Hr Service Delivery Evaluation

Plan for collecting feedback from clients

Following the implementation of the Ulrich classical model in JKL Industries, there is need to check the productivity of the company. Involving clients is the best approach of checking productivity. It is essential that employees are given a chance to compare the company’s effectiveness before and after the change. This paper advocates for the use of a five part questionnaire to measure customer satisfaction.

The first part of the questionnaire captures customer details. This section will give the customer a chance to give the details of their company. While clients are not forced to provide all the details in this section, the data provided will give the company an idea of the performance of each employee based on the clients they serve and their organization. This information may be used to provide a basis for employee incentives in the future. However, this additional information has been omitted to avoid the employees from influencing consumer feedback.

The second part of the feedback form captures the quality of service provided by the company’s employees. Consumers will provide the information with regard to customer service, time observance, employee response and product. This section will serve to provide the company with information regarding the competence of its workforce. It will also help to inform the company about the areas of service quality that require to be improved.

The third part is the part that enquires about the team’s engagement on the task ahead of them. This will serve to inform the management if the company’s employees are motivated to do their job. This part specifically checks on the training system of the company as well as the company’s compensation system and reward scheme. In cases where any of these systems is a weak one, the company’s employees are likely not to be engaged and be bound to other matters that are unproductive to the company.

The fourth part of the company highlights matters of employee behaviour and skills. Employees who are not well-behaved are likely to cause client erosion and a reduction in company performance. The motivation and training systems seek to improve these areas and to make employees more respectful and increase their skills. Failure to perform in this area is a sign that training is lacking and a better option should be adopted.

The final section of the company allows the employees to give his final word and explain what he feels the relationship with the company is likely to be. Employees who believe that the system is doing well or has a potential for performance will allow the company to continue serving its needs. Employees who feel that the company has deteriorated will prefer to withdrawal their business from the company.

The questionnaire highlights different areas of the company. It gives the company a chance to measure its image and compare this with past performance. This method will be able to identify weaknesses in the HR system and preferably offer means to improve such areas. The company should provide clients with this form upon every transaction with the company. Someone should also be given the role of following up with these forms to ensure that a good percentage are returned.

Part B

Recommendations for changes to HR service delivery

Following a survey into the newly elected HR service delivery, the company has determined that several changes need to be made to make it more effective. Some of the changes need to be effected gradually while others need to be effected with immediate effect. This report advises the company on the way forward and highlights the areas the company needs to change.

Recruitment system

First, the company has determined that the recruitment system is slow and time consuming. The process has taken a lot of company time that had not been foreseen. To this effect, the company needs to make changes to the recruitment system. Most of the time is however being wasted on matters of making job offers and conducting interviews. While the company had intended to transfer the role of conducting job interviews to the recruitment agency, it was later determined that most of the employees provided by the agency were barely interviewed. For this reason, the company resumed the interviewing role. Only this time, the role had been made more cumbersome by the increased competencies that were measured.

To improve the speed at which job offers are made, the company should implement a system of making such offers. The company should elect one office in the HR department that will be given the role of determining when a need to employ a new employee is genuine (Pollitt, 2007). All requests for employees will then be made to this office. The employee request office will have on standby a set of job offer letters to cater for every position within the company. This way, job offers will be made and filled more readily. This office will also determine when the employees who have not been obtained by the company will join the workforce.

To deal with the slow method of recruitment as the company sees the need to, the company should adopt alternative methods of recruitment. Specifically, the company should adopt online recruiting methods. The HR personnel should be tasked to look for personnel through LinkedIn and other online recruitment tools. This method has been known to be effective to companies like PricewaterhouseCoopers and 7-Eleven in Australia have used this method of recruitment successfully (Cohen, 2014). Since this method of recruitment is cheap, the company can increase its effectiveness by using the social networks of its employees to get access to more employees. Specifically, the company should advise employees to start social networks to invite employees to the company for jobs. Employees who will be employed through the referral of a current employee should earn that employee a certain prize of, for example, AU$500. This will motivate employees to participate in the recruitment exercise. Since method is free unless an employee is employed, the cost that will be incurred on recruitments is reasonable. This method will also make it possible for the company to take advantage of the passive job seekers who are willing to change their employers but are not actively looking for employment.

The company should also list its jobs on LinkedIn to make its job offerings more visible to the outside world. While LinkedIn will cost the company some money to advertise, the advertisements will always appear whenever people who meet certain requirements set by the company search for jobs on LinkedIn (Cohen, 2014). LinkedIn also gives those who pay for job posts higher priority on job searches by placing them strategically for potential employees to see them. Since LinkedIn is a global platform, it will also offer the company a wider exposure to the company hence enabling the company to obtain a more diverse labour force.

Interviewing process

The management has complained that the interviewing process is too long. The interviewing process can be eliminated altogether. In its place, the company will adopt other methods of measuring an employee’s capability before he is formerly employed. His interview process will be on the job and will serve to get things done for the company. Rather than interviewees taking company’s time, the company will learn about them by putting them on the job for a limited period over which their performance will be documented and analysed. This period of time will take a minimum of three days and will be compensated at casual rates (Tonina, 2013). If the employee is determined to be insufficient for the position, he will be dismissed after this period. If he is accepted as a prospective employee, he will be employed under probation for three months. During this time, the employee will be paid the normal company rates and will qualify for all benefits given to individuals in his position. If the individual still seems competent after the three months of probation, he will be permanently employed.

Performance management

Another section of HR that has failed to be effective is performance management. The management have found the method to be too time consuming and ineffective. The method previously employed was performance contracts to ensure that employees gave the best they could to keep working with the company. The performance contract took a lot of time to fill at the beginning. Secondly, while the employees have filled their contracts twice, there has not been proper assessment of previous performance for the employees. The purpose of the contract forms has not been put to effect. Instead, employees only fill the forms as a formality after every three months.

To deal with this situation, a different method should be adopted. The method should have three levels. The first level of the model is the planning level. In this level, the employee will be required to make targets that are aligned to the goals and objectives of the company (Hrcouncil.ca, 2014). This will be done through the help of supervisors. The employees will do this annually. The second process is a continuous one. It will happen throughout the period of tenure. Throughout the period of tenure, the employee will be a located a date each month when they will present their performance for the previous month to their supervisor. This process will allow the employee to get advice from the employee and for the employees to identify areas of weakness of the performance management system. Finally, the management process should have an employee performance review process. This will be done annually and will allow the company to determine the challenges that employees are facing in their tenure. The company will also determine if employees deserve to continue serving the company. If performance continues to worsen or if employees are suspected to be working another job, then they will be dismissed or suspended as the board will find appropriate.

Remuneration and benefits scheme

Due to the inflexibility of the remuneration and benefits schemes of the company, it has been difficult to attract highly qualified mechanics to service medium and large trucks. The company should therefore create another method of remuneration that is negotiable with each employee (Botha, 2014). This will enable the company to identify and attract high quality employees from other companies and from recruitment agencies. Employees who have a clear record and who are working with another company will be offered a remuneration package that is relatively higher than his current package (Johansen, 2010). This way, employees will be more capable of remaining in the company and being attracted to the company. Better packages than the average rates will also be offered by the company. The company will also give its employees better benefits including education support and health insurance (Stepukonyte et al., 2010).

Paper driven employees

When employees are paper driven rather than people driven, little growth is established. Paper driven employees are only intent to make sales for the company for the sake of the commission and performance measures put up by the company (Alter, 2008). This method does not, however, guarantee growth to the company. For long-term growth, a company should be intent at maintaining customer relationships through the offer of superior products and services. The company has not been doing well in this sense. It should therefore put up measures to encourage customer retention rather than blind sales.

Employees should be encouraged to provide value to the consumers. This way, consumers will feel that the employees are more people driven (Alter, 2008). People-driven employees are likely to attract and retain more customers. This can be encouraged through training. Clients should be offered a money back guarantee if unethical sales are made. This will reduce the rate at which employees make bad sales. Employees will also strive to make a positive relationship with customers to prevent bad impressions.

In conclusion, while the previously accepted HR delivery model was seemingly workable, certain weaknesses have been identified. This report documents measures to deal with those issues and improve on the current HR delivery model. It includes measures to improve the recruitment method through, mainly, inclusion of online recruiting methods, elimination of interviewing, creation of a job offering department and the improvement of the performance management method.

References

Alter, J. (2008). Sales and Marketing. Springer, 269–275.

Botha, J. (2014). 10 quick wins on employee remuneration and benefits: finance: remuneration. HR Future, 32–33.

Cohen, M. (2014). Online Hiring Tools are Changing Recruiting Techniques. Nytimes.com. Retrieved 17 September 2014, from http://www.nytimes.com/2013/05/16/business/smallbusiness/online-recruiting-efforts-gain-ground.html?pagewanted=all&_r=0

Hrcouncil.ca,. (2014). Performance Management | Keeping the Right People | HR Toolkit | hrcouncil.ca. Retrieved 17 September 2014, from http://hrcouncil.ca/hr-toolkit/keeping-people-performance-management.cfm

Johansen, M. (2010). Remuneration, working hours and staff benefits.

Pollitt, D. (2007). Recruitment (1st ed.). Bradford: Emerald Group Press.

Stepukonyte, E., Skudiene, V., Huetinger, M., Barvsauskas, P., Abramavivcius, K., & Mavciulis, N. et al. (2010). The impact of remuneration and benefits on employee’s motivation.

Tonina, N. (2013). Experience-Driven Leader Development: Models, Tools, Best Practices, And Advice For On-The-Job Development, 299.