ssignment Details

Human resource managers (HRM) are largely responsible for building and managing the diversity and inclusion guidelines of an organization. By encouraging corporate leadership to sustain a culture that supports this type of culture, HRMs are contributing to the organization’s ability to attract and retain a diverse workforce.

Imagine you are an HRM with a large company. Watch the following video titled Diversity, Inclusion and Belonging:

Please see attached for details and template

• LinkedIn Learning      Video

Deliverable Requirements: 10 questions from video in development

1. When conducting a needs assessment, you can look at demographic data within your organization. You can also examine how your employees feel by collecting what types of cultural data?
2. There are many protected classes under the Equal Employment Opportunity Act. Identify 3 classes.
3. Identify 1 of the first steps in developing a diverse and inclusive work environment.
4. Identify 3 strategies for creating a culture of inclusion.
5. Explain 2 strategies that can be implemented to ensure that your employees feel valued in the workplace.
6. Explain why reducing turnover can be more cost-effective than employee selection.
7. Identify 2 strategies that will improve your organization’s selection strategy.
8. As the HR manager, if you are going to change your HR practices, what would you need to address?
9. What are 2–3 steps that you can take to evaluate the diversity and inclusion program within your organization?
10. Identify 2 ways in which you can communicate the organization’s diversity and inclusion program.

• Speculate on three reasons why employees leave an organization and three reasons why employees stay.
• Outline a retention strategy that HR could use to reduce the number of employees who leave an organization for the three reasons you identified.
  • Be intentional or specific with your strategy so you can measure the desire outcome. For example, an employee might leave an organization because their manager does not communicate with them about their job performance. Your retention strategy might be to implement a performance measurement process that HR could use to track monthly or quarterly performance conversations between managers and employees as a way to close the communication gap.

1. Why is it important to estimate the benefits to be derived from new HRIS functionality before you estimate the costs? If costs were estimated first, how might this change the analysis?
2. What makes indirect benefits so difficult to include in a BCA? What techniques might be used?
3. What are the factors you would have to use in calculating a benefit-cost ratio to support a decision to purchase a new HRIS when the organization already has an HRIS that was acquired 10 years ago? Be sure to mention the factors that would comprise the costs, direct and indirect, and the benefits, direct and indirect, of the current system versus the proposed system.

Managing Boundaries in the Helping Process

Managing boundaries is an everyday reality faced by human service professionals, particularly those who live and practice in small communities. Helpers who work in rural communities may have greater challenges in dealing with multiple relationships than those who work in urban areas.

Assignment Scenarios

Scenario 1

A human service professional discovers that all of her bank accounts are at the local bank where a client works as a teller. This client has access to the human service professional’s financial information and may be able to ascertain who the human service professional’s other clients are in town when checks are deposited.

Scenario 2

A human service professional sees one of his clients at the local grocery store. The client is with one or more other persons. The human service professional, who is mindful of confidentiality, must decide how to respond. If he doesn’t acknowledge the client, will the client feel snubbed? On the other hand, what if the human service professional approaches the client to say hello and the client doesn’t want others to know that he or she is working with the human service professional?

Scenario 3

A human service professional has been invited to a dinner party hosted by a friend. She is not aware of the fact that the friend’s son is dating one of her new clients, who also attends the party. Upon seeing her client at her friend’s party, the human service professional must decide how to respond. This scenario can be taken in a number of directions. For example, what if the client has concerns with the human service professional’s friend because the son constantly complains about him/her? What if the client identifies as being gay and is romantically involved with the friend’s son, but his parent (the human service professional’s friend) does not know that he is gay?

Scenario 4

A former client wants to become “friends” with you on social media. You understand the importance of ethical practice and attempt to avoid blurred boundaries, dual relationships, breaks in confidentiality, and privacy issues. You mistakenly add this former client to your “friends” list and are unsure how to proceed.

Assignment Directions

For this assignment you will discuss each scenario in terms of managing the boundaries of the helping process.

Please be sure to address all of the following in your assignment:

• Discuss the importance of following ethical guidelines in human service practice.
  • You may want to review the NOHS Ethical Standards for Human Services Professionals.
• For each of the four scenarios above:
  • Identify the ethical problem.
  • List the NOHS Ethical Standard that aligns with the ethical problem.
  • Develop a strategy to resolve the ethical problem.