Expert answer:Policy And Regulatory Issues, Employee Relations,
Answer & Explanation:For this assessment, examine several aspects of employee relations, including policy issues, and develop a presentation to managers on a regulatory issue of your choice.Complete this assessment in three parts. For Parts 1 and 2, submit a 2- to 3-page paper that includes both parts. For Part 3, submit a 10- to 12-slide Microsoft PowerPoint presentation.Part 1: Employee RelationsUse the Capella University Library to research the relationship between employee relations and organizational mission, vision, values, and culture.Explain how an organization’s mission, vision, values, and culture influence its relationships with its employees.Support your position with at least one recent article (not more than three years old) from a trade magazine, professional magazine, or journal.Select two of the internal HR customer groups from the media piece Types of Internal Human Resources Customers TYPES OF INTERNAL HUMAN RESOURCES CUSTOMERS.docx and answer the following questions. Provide support for your answers from relevant and credible sources.What are some of the specific employee relations issues a member of each group might bring to HR?How would HR, as a strategic employee relations partner, respond to these issues?How would HR, as an enforcer, respond to these issues?Part 2: Policy IssuesUse the Capella University Library to locate one recent article (not more than three years old) about a situation involving one of the following policy issues. The article may be taken from a newspaper, professional magazine or journal, or popular press magazine.Workplace romance.Dress codes (may be about tattoos, piercing, or attire).Use of social media at work.Employee privacy.English-only rules.From your perspective as an HR professional:Explain your concerns in this situation regarding employee relations and legal compliance issues.State one productive and realistic goal for addressing the issue with an employee who is not in compliance with the policy.Explain how your assumptions, judgments, and beliefs (and those of the person or people who brought the issue to your attention) might influence your approach to the conversation.Explain how you would you handle the situation if the conversation with the employee does not go well or if the employee does not seem to take the situation seriously.Part 3: Regulatory IssuesUse the Capella University Library and the Internet to identify and research an HR regulatory issue.Create an effective, professional presentation of the issue to managers in your organization, or in an organization of your choice.Create 10–12 slides, using Microsoft PowerPoint, to support your presentation.Important: The effectiveness of any professional presentation depends on your ability to communicate effectively with your audience; therefore, create slides that support and enhance your presentation. Be sure to use the speaker notes section of each slide for information and details that are not presented on the slides. Only the main topic, concept, or point of any subject should be shown on the slide so that your audience is not reading the presentation from the slide but must listen to you throughout. This is accomplished through the purposeful use of speaker’s notes.Explain the employment law and its main requirements.Analyze the potential impact this issue could have on employee relations, engagement, and retention.Organize your research data and information in a coherent manner to support your position and influence others.Note: Because you will submit just your slide deck for this assessment and will not actually deliver the presentation, ensure that all applicable information is contained within your slide deck in either the visual portion of the slides or in the associated speaker notes.Ensure that your slide deck includes the following slides:Title slide.Introduction slide.Conclusion slide.References slide.Additional RequirementsPaper requirements for Parts 1 and 2:Length of paper: Your employee relations and policy issues paper (Parts 1 and 2) should be 2–3 pages (double-spaced), including a references page.Written communication: Communicate in a manner that is scholarly and professional. Your writing should be:Concise and logically organized.Free of errors in grammar and mechanics.Validation and support: Provide relevant and credible supporting evidence. Use at least two recent (less than three years old) references from newspapers, magazines (trade, professional, or popular press), or journals.APA formatting: Format all citations and references in accordance with APA sixth edition guidelines.PowerPoint requirements for Part 3:Length of presentation: Your regulatory issues presentation (Part 3) should be 10–12 slides.Presentation design: Communicate in a manner that is scholarly and professional. Your slides should:Be concise and logically organized.Support your main points and ideas.Be free of errors that detract from your presentation.Validation and support: Provide relevant and credible supporting evidence. Use at least three recent (less than three years old) scholarly references to support your main ideas.APA formatting: Format all citations and references in accordance with APA sixth edition guidelines.
types_of_internal_human_resources_customers.docx
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TYPES OF INTERNAL HUMAN RESOURCES CUSTOMERS
EMPLOYEE
Needs and Required Resources
Employees will inquire about health care insurance group options, life insurance and retirement
benefits.
Employees request help with other programs such as tuition assistance and referrals to employee
assistance resources.
Expectations and Desires
Employees expect fair and just advocacy in situations such as sexual harassment, racial and gender
discriminating and other forms of mistreatment.
Employees expect support in opportunities and advancement, which are not always within the domain
of HR to approve.
SUPERVISOR
Needs and Required Resources
Supervisors will often need guidance and support to respond to both conduct and performance
problems that will challenge the best supervisors.
Supervisors will seek HR support and advice on employee training, both in-house and external, to
address new skill sets required in the evolving environments of work.
Expectations and Desires
Supervisors often expect a broader spectrum of services from the HR office or department that can be
provided. Even the largest HR organizations do not have the resources to meet the enormous number of
possible employee-oriented issues that arise on a day-to-day basis.
Supervisors often desire to pass employee problems to HR without their personal involvement in
remedying the problem.
MANAGER
Needs and Required Resources
Of all leaders in the organization, managers as a group are more likely to interact with the HR
department most frequently. The process of hiring a new employees demands that the manager work
with HR in a strong and defined partnership. Managers come to HR often not really knowing what is
required to do the work and who is best able to do it. This demands that HR professionals be deeply
engaged and guide managers with great patience and at the same time provide technical guidance on
hiring guidelines and advice on such areas as interviewing and actual selection.
Expectations and Desires
Managers expect things to happen quickly regarding hiring, separation and even retirements. Managers
also expect that the human resources organization to move through the hiring process in days instead of
the weeks or months needed for an effective and successful hiring process. They can put pressure on HR
and in doing so compromise the process which will sometimes fall short of everyone’s expectations. For
this reason, HR leaders need to be lifelong learners and be able to guide managers in the complexities of
our discipline.
EXECUTIVE
Needs and Required Resources
Executives have a need for high-level information. The challenge is that they do not know exactly what
they need or how it should be presented. Our job is help them describe the nature of the high-level
information they need and at the same time craft formats in which the information can be presented.
Executives will need decision support systems that can support their situation driven scenarios.
Selecting and procuring these decision support systems (DSS) is the work of the HR professional. What
we do in this area of responsibility will drive the future of the organization’s HR posture and its ability to
respond to the ever-changing environment of business.
Expectations and Desires
Executives expect us as HR professionals to be experts in our field. They also expect us to be well versed
in the operational aspects of what we do (attracting, developing, and retraining organizational
members) and in the more sophisticated strategic areas of HR. These areas will affect both the present
and most importantly the future of the organization.
Executives will expect us to know and understand the organization’s competition for the best talent and
how to attract and retain it over time. This requires us to stay informed on the newest issues, ideas and
trends.
CREDITS
Subject Matter Expert: Dr. Al Gorriaran, SOBT, Core Faculty
Interactive Design: Tara Schiller
Instructional Design: Rosalie Miller
Project Manager: Erin Coffey
…
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