Strategy One: Acquiring Human Resources
Ethical Recruitment
Recruitment is the initial step in developing comprehensive, integrated, and strategically-oriented talent management. In this discussion, ethical recruitment implies that it is critical to appoint the right person in the right position while following the principles of talent planning and acquisition (Presentation, Unit 3). As research shows, this approach is the central source of gaining a competitive advantage, helping mitigate the primary weaknesses of companies (Villegas et al., 2019). To achieve this objective, experts propose such practices as transparent recruitment communication, respect for privacy, and acknowledgment of diversity (Griffin, Bennet, and York, 2020). Moreover, considerations of ethics should align with intelligent strategic planning that involves restructuring, collaboration, and opportunities for outsourcing (Presentation, Unit 3). It is critical to implement this approach in talent hiring, and the research by Sang and Rop (2019) confirms that HR professionals are imperative stakeholders in ensuring ethical recruitment. Ultimately, workforce planning should consider both moral considerations and strategic planning to maximize firm performance and preserve a healthy work environment.
Individual Development
Individual development of employees concerns the performance management aspect of HR practices. In this discussion, performance appraisal and effective leadership are critical factors that can motivate team members to strive for personal and professional development (Presentation, Unit 5). The empirical research confirms this thesis, showing that these two elements, in addition to career opportunities and work-life balance, significantly improve employee productivity (Van der Westhuizen, 2016; Mabaso and Dlamini, 2019). Consequently, Khumalo and Edoun (2021) have demonstrated that a lack of these factors and management support negatively affects employee motivation, eliminating the desire for individual development. The authors conducted the research in the Mpumalanga Province, South Africa, explicitly showing the relevance of the findings to the current study.
Consequently, to address the issue of lack of skill vs. unemployment, it is critical to implement practical Training & Development (T&D) programs in the workplace. This approach enables the recruitment of people who currently lack competencies but are determined to grow professionally (Presentation, Unit 5). In turn, effective T&D can promote a learner-centered mindset in talents, creating additional opportunities for the organization (Van der Westhuizen, 2016). Ultimately, individual development is critical to maintaining the highest standards of employee performance, and HR programs should facilitate it via T&D programs.
Best Recruitment Practices
Summarizing the previous discussions, it is evident that the best recruitment practices should emphasize ethical considerations, intelligent workforce planning, and employee development. While acquiring human resources generally concerns talent planning and hiring, it is imperative to consider other factors of integrated talent management to maximize the effectiveness of each respective process (Presentation, Unit 4). Moreover, in the South African context, the hiring framework must adhere to the principles of human dignity and equality postulated in the Constitution and other legislative restrictions (Mabope, 2018). This approach promotes diversity and mitigates discrimination, which is still relevant in most developed and developing countries to a varying degree (Mabope, 2018). Lastly, the best recruitment practices should include multiple advertisement instruments, such as social media involvement, to find the most appropriate candidates (Alexander, Mader, and Mader, 2019). While it does not replace intelligent workforce planning and T&D efforts, thorough planning of recruitment processes is critical to organizational development.
Strategy Two: Enabling Human Resources
The second strategy concerns multiple factors and methods that affect performance management and organizational culture. As mentioned briefly before, performance appraisal, compensation systems, and effective leadership are paramount in improving employee performance and well-being (Van der Westhuizen, 2016). Extensive research confirms the positive link between transformational leadership practices, such as direct communication and involvement of leaders in work, and high firm performance (Weller et al., 2020). Thorough adjustment of intrinsic and extrinsic rewards can also significantly boost employee productivity (Presentation, Unit 7). It means that intangible compensations, such as more creative work and employee autonomy, are essential additions to financial incentives. Empirical research confirms this argument, showing that goal orientation, employee creativity, and other intrinsic factors improve performance (Malik, Choi and Butt, 2019). The examined factors and responsibilities belong to the HR governance function that ensures the highest productivity levels and mitigates legal and ethical risks (Presentation, Unit 9). To control this process, it is critical to implement HR audits and evaluate the effectiveness of performance monitoring and adherence to HR standards.
Moreover, generational differences among baby boomers, Gen X, Millennials, and Gen Z are critical in choosing the most appropriate HR policies. While not absolute, the distinctions between these groups might require a unique approach to social relationships, digital communication, and organizational culture (Presentation, Unit 6). In the South African context, Heyns and Kerr (2018) claim that multiple organizations in SA still do not account for generational differences. The authors propose that these companies should focus on the varying internal and external motivational preferences between the groups to mitigate this problem (Heyns and Kerr, 2018). Moreover, this approach can increase overall discipline due to a reduced number of generational conflicts (Heyns and Kerr, 2018; Bussin, Serumaga-Zake, and Mohamed-Padayachee, 2019). Hence, it is a beneficial practice to analyze the workforce demographics and adjust the work processes accordingly.
Lastly, it is critical to examine the legislative aspect of performance management. In this context, corruption and lack of ethics are some of the most relevant problems in the workplace. The law enables interest, economic, grievance, and rights disputes to ensure that organizations respect the efforts of employees (Presentation, Unit 8). While this approach might reduce the level of corruption, additional measures are required to ensure employee rights. Consequently, companies can either use disciplinary measures or termination of employment services as a response to poor performance or violation of contract (Presentation, Unit 8). In this case, the law allows dismissal, but the company needs to prove the poor performance of employees or be subjected to unfair dismissal regulations, resolved in either CCMA or Labour Court (Presentation, Unit 8). Ultimately, employees should comprehensively understand their rights to ensure that their employers do not terminate the contract on an unethical and illegal basis.
Strategy Three: Managing HR Wellness
From the perspective of the organization, managing the wellness of employees is critical to maintaining healthy relationships with them and maximizing their productivity. It is possible to enable the employee wholeness approach via numerous strategies, such as hybrid work, tangible benefits, and emphasis on intrinsic motivation factors (Van der Westhuizen, 2016). The first point – hybrid work – implies schedule flexibility, allowing employees to choose between remote and on-site work environments. The recent pandemic stimulated extensive research on this topic, and studies have shown that working from home has a positive impact on the mental health of many people (Galanti et al., 2021). At the same time, some employees demonstrate the opposite trend, showing that remote work can lead to psychological complications and stress (Galanti et al., 2021). Hence, it is crucial to introduce a flexible approach, hybrid work, that mitigates the risks of each work environment and allows employees to choose the appropriate option.
Additional research supports these findings in the context of South Africa. The study by Matli (2020) reveals that remote work can lead to improved employee wellness; however, many companies in SA fail to implement effective hybrid/remote work environments. The author highlights that organizations rarely can distribute the workload among employees efficiently in the online setting, resulting in emergencies, extra work time, and mental health burdens among employees (Matli, 2020). As a result, the study suggests that companies in South Africa should adopt innovative managerial practices and educate HR professionals on how to implement effective hybrid work frameworks that support employee wellness.
Following these guidelines, the holistic approach that emphasizes the physical and mental well-being of employees is becoming more prominent globally. COVID-19 has transparently shown numerous risks to employee wellness, and companies are gradually improving in mitigating these threats (Presentation, Unit 7). Emphasis on transformational leadership and work-life balance can help employees feel welcomed in the workplace, improving their overall well-being (Presentation, Unit 7). Hence, many companies should consider changing the dominant leadership style, offer psychological counseling, and assign adequate workloads to employees. In addition, care initiatives, community programs, and financial incentives can significantly improve employee wellness (Presentation, Unit 7). Ultimately, managing the well-being of employees is a challenging task, but focusing on the basics of flexible scheduling, tangible rewards, and intangible incentives conveys the message that the company cares about its employees and is prepared to help them during challenging times.
Reference List
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