Business // PAC Resources, Inc.: A Case Study in HR Practices
PAC Resources, Inc.: A Case Study in HR Practices
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PAC Resources, Inc.: A Case Study in HR Practices
Human Resource is one of the most important departments in an organization. It generally handles the company’s most valuable asset—its employees (Torrington, Hall, & Taylor, 2004). It performs several important functions, one that includes the evaluation and promotions. For this case study, Wal-Mart Inc. will be used and the human resource service that will be considered will be the evaluation and promotion of the employees.
In PAC Resources, Inc., the company acknowledges that their employees are their greatest assets. Thus, instead of referring them as mere component of the workforce, employees are being referred to as associates. Everyone is involved in almost all aspects of the company’s decision-making process. In fact, included in the company’s transformation plan in 2008 was the strategic goal and objective of attracting and keeping the best people within the company. This includes diversifying the entire PAC Resources’ workforce. To achieve this objective, the management has improved their salaries and compensation package making PAC Resources one of the best places to work in given a highly competitive salary and an environment that promotes growth and development through training.
To further achieve the goals and objective of the company of attracting and keeping the best people in the industry, the proposal to improve the current human resource service of evaluation and promotion criteria of PAC Resources is hereby recommended. In order to do this, a transmittal that specifies the need for the implementation of a well-developed evaluation and promotion plan will be given to all department heads of the company. Senior and line managers will be asked how they evaluate the performance of the people under their supervision. After compiling all the inputs and feedbacks from the senior and line managers, this will be analyzed to create a standard assessment and evaluation checklist which will create uniformity and standards to prevent any biases during the whole evaluation process of promoting an employee. In addition, this standard assessment and evaluation checklist will also be used in all other branches and facilities of PAC Resources’.
This new evaluation and promotion plan is seen to benefit the company because it will provide standardization in the promotional procedure of employees in all PAC Resources establishments. A standardized procedure can ensure fairness and prevent any biases in promoting an employee (Acemoglu, Gallego, & Robinson, 2014). In addition, this can also save the company significant cost in retaining and keeping the best people for a particular job. This evaluation and promotion plan will help secure that the company are working with the best people for a given task, thus ensure efficient and productive output as compared to having just anybody assigned in a job they do not know about (Noe, Hollenbeck, Gerhart, & Wright, 2016).
To execute this plan, a team will be assigned at collating respective department’s criteria on evaluation and promotion of their team. This will be tabulated and harmonized into one plan to be submitted to a board of evaluating panels composed of the company’s department heads and the administrative heads. During this panel discussion, the team who handled the designing of the plan will present to the board how the system was achieved and why this will benefit the entire company. After the panel agrees to the plan, the next step will be to create a new team that would handle and supervise the screening of the candidates who qualifies for promotion. This new team will be called a panel of evaluators. The members of the panel will be coming from the management heads of every department who will be grading the candidates according to the system provided by the human resource personnel.
Criteria for promotion include:
- Mastery of their job – as demonstrated by a degree, license, awards, citations, etc.
- Effectiveness in performance – as demonstrated by efficiency, productivity, capacity to carry-out orders and responsibilities.
- Professional ability – as demonstrated by innovations, development and refinement of programs, procedures, and methods.
- Continuing growth – as demonstrated by continuing education, trainings, and apprenticeships.
- Effectiveness in company service – as demonstrated by involvement and participation in company related activities like civic works and charity events
In order to satisfy and verify the assessment and evaluation, each candidate is given a two week-period after endorsement/nomination for promotion to submit proofs that will substantiate the criteria. This can be in forms of college or university diploma, certificates, pictures, license and other supporting documents.
To review whether the committee and the plan for evaluation and promotion are meeting its intended purpose, a matrix will be use. The matrix will evaluate the committee on the basis of meeting the timeframe assigned for the evaluation phase and release of results. In addition, the committee will also be evaluated base on knowing their roles in the entire process. On the other hand, the plan will be evaluated by giving the newly promoted associates a probationary period of one month to assess whether they are actually deserving of the promotion. In case, that the matrix reveal inconsistency or suggests any flaws with its decision, a damage control protocol shall be initiated. This may involve re-training of the committee or the panel of evaluators as well as possible restructuring or reformatting of the evaluation and promotion plan.
This human resource service is in compliance Labor Relations Act of 1995. Likewise, this secures that all violations pertaining to the labor relations are kept specifically the terms of Schedule 7 item 2(1)(b) of the Labor Relations Act, 66 of 1995.
Conclusion
After conducting the interview, I have learned the importance of assessment tools in evaluating the performance of employees, including the skills of potential employees. Professional assessment allows for organizations to facilitate equal treatment, In addition, I’ve learned that having the appropriate evaluation and assessment tool paved the way for generating the results needed by the organization. Thus, majority of these assessment tools used for the purpose of assessing employees’ performance and capabilities, the organization must look for the tool that is appropriately and intentionally designed for the industry that would use the assessment tool.
References
Acemoglu, D., Gallego, F., & Robinson, J. (2014). Institutions, Human Capital, and Development. The Annual Review of Economics, 875–912.
Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2016). Chapter 15: Managing Human Resources Globally. In R. Noe, J. Hollenbeck, B. Gerhart, & P. Wright, Fundamentals of Human Resource Management (pp. 485-486). New York: McGraw-Hill Education.
Torrington, D., Hall, L., & Taylor, S. (2004). Human Resource Management. London, UK: Pearson Education.
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