Managing_Organisation_and_People

Introduction This report has developed out of the necessity to successfully accommodate new hires who start their program with wrong behavior problems. It has risen due to a recent influx of new hires who have had to have immediate customer service training due to strange behavior not just towards clients but towards their colleagues too.. I am basing the report on one particular new hire that is currently under disciplinary action; my aim is to create a framework that can be applied to future instances of immediate and urgent new hires wrong behavior. Utilizing concepts and theories from the BZX628 course, I will seek to demonstrate my understanding of an actual case study of a problem and look to develop an understanding and draw conclusions of how best to deal with the situation that has arisen. The report is primarily based around people management. Problem report The current problem involves a new hire who has only completed four weeks of work. The workplace is starting to lose patience as there is no concrete reason being given for him to have such strange and rude behavior. The workplace is now exploring their options regarding termination of his contract. My team has a responsibility to ensure that ALL new hires are well introduced to Company`s procedures and developed up to Company`s standards while on training program. We also have a responsibility to the workplaces we service as they require value for money which is not occurring with the new hire as they have yet to make a meaningful contribution in the workplace. In order to meet our funding requirements from our funding body, we must progressing the new hire, therefore it is in our best interest to integrate him into the workplace to give the best opportunity of remaining “onboard” and achieving long term success. We also need the workplace to cooperate and view this as an opportunity for a young person who may prove to be a worthy acquisition in the future . I would also like to use this as an opportunity for reflection and implementation of standard procedures to use with similar cases that are becoming quite common in my line of work. To better capture the problem and promote ease of analysis, I have constructed a problem description table; 1 What was the problem and how did you recognize it' A new hire has been having lately bad behavior towards customers and colleagues. 2 To whom was it a problem (the ‘problem-holder’) and who else was involved' Myself and my team. Most importantly it was a problem for the new hire. 3 What caused the problem' Exhaustion, health problems, lack of enough sleep and the fact that he was for too long far away from his family and friends 4 How much investigation did you have to do to find out what caused the problem and how did you do this' It took a while as he is not a very talkative individual. I had to have a “face to face” deep, calm and friendly conversation in order to find out the reason of his reactions. What needed to be done, why and by whom' We allowed hIm the time off from work – three days. Enough time to catch up on some extra sleep and spend some extra time with his friends and family I also referred Him to a Doctor to assess her fitness to work and to see if any procedures could be implemented to help her. 6 Were there several solutions to the problem' If so, how did you choose between them' What demands and constraints influenced your choice' There I had chosen the above solution as I knew that he will react different at these types of extreme solutions. 7 What was the outcome of the chosen solution' He came back to work with a positive attitude. 8 Was there communication with those involved at every stage' Yes, I and the team communicated at all times in order to find the best solution. Table 3.2 (BZX628, Course activities, pg26) Problem analysis From the current method of dealing with issues raised relating to new hires behavior, it appears that we are inadequately set up to deal with this rising issue. When speaking with the team regarding how to deal with this current issue, it was difficult to find a specific procedure to follow. I decided it would be appropriate to draw up a framework for problem-solving to begin to think about dealing with the issues; A framework for problem solving BZX628, Managing and managing people, pg86) The control loop BZX628, Managing and managing people, pg104) I referred to the Control loop to plan and manage my solution to the problem. Each stage is detailed below. Stage 1 I set out criteria for success by drawing up an options comparison table; Step 1 – set objectives: New Hire successfully returning from short leave with full workplace support. Step 2 S – New hire came back to working role M – Monitoring their progress upon their return A – Line Manager R – I believe this is achievable T – Immediate effect Table 3.1 (BZX628, Managing and managing people, pg87) Stage 2 My plan is identified below under the SCHEME mnemonic; S - From previous experiences dealing with new hires behavior, it has proved useful to talk face to face. This helps establish if the person is fit to work and any special requirements they made need. I feel this is an important stage to include to find out if the new hire will be able to complete the training program. C – If the new hire does not cooperate in completing the training program , then a fee of 50% of his wages is incurred. It is important to set this money aside in case the new hire decides they no longer wish to be on the program. My plan is listed below under the SCHEME mnemonic; H – Myself in the workplace and my line manager. E/M – Sufficient amount upon return to work to help integrate and feel welcome into the workplace plus any suggestions that come out of the other team members. E – Occupational Health doctor who assesses the new hire Stage 3 To monitor the situation long term and in-depth, I will look to utilize the monitoring process we fulfill with each new hire – an appraisal that occurs every eight weeks-. I have realized that the best is to keep the new hires on track and to provide support efficiently and effectively. To standardize the process I believe the reviews should be conducted during the first week the individual returns to work and then once a month (for two – three months depending on development). As the reviews involve questioning and discussion, regular report forms being written up and exception reporting is utilized in between reviews if progress has been affected. These ways of commonly seeking information will help build up a full picture and help to assess the success of the new hires integration into work place. Stage 4 The current outcome has been very good. The new hire has been reintroduced to the workplace due to his different attitude. The monitoring reviews have given the chance for both the new hire and supervisor to voice concerns and to make sure minor concerns do not evolve into major ones. It would seem that doing nothing would be the best course of action as the objective has been reached and all components met the requirements. Conclusion The report details a successful control loop to help encourage and develop a new hire`s continuation. The path laid out in my problem analysis heavily suggests that this is an appropriate process to follow in order to ensure learners return to the workplace and make sound progression. A major flaw could be the focus on only one new hire; the details of this report are very specific to one case history and has therefore neglected any contingencies for other influences. To use this model again could cause problems if, for instance, a supervisor does not wish to continue with new hires` contract. A new strategy would then need to be developed in order to progress the new hire and create a success of them. Recommendations In order to contribute to a continuation of assessing and evaluating the value of the procedures used, it may be useful to implement records/routine statistics when other similar situations arise to help revise and plan for further situations in the future. This would need quite a lot of time to collate and analyze the information. The report has highlighted a successful model when dealing with an increasing issue in the workplace that had no previous starting point. The statement on practice Planning and control 1. I have previously used a transformation process to break down work based tasks that I carry out to review what processes go into it and what we get out of it. The value of doing such a task is that you can critically lay out information and easily identify areas that could be improved. I have been unable to incorporate the transformation process into my current role as I was used to the basic flow chart and didn’t feel confident to review any of my current tasks adequately enough to evaluate strengths and weaknesses. 2. Since completing the table (see below) I realized the problem was a lack of understanding from the Line Manager point of view. He does not understand that the review process is a development tool and is not intended to be a basis to dive straight into a disciplinary. He also does not realize that new hires should not be up to the standard of an employed member of staff. Describe the activity: Retail Activity – Products sold in Duty Free Areas Inputs Transformation Outputs Negative consequences the stress that is given to our staff leads to situations where Customer Service is not up to standards Before the course, I was unaware the depth a simple task could lead to. I have now completed the first two sections of the control loop and feel confident to progress through the final two stages. I have now come to realize that we must take responsibility with informing all contributors to the apprenticeship program, carrying out the course activities has helped me be more proactive in the workplace. 2. When completing table 1.3, I realized that I had become more proactive with shaping my working role. I have since developed my workplace activity which has involved greater control and contribution to the internal verification process that our new hire qualifications must go through. This has been useful as I have been able to learn these new skills and put them into practice. References The Open University (2010), B628 Course Activities; Milton Keynes: The Open University The Open Univer