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TASK 1 WORKFORCE planning 0% similarity 100% competent...

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Dax Brown Becky Melton Workforce Planning: Recruitment and Selection-C234 2/4/2021 Task 2: Workforce planning, recruitment, & selection Discuss Three causes of workplace conflicts

Conflicting needs between management and workers are the first source of organizational conflict in this scenario. In the hope that the overtime pay would continue, the firefighters worked overtime for extended loans and eventually took on loans and increased their living expenses. Cutting overtime pay would make it difficult for the employee to pay their newly acquired costs. In the other hand, in order to become a more fiscally effective workforce, management needs to slash overtime pay under the mayor's directive. In this case, the second source of workplace conflict is the employee's belief that the overtime wage is an entitlement for the dedication to the job, long hours, and time absent from their families. The Mayor's remarks offer the workers the impression that they are not respected or appreciated for the work they have been doing. Political humiliation was caused by the subsequent release of firefighters ‘pay. The third conflict in this case is an unpredictable policy. There was no contact or warning of any change in the protocol for overtime until the Mayor declared it. There was no contact with the union or desire to create an action plan to steadily eliminate overtime.

Discuss 2 Short-term Effects One short-term consequence may be a sharp decrease in the productivity of existing workers. Job slowdowns could escalate with "sick outs" and absenteeism rate among workers. There might also be a refusal to undertake any overtime work. The second short-term impact may be a lack of interest on veteran firefighters to train many new recruits. In light of the fact that, away from their work conditions, they are not paid for, the result may be an increasing lack of quality training for all new firefighters recruited. Discuss 2 Long-term Effects If this dispute remains unanswered, a potential result will be a growing number of young firefighters putting their life at risk. If veteran firefighters are unable to make any deliberate attempt to offer quality training, this presents a possible safety risk to the department. It will also undoubtedly have an effect on the potential to hire quality firefighters in the future. With low morale and possibly an uncomfortable working climate, new firefighters would find it difficult to integrate into the workforce and probably leave. Another potential result, if the conflict stays unresolved, will be the public's poor viewpoint of the Fire Service. Bad press can be viewed as firefighters Neglecting their duties and behaving arrogantly or superiorly by not turning up to work, calling in sick, or even carrying out a Wildcat strike. This might lead the public to lose faith in the System as a whole. Resolving the Conflict of Overtime Pay

One potential action to address this conflict will be to introduce a program that rewards senior firefighters with a fixed number of overtime hours per month or per year as an incentive for their commitment and devotion. Likewise, experienced firefighters would have the right to reject any extra jobs available if high-risk, long hours and time away from the family aren't in their best interest. Another potential move to overcome the dispute would be to add a training incentive each time a veteran firefighter trains a new recruit in that division. This would relieve the frustration about having to meet preparation standards without extra pay and ensure a higher level of training for new recruits. Lastly, the current grievance process needs to be reassessed. There has to be collective awareness of how conflict is to be handled. If a dispute is found, a solution must be achieved without retaliation. Work Culture Good contact between supervisors and subordinates is a part of an organizational culture that avoids negative tension. If there is an observable and well-functioning flow of information, workers would have a greater capacity to interact and address problems within the company. When workers feel that they have an open line to management and listen to their complaints, employees are more likely to be active and contribute for the organization's mutual objective. Communication of easy and basic expectations from supervisors to staff prevents confusion. Providing consistent direction makes job activities less difficult, and workers more likely to be involved. There is also a smaller risk of negative disputes occurring out of uncertainty or tension. Contact contributes to improved production and performance of activities.

Specifications on Job definition The following will be added to the required skills section of the job description 1) Ability to analyze and solve a range of problems 2) Ability to cope with complicated and demanding circumstances with professional composure. The ability to consider analytics to address a range of issues Helps ensure that the applicant can use analytical skills to analyze and interpret problems. It also needs the ability to create and execute solutions efficiently. The willingness to manage challenging and demanding circumstances with professional composure means that the candidate has the agility and patience to intensify a plethora of stressful situations. It also calls for the ability to retain emotional selfcontrol and maturity. Interview Questions Q: Inform me about a time when you disagreed with your boss' judgment. How the candidate answers this question may decide whether they can articulate themselves simply and efficiently. This helps you to determine whether the candidate will be able to resolve the situation and what steps the candidate has taken to bring in a positive solution to the situation. Q: How would you treat a fellow employee who does not agree to a shared workload? If the candidate answers this question will determine whether an interpersonal problem can be overcome effectively. Job qualifications depend heavily on the ability to function well in a

team environment. The applicant should be able to express aspirations and obligations when employed in a group where other members of the team make the same commitment or not. Q: In your past career, describe a work-related dispute that you felt was badly Handled. What do you think should have been done to make things work better? How the applicant answers this question may determine the capacity to recognize work-related disputes. It also demonstrates how problem-solving and logical thinking skills are used to overcome problems. Evaluating Improvements One tool for measuring employee relationship changes will be the sources of complaints that categorize grievances. This helps one to see in which group the most reports are lodged. Specifically, we would like to see a decline in complaints attributable to loss of coordination and vague policies and procedures. Another method for measuring the progress of employee relationships is the cumulative close time, which indicates how easily and efficiently conflicts will be addressed from the date published. As a human resource consultant, I will set a deadline 15 days from the start of a settlement. Rapid reaction indicates that we are concerned about settling disputes. Rapid reaction indicates that we are concerned about settling disputes. Complaints are taken seriously and effectively treated....