This legal issue might arise when the selected candidates belong to the same ethnicity, color, race, or gender. Other applicants who might not have the necessary qualifications might forward complaints to the law department, which might cause legal issues for the daycare business. Effective communication, employee engagement, and healthy workplace culture are ways of ensuring transparency in the staffing model.
As the company manager, I will communicate effectively with employees, be on the same page, lead with honesty, and create an open workplace culture where employees can fully express themselves without fear. Transparency in the workplace is critical because it strengthens the company culture, engages employees, and improves customer relations.
The first task will be to do a job analysis by gathering, interpreting, and processing the job tasks to have accurate information about the job and efficient organization performance ( House, & Wigdor, 2017). The analysis will entail interviews, observations, questionnaires, and salary surveys. The interviews will determine which tasks are performed, and observations will tell how the jobs are done. As the manager, I will collaborate with one of the sitting employees to review the results and make any amendments in skills, knowledge, physical characteristics, experience, and position abilities.
The second task will be to define the critical functions of the position. I will ensure that requirements are genuinely essential to do the job. I will also establish how long it takes to perform the given tasks and how frequently it is done. Next is to check the consequences of not delivering a particular job will have on the operation of the daycare business. This step will answer the questions, Are the consequences severe or mild, and what is the best and worst-case scenario? Can the tasks be changed or redesigned? Can another employee be reassigned a particular task? Once these questions are answered, then the essential function will be defined. The job description will state cleared how the tasks will be performed, and also give guidance on whether the job can be done with or lack of accommodation.
Task three will involve data organization so that the job description looks the same for all the positions. For example, the job description will include the job title, followed by description, skills, requirements, education, responsibilities, essential functions, work environment, salary, date, and any other duties.
These job requirements will be renewed quarterly due to the business's rapid growth and the possibility of the need for change and service improvement. The frequent renewal will address any challenges, needs, and gaps in the daycare business and check customer satisfaction and needs.
The first way to deal with employee turnover and availability of required skills, knowledge, and abilities is to employ the right people. ( Wilkens, 2020) I will ensure that the interviews are conducted carefully, and the right persons who march the job and organization values are chosen. Asking the employees questions and ensuring that they understand the company culture will help determine if they fit well with the organization culture and how they react to certain situations.
The second way to reduce employee turnover is to offer a competitive salary and compensation benefits. The human resource will help get the right data about pay packages, significant benefits, bonus structure, and flexible work schedules. This method will ensure that the employees are not underpaid, and they enjoy the necessary work benefits to their satisfaction. The compensation benefits will be renewed after a year or two to match the market and economic trends. Attention will be given to the employee's needs and flexibility to their schedules to ensure they are comfortable and have a conducive work environment.
The third method will to recognize and reward the employees who achieve the company set targets and who improve in their productivity. This strategy will ensure that the employees remain motivated and competitive because of the set benefits. Promotion, gifts, and career development will be part of the reward system to encourage the employees to work hard and maintain productivity. As the manager, I will interact with the employee and praise those dedicated to their responsibilities and assigned tasks.
Succession planning will be beneficial to the company because it will ensure that the organization's right employees remain. The plan will also be cost-effective because huge costs will not train and hire new people. It will have a long-term service to the company, and the best employees will not be lost to other competitors.
References
Adler, S. (2000). The Changing Nature of Performance: Implications for Staffing, Motivation, and Development. Personnel Psychology , 53 (1), 233. https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=2919247&site=eds-live&scope=site
Wilkens, M. (2020). Employee churn in after-school care: Manager influences on retention and turnover. Journal of Youth Development , 15 (1), 94-121.
House, R. J., & Wigdor, L. A. (2017). Herzberg's dual‐factor theory of job satisfaction and motivation: A review of the evidence and a criticism. Personnel psychology , 20 (4), 369-390.
