C234 -Workforce Planning Task 2 - CH PDF

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Firefighters case...

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Task 2: Workforce Planning, Recruitment, & Selection

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A. Discuss 3 causes of workplace conflict 1. The first conflict came from poor management and communication between city officials and the firefighting department. If management paid closer attention to financial management and communicated needs throughout the year, they would have a better chance of planning and hiring the appropriate number of firefighters, resulting in a better financial outcome. 2. The second conflict is unrest within the current fire department force due to sudden pay cut that they will have to take. As a result of working overtime and increased pay for a prolonged time, many firefighters made additional investments, which will be impossible to maintain due to the proposed cut. 3. The third conflict is the possibility of lower morale within existing employees, resulting in a bad outcome for citizens and newly hired firefighters. Many firefighters could stop showing up to work on time, or refuse to help in training new hires. B. Discuss 2 possible short-term outcomes if the conflict is not resolved 1. The high absenteeism might be one of the outcomes if the conflict is not resolved. With low morale, firefighters might start calling in sick more often, which will cause even more significant problems in covering shifts and require even more overtime for employees that reported to work. 2. If the feeling is that the city does not care about the burden of cutting overtime on employees and their families, the quality of work might be changed drastically. Not providing expected care and service, department and city might experience negative publicity and community criticism. C. Discuss 2 possible long-term outcomes if the conflict is not resolved. 1. If the conflict is not resolved, sick calls might grow into collective absenteeism and strikes. If it comes to strike, employees might decide to occupy buildings and refuse to work. Allowing the situation to escalate to this proportion city might be facing more significant issues like jeopardizing citizens safety in case of an event. 2. Experienced employees might not train newly hired firefighters due to refusing extra work for no additional pay. If newly hired firefighters aren't trained properly, they won't be worth the extra payment. Untrained firefighters might get injured while on the job, and not be able to help people in danger, and become a liability to the city and the department. D. Discuss 3 possible actions for resolving the current conflict about overtime pay. 1. Both the city and fire department management and firefighters should hold meetings and try to resolve the current situation. In the session, both sides should present their frustrations and ideas for a resolution. After listening to each other's issues and proposals, they should try to reach a mutual agreement.

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2. Suppose parties cannot reach a mutual agreement, so they should involve a third party and enter the arbitration process. The arbitrator should listen to both sides thoroughly and decide that would be the best outcome for everyone. In this case, everyone would have to respect the decision since the arbitrary decision is legally binding. 3. The city major should reassess and atone the initial decision. Making comments such as "that's their problem" will not help unrest. Such statements will aggravate the situation and cause a deeper conflict. Reassessing the current situation and coming out with a plan showing a gradual reduction of overtime might be a significant step toward resolving the current conflict. By showing that management cares and giving E1. Identify and discuss 2 basic components of a work culture that prevent negative conflict. 1. Respecting individual is one of the essential components of work culture. When an employee does not feel the respected possibility of escalation of conflict is much higher. By giving someone a chance to voice out their issues with the situation and actively listen to them, the person will feel respected. 2. Good communication with employees is a great way to familiarize yourself with the issues and negativity reasons. Good and open communication between management and employees can help avoid conflicts within an organization solve the issues and avoid conflicts. Recognizing the problem and where it is stemming from is crucial in finding the way to solve the issue before it grows into something bigger. E2. Create 2 new specifications that relate to a candidate’s ability to effectively manage workplace conflict. 1. Must show excellent communication skills in both writing and speaking 2. Demonstrate the ability to stay calm during a stressful situation E3. Create 3 situational interview questions designed to illuminate a job candidate’s competency in managing a workplace conflict 1. You and your partner are given a task to complete by the end of the day. You split the work, and 2 hours before the end of the shift, you finished your part. When you asked your partner if he/she is done, he/she answers in a very unprofessional way that it is none of your business, and you shouldn't be the one questioning the status of a project. How would you handle this situation? 2. You hear a coworker that you share a cubicle with complaining about you, and because of it, you are summoned to your manager's office. The accusations are not true, but you know that you will be closely watched for some time. What will you do when you go back to your workstation? 3. Tell me about a situation when you disagreed with a coworker and what you did to solve the issues? 3

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Identify and explain 2 methods (metrics) for evaluating employee relations improvements.

1. Keeping track of all suggestions, complaints, and time needed to respond to them. Each request will be read and addressed with employees based on priority previously determined by the human resource officer. The employees should feel comfortable submitting their comments, suggestions, and complaints without fear of being punished. The goal is to answer all issues within 7 - 14 days and reduce the number of complaints by 50% within the first year. 2. Reevaluate overtime policy and address changes with all employees. Keep track of overtime used, as well as reason for used time. The goal is to gradually reduce overtime used and report the status every quarter to management and employees. The quarterly will contain the number of overtime hours utilized in current quarter, difference between the last two quarters and circumstances. Additionally, management is to explain financial impact as a result of new measures. The goal is to reduce the overtime used down to 20% from current usage within the next 12 months.

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