Human resource management (HRM) is considered as one of the key determinants of success in any given organization, as it establishes a front for improved organizational performance focusing on the use of human capital. Effective management of human resources (employees) maximizes on an organization’s ability to achieve its strategic goals and objectives. Publicly-funded agencies are expected to adhere to the same HRM practices that govern performance in private entities. It is expected that the agencies would establish themselves in a position that would help build their capacity to take advantage of the human capital to achieve their respective goals. The objective of this report is to evaluate HRM in a public agency to determine its processes, and workforce, and provide recommendations. The agency for this report is the Georgia Department of Juvenile Justice, which is a state agency mandated with the operations of juvenile correctional facilities. Like any other organization, the Georgia Department of Juvenile Justice has committed itself to creating a robust yet functional system to aid in the management of its human resources (Gossett, 2003). An analysis of the department shows that its human resource department boasts of three important components that define its success in HRM. The first notable component is staffing. Staffing focuses on the idea of having the right number of employees that would serve as a guarantee that an organization is able to achieve its projected goals (Zhang, Wang, & Cao, 2012). As part of its recruitment, the Georgian state government focuses on whether the employees have the skills required. That has been of great importance in ensuring that the department is well staffed. The second component of HRM in the department is human resource development (HRD). HRD is a component that relates to imparting knowledge and skills among employees as a way of getting them attuned to their new roles (Alcázar, Fernández, & Gardey, 2013). As part of its approach to the development of human resources, the department has out in place training programs where employees are taken through a week of orientation. The training program serves as a guarantee that the employees working within the department would be in a much better position of delivering on what is expected of them. Additionally, this helps in guaranteeing future performance of newly acquired employees working within the department. The third component associated with the department HRM is maintenance. Maintenance focuses specifically on the ability for an organization to retain its employees. The Georgia Department of Juvenile Justice has worked hard to create an environment that promotes job satisfaction among its employees (Gossett, 2003). The department has also created platform for employees to talk about some of the issues that they are facing. The ultimate impact that this has is that it has helped reduce employee turnover significantly. In an evaluation of the Georgia Department of Juvenile Justice employment trends, growth, and delivery, what can be noted is that several key implications are affecting its workforce in a significant way. To begin with, competition for talent is one of the key factors influence employment trends within the department (Georgia Department of Juvenile Justice, 2018). Organizations often find themselves competing for talent within the workforce, which becomes a key issue of concern in management of human resources (Rothwell, 2011). Despite its push to acquire the best employees to fill its positions, the department experiences a wide array of limitations in finding the best talents attributed to the competition that it is facing in the labor market. That is despite the fact that the United States is experiencing a soaring unemployment rate. The issue that the department faces is inability to find employees that match their expected goals in terms of service delivery. The second implication that has had a major impact on the Georgia Department of Juvenile Justice’s employment growth is the ever-evolving employment laws and regulations (Georgia Department of Juvenile Justice, 2018). Labor unions across the United States have been on the forefront in pushing for changes to employment laws governing the recruitment process, training, and retention. These changes have impacted the department, as it finds it much harder during its recruitment process. The challenge has been that the department is expected to publish all materials and information associated with its recruitment to help build transparency. While focusing on service delivery, the department has shown a high level of commitment in seeking to reposition itself to offer rehabilitation to juveniles (Georgia Department of Juvenile Justice, 2018). The main implication that has affected its service delivery capacities is the need to use the internet as a tool to engage with the community. That becomes a challenge, as it results in more scrutiny to its approaches to service delivery; thus, affecting its ability to deliver on set out goals. One of the key challenges that the Georgia Department of Juvenile Justice is facing is its inability to acquire employees with the right skills and competencies that would fill some of the vacant positions. To help deal with this challenge, the department may need to take advantage of modern approaches to recruitment. An example would be the use of social media to invite qualified candidates to apply for specific positions. Use of modern recruitment methods and approaches serves as a guarantee that organizations would be in a much more effective position to attract employees with the right skillset and talents (Rothwell, 2010). The department may need to change its approaches to recruitment with the intention being towards enhancing its ability to position itself as a leading employer in the job market compared to some of the private entities in the state. A managerial skill that the Georgia Department of Juvenile Justice would need to consider in its bid to filling managerial positions is acting as an agent of change in its service delivery. The department needs leaders who are committed to change in the society. From this perspective, the department may need to come up with a well-structured plan on how it will position itself as an agent of change. Basically, this means that the department would need to engage in training and development of its employees as a way of ensuring that they become much more effective based on the positions they hold. The expected implication is that this would help motivate its current employees to work harder as a way of trying to achieve the department’s goals and objectives. Generally, this would serve as a guarantee that the department would attract the right candidates to fill its managerial positions. The title of the consultant position I am holding currently is a business consultant. The first and most important specification required of the job is that one must have broad knowledge on the operations in organizations, which may include both profit and not-for-profit organizations. It is expected that one would make use of the knowledge to identify some of the key areas that may require improvements as a way of guaranteeing organizational performance. Another key specification associated with this position is that one must have unqualified problem-solving skills. The need to solve problems and challenges is one of the key expectations for any business consultant, as this would be of value in advancing organizational performance. From this perspective, it can be argued that indeed business indeed business consultants often need to establish themselves based on their ability to deal with possible problems or challenges encountered.
My position is of great importance in different departments within the Georgia Department of Juvenile Justice. Firstly, my position is important in the recruitment, training, and retention of employees. During each of these stages in human resource management, I am expected to ensure that the organization is positioning itself to meet its set goals. As a business consultant, I must ensure that the management of human resources inclines towards prospective goals defined by the leadership. I am expected to engage with those involved in each of the process from where I would be able to make necessary corrections or improvements. Secondly, my position is important in performance evaluation. As a business consultant, I have knowledge that would advance my capacity to engage in performance evaluation. The department may use my position to evaluate different employees working in the department with the expectation being to determine the effectiveness of each employee.
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Conclusion
Management of human resources (employees) is considered as being one of the areas that advance possibility of success in an organization. It is expected that organizations, both profit and non-profit, would make use human resource management in a manner that would establish their competitive advantage. The focus of this report was to analyze different areas of human resource management in the Georgia Department of Juvenile Justice. The analysis shows that the department remains committed to creating a robust yet functional system that guarantees overall effectiveness in the management of its employees. The main components associated with its approach to HRM are staffing, human resource development (HRD), and maintenance. The implications that have had a major impact on its employment trends, growth, and delivery are competing for talent and ever-evolving employment laws and regulations. To help improve on its capacity to engage in recruitment, the department may need to adopt take advantage of modern approaches to recruitment, as well as, act as an agent of change.
References
Alcázar, F. M., Fernández, P. M., & Gardey, G. S. (2013). Workforce diversity in strategic human resource management models: A critical review of the literature and implications for future research. Cross Cultural Management: An International Journal, 20 (1), 39-49.
Georgia Department of Juvenile Justice. (2018). Department of Juvenile Justice: Strategic Plan. Retrieved from http://www.djjnewsandviews.org/docs/20182021strategicplanold.pdf
Gossett, C. W. (2003). The changing face of Georgia's merit system: Results from an employee attitude survey in the Georgia Department of Juvenile Justice. Public Personnel Management, 32 (2), 267-278.
Rothwell, W. J. (2010). Effective succession planning: Ensuring leadership continuity and building talent from within. New York: AMACOM.
Rothwell, W. J. (2011). Replacement Planning: A Starting Point for Succession Planning and Talent Management. International Journal of Training and Development, 15 (1), 87-99.
Zhang, L., Wang, H., & Cao, X. (2012). Knowledge management component in managing human resources for enterprises. Information Technology and Management, 13 (4), 341-349.
