Human Resource

The Human Resource is responsible for providing support in the various human resources functions, which include recruitment, staffing, training and development, performance monitoring and employee counseling. The Human Resource provides advice and assistance to supervisors and staff. This may include information on training needs and opportunities, job descriptions, performance reviews and personnel policies of the Council. The position coordinates the staff recruitment process .The Human Resource provides advice and support to supervisors and staff selection committees and ensures that they have accurate and timely information in order to make effective decisions. Failure to provide adequate advice or assistance may result in lost opportunities for staff development, poor staff morale, financial loss to staffs for residents and a loss of credibility.

The Human Resources lead practices and objectives that will provide an employee-oriented, high performance culture that emphasizes empowerment, quality, productivity and standards, goal attainment, and the recruitment and ongoing development of a superior workforce. It's the process of ensuring that the organization has the right kinds of people in the right places at the right time.

A historically high income over their working years, baby boomers make up one of the most successful generations in U.S. history. In the past 15 years, however, their finances have become a source of concern in policy circles and in the press as doubt have occur about whether boomers are obtain a large amount of information enough wealth to maintain their current or expected standards of living after they retire. One worry is that low savings by boomers could hurt the economy by limiting the growth of investments, productivity, and wages. Such limits on economic activity could compound the budgetary pressures that the federal government will face as increasing numbers of boomers eligible for benefits (Maiden, 2011).

When analyzing Human Resource Management is asking:

* What can we do different?

* How can we cut cost?

* How do we boost our staff productivity?

* How can we pare down that hiring list?

* What can we do to impact turnover?

The recent recession has only enhanced the impact that demographics have on human resource staffing strategies for the foreseeable future. The Baby Boomers, those born between 1946 and 1964, are governing many of the near-term changes in the labor force. Millions of these baby boomers are nearing retirement; however the current economic conditions are preventing many of them from entering retirement. Their decision to stay in the work force reduces opportunities for younger workers entering the fold. Those who choose to retire also affect the work force by taking a wealth of knowledge with them (Maiden, 2011).

The inevitable retirement of the baby boomers explains why a number of HR professionals are troubled about the pending skills shortage in the U.S. workforce. The current economic condition is also preventing workers from accepting employment in different geographic locations because they are unable to sell their devalued homes. Additionally HR professionals are concerned about the health of older employees. As a result, many employers are taking the initiative to implement illnesses can dramatically increase the price of providing health care - "an ounce of prevention is worth a pound of cure". For instance, SHRM research shows that the baby boomers have a rate of obesity that is 26.7% higher than the national population (Maiden, 2011).

Attracting and retaining younger employee's wellness programs and policies that encourage a more flexible workplace. Treatment for chronic is also a concern as employers channel resources toward training and development. With many baby boomers staying in the workforce, younger generations, such as Gen Xers, could face limited career opportunities as a 'gray ceiling' develops. In order to avoid this, it is the responsibility of employers to make employees of all generations feel a sense of career progress and limit the level of tension between different generations of employees. Younger employees in this current work force need to learn as much as possible from older colleagues while actively working to improve their leadership skills within or outside of the work place (Maiden, 2011).

About two-thirds of companies expect Baby Boomers retirements to have a measurable such as bonuses or enhanced pensions formulas, may be required to fill gap (Most Companies Unprepared For Baby Boomers To Retire, 2011).

More than 7,900 of the nation's 78 million Baby Boomers-those born between 1946-1965-started turning 60years old. The jobs that will be most affected by Baby Boomers retirement are: airline pilots, management analysis, teachers/special education, photographers, teacher's, aides, industrial engineers, social workers, human resource professionals, postal workers, and police, according to the U.S. Bureau of Labor Statistics. As the baby boomers generation grows older, the number of people in the United States ages 65 and over is expected to roughly double by 2030 (Most Companies Unprepared For Baby Boomers To Retire, 2011).

According to ClearRock survey results:

About two-thirds of companies (64%) expect Baby Boomer retirements to have a measurable effect on their organizations:

Moderate impact (40%) Minor impact (32%)

Big impact (18%) No effect (4%)

Severe talent shortage (6%)

ClearRock Survey / 2

More than three-quarters of companies (77%) have not started planning to deal with Baby Boomer retirements:

Have not started planning (77%) Have started planning (23%)

More than half of companies (59%) expect most Baby Boomers