In Human Resources so many real-life experiences are encountered. From cases learned from directors and insight stories it worth to be informed of some shallow instances that HRS has undergone.
One of them is how to achieve gender diversity. In the recent past, HR managers have been stuck when delegating duties to their staff. In some instances, there are duties that are associated with men while others are associated with ladies. This makes decision making quite difficult. In some instances, you have to delegate a role to an employee, parallel to their gender. For example, in the Singapore water purifying company the number of female workers is not promising. This is bare because the activities undertaken in the industry are traditionally held for men. In such as context there have been recognizable efforts by various concerned parties to ensure they take a series of diversity intensive initiatives to encourage the privileged gender to take up roles in such companies.
Employees being tucked between marina bay sands
This facility opened with a primary goal of operating and continue running their business. However, they had a crucial responsibility of creating a comfortable working environment and create a diverse pool for 9500 employees. They introduced a core working space Heart House to retain employee attraction to their organization.
HR strategies to engage a mature workforce
During the national day rally speech in Singapore about two years ago, the government announced their plan to raise re-employment age of local laborers from the current 65 years to 67. Giving an example with himself, he said that most of the people above the age of 60 years want to work longer and should not be blocked from doing so. The proposals were taken in such a serious note such that the retirement and re-employment bill was amended in 2016 and approved by the parliament to improve re-employment opportunities for elder workers by effecting change that would take effect from 1 July 2017.
Building obstacles behind constraining employment involvement
This was a research by HR Practitioners to direct effects of successful employment and engagement. This situation was reached due to turnover being the largest problem facing HR Pr actioners nowadays.
In this research, various recommendations were made such as employees who worked for blue-chip companies were five times more engaged compared to their colleagues in small organizations. Also, it was found that the employees with high-performance accreditation were three times more engaged compared to the less performing employees. It was also found that companies that execute routinely employee’s feedback have turnover rates that are 14.9 less than companies with employees who receive no feedback. If the employees are highly engaged in the organization operations then the absenteeism level is likely to lower. Also increasing employee’s engagement in an organization can increase investments that would lead to an increase in the turnover of the company.
A warm welcome to new employees
It has been found that welcoming new employees and making them feel part of the family allows the employee to grow and the organization will reap returns in the long run. This is obvious to humans who tend to be more loyal to a person who regularly involves him in his operations.