Collaborative Relations Employee Engagement: Recruitment, Career Development, And Employee Relations Essay For National Australia Bank HRM.

Discuss About The Collaborative Relations Employee Engagement?

Human Resource Management (HRM) is a systematic way to prepare a strategy for the organization’s employees so that they feel driven and motivated to achieve the targets for the organization (Jiang et al., 2012). The HRM plan is the document having the strategic planning, which the company is proposed to follow for few upcoming years so that the objectives can be achieved (Buller & McEvoy, 2012). This assignment discusses about the organization the National Australia Bank and after prioritizing the human resource management related issues in the organization finalizes three programs for the HRM planning process. These programs are recruitment, career development and employee relations. This assignment will be discussing the strategic importance of the programs, its objectives and recommendations with respect to the National Australia Bank.

Recruitment process is very crucial for any organization as hiring an honest and skilled employee can enhance the turnover of the company. The National Australia Bank is suffering from strategic failure and according to the higher authorities; their strategy ‘growth by overseas acquisition’ has made their companies growth stagnant at one position only (The Conversation, 2016). Therefore, recruiting new employees for marketing and development positions can help the organization boost its growth. As the bank is now focused on the Australian market, therefore recruiting new employees will allow the authorities to open branches in remote and rural locations in Australia, which will help in the expansion of process (Chambers & Tripple, 2012).

• The aim of the recruitment program is to recruit candidates who fulfill the job competency requirement and are important for the company expansion in future.
• As the company has faced years of loss with respect to financial loss and human resource loss, the company should recruit candidates, who remain in the organization for at least 5 years so that the retention ratio can be improved (Buller & McEvoy, 2012).
• The recruitment process should not be complex and the candidates should be selected depending on their skills and knowledge.
• The recruitment process should be completed within minimal cost and effort. Further, the recruitment process should involve fresher candidates as the company can utilize their fresh energy in the company expansion (Buller & McEvoy, 2012).

• As the organization is keen to expand their process and want to focus on the marketing and strategic planning departments the recruitment process should be divided into phases for these two sections of the organization.
• The organization should promote the recruitment process though print and social media and clearly put the information and required profile for the posts. This will help to spread the recruitment related news without any effort and people will be able to apply for the post through the company website (Jiang et al., 2012).
• The recruitment process should involve 10 to 20 candidates for each department as choosing one or two candidates from the pool of 20 efficient candidates becomes easier for the organization (Chambers & Tripple, 2012).

After the failure of the company’s foreign strategies for expansion, departure of some important and experienced employees has highlighted the companies need to introduce career development program for the rest of the experienced employees in the operating. Further, several employees have asked the management in written application to start career development program that will provide them an opportunity of promotion (Daley, 2012). This is important as the employees deserve the chance for equal progression and hence a transparent career development plan for the retained employees should be introduced in the organization. Furthermore, the career development program is not only beneficial for the employees of the National Australia Bank, but also for the organization as the company will be able to identify and retain the employees for the expansion and developmental process of organization (Elnaga & Imran, 2013).

• Introduce career development process for the employee skill enhancement and promotion program and should include tenured employees of the organization.
• The organization will hire supervisors who will assess the employee performance of the candidates, who are enrolled in the developmental process.
• The appraisal process will focus on three aspects of the enrolled employee, their work ability under pressure, their honestly and commitment towards organization and their ability to acquire new skills (Townsend, Wilkinson & Burgess, 2014).
• The process will be able to convey the organizations commitment towards the staff career development.
• Staff who are involved in the marketing and development department will be enrolled in the appraisal and career development program, as their strategic planning will lead the organization to grow (Daley, 2012).

The supervisors, assessing the candidate performances for appraisal process should be able to identify the talented staff for the appraisal process and should decide the criteria depending on the individual’s ability to work under different roles and conditions.

• The organization should introduce a department namely career development counselling so that candidates who are unable to understand their career development goals can take help from the department to set up goals for their future professional life (Vaiman, Scullion & Collings 2012).
• The organization should start discussing the needs and aspirations of the staff so that employees can assess their needs and requirements from the organization and the supervisors can convey the message to the higher authority (Elnaga & Imran, 2013).

Program objectives

Employee relation is an important aspect for the growth and development of individual as well as organizational growth. The workplace where employees are able to maintain a healthy relation among each other is able to make decisions for the betterment of it. As the National Australia Bank wants to find its base in the Australian market again, it needs a team of employees who are able to share the work pressure among themselves and lead the organization to increase its productivity (Vaiman, Scullion & Collings 2012). Furthermore, there are several decisions that need discussion with seniors and other fellow employees such as in the developmental and marketing department. Discussion led employees to understand different perspectives. Therefore, the HRM plan for the National Australia Bank should include employee relation enhancement plan (Anitha, 2014).

• The first objective of this relationship enhancement program is to promote mutual trust among the employees so that the workplace environment becomes friendly and easy to work within.
• Secondly, arrange motivational and influencing sessions to improve the workplace environment (Ruck & Welch, 2012).
• The organization will develop policies and norms according to which, helping newer employee will be mandatory for the experienced staffs so that a better relation can be created between fresher and experienced employees.
• The other aspect, which is employer employee relationship, should also be improved by introducing skill development, health beneficiary program, and retirement plans so that the harmonious relation between employer and employee can be retained (Townsend, Wilkinson & Burgess, 2014).

• The organization should organize parties and dinners so that the staff can avail chances to know about each other and can improve a cordial relationship.
• The organization should organize sessions about the work and life balance and its importance. This will help the employees to trust upon the bank high authorities.
• The employers should organize sessions such as rewards and recognition and should facilitate employees, who perform their roles excellently and manage to help others in organization as well (Ruck & Welch, 2012).
• The organization should focus on the communication development program within the employees. Arranging team meetings, departmental huddles so that the employees can share their doubts and concerns will enhance the organizations ability to combat adverse situations (Vaiman, Scullion & Collings 2012).

Conclusion

The National Australia Bank is suffering from strategic failure and therefore the Human Resource department is responsible to find out strategies that will help in retention of the old and loyal employees. The HRM planning for this organization was focused on three aspects recruitment, employee relations and career development as these were the identified issues because of which, employees were leaving the organization. Therefore, the assignment provides detailed analysis of these aspects and provided recommendations to achieve it successfully.

References

Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International journal of productivity and performance management, 63(3), 308.

Buller, P. F., & economics, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), 43-56.

Chambers, R. C., & Trippel, E. A. (Eds.). (2012). Early life history and recruitment in fish populations (Vol. 21). Springer Science & Business Media.

Daley, D. M. (2012). Strategic human resources management. Public Personnel Management, 120-125.

Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European Journal of Business and Management, 5(4), 137-147.

Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), 1264-1294.

Ruck, K., & Welch, M. (2012). Valuing internal communication; management and employee perspectives. Public Relations Review, 38(2), 294-302.

The Conversation. (2016). National Australia Bank – 30 years of strategy failure. The Conversation. Retrieved 8 February 2018, from https://theconversation.com/national-australia-bank-30-years-of-strategy-failure-55159

Townsend, K., Wilkinson, A., & Burgess, J. (2014). Routes to partial success: Collaborative employment relations and employee engagement. The International Journal of Human Resource Management, 25(6), 915-930.

Vaiman, V., Scullion, H., & Collings, D. (2012). Talent management decision making. Management Decision, 50(5), 925-941