Summary
State of Estates is a national estate in over eight states, with 2500 employees. The estate’s continuing success and development are based on recruiting, developing, and retaining employees with skills, experience, knowledge, and dedication to meet the organizational goals through a strategic framework. This framework ensures that the estate’s equality, diversity, and inclusion policy comply with the Equality Act. In this policy statement, the national estate reiterates its commitment to treating all applicants equally, regardless of age, disability, gender identity, marital status, race, religion, or sexual orientation.
Employee Recruitment
The Position’s Purpose and the Skills Required, Talent Acquisition
The job description will be produced, specifying the position’s primary responsibilities. The person specification outlines the job requirements, including education, experience, other credentials, and any desirable characteristics. This policy defines job acquisition as an ongoing strategy focused on finding experienced candidates to fill different positions in the estate. Most decisions and actions associated with talent acquisition aim at the long-term benefits of the company (Alashmawy & Yazdanifard, 2019). As a result, the policy will guarantee State of Estates will have capable workers, promising a profitable future.
Variation in Salary
By establishing a salary range for each position, all employees are on equal financial footing. All employees in each position will receive the same pay as per the Equal Pay Act (Vandenberg, 2019). The act requires both sexes receive common wages when they complete similar tasks.
Advertising
A good strategy is to advertise available positions in publications with the highest likelihood of attracting qualified candidates. The estate needs applications from people with diverse experiences and perspectives to demonstrate the commitment to diversity and inclusion. While there is no specific law that governs job advertising, the estate is keen to avoid any form of bias in adverts, as required by the Equal Employment Opportunity Commission (EEOC) (Bishu & Headley, 2020). For example, the adverts should not be linked to race, sex, religion, or age.
Applications
A resume and cover letter are common attachments when applying for a job. The cover letter should address all of the qualifications listed in the person specification (both mandatory and desirable). The estate is not permitted to inquire about candidates’ medical histories or the presence or absence of any disability because doing so would violate the estate’s equality, diversity, and inclusion policy. Additionally, assessing the candidates’ credentials allows hiring employees under legal boundaries. It ensures workers hired live in the country legally, abiding by the Immigration Reform and Control Act (Yao et al., 2021). As an employer, the estate ensures employers fill an I-9 form, to ensure all hired workers are permitted to work in the United States.
Shortlisting
A candidate’s resume and cover letter are used to evaluate their candidacy objectively and fairly. Candidates are initially evaluated against the person’s specification requirements. To reduce the possibility of prejudice, whether deliberate or unintentional, at least two people will be involved in the shortlisting process. This section is based on the Equal Pay Act, which requires all candidates to be assessed equally and without favor for shortlisting (Vandenberg, 2019). Therefore, age, sex, race, or any other associated features do not impair judgment during the shortlisting procedure.
The Selection Process
Everyone who applies or is chosen by the estate will receive the necessary training, opportunities, and encouragement to succeed. These employees must all participate in the advisory, conciliation, and arbitration service equality and diversity program on overcoming implicit bias. Depending on the position, candidates selected may be required to demonstrate their skills through an exercise, exam, or presentation. The selection process is based on the EEOC and the Equal Pay Act, which denounce any form of favoring or special treatment (Bishu & Headley, 2020). All candidates are offered similar opportunities and assessed regardless of their racial or ethnic backgrounds.
Employee Development
State of Estates’ mission is to inspire and enable the state’s team members to reach their full potential and make a positive, long-term difference in the world. The estate is committed to assisting each team member in reaching their full potential for the organizational goals. The following are used in the development and support of all employees.
- Every year, the management allows employees to reflect on their work experiences and courses.
- Employees are encouraged, but not required, to participate in the managed working observation program, which is intended to assist them in their professional development in their specialties. All employees are required to engage in ongoing professional development to ensure they demonstrate the most current and comprehensive skills and capabilities, leading to increased quality of products.
- The estate offers numerous opportunities for employees to further their education and professional development. The management team has developed a mentorship program to help new hires reach their full potential in their positions based on an extensive onboarding process and preliminary assessments of each new hire’s needs.
Other ways the estate supports and promotes employee development include:
- Coaching
- Task/job rotations
- Mentoring
State of Estates has the right to terminate all contracts involving any person, employee, or candidate that fails to meet the requirements of this policy or violates the terms and conditions included in all associated policies. Termination can occur through email or face-to-face meetings with relevant leaders, with the estate paying all money owed to the subject. The termination process is based on Employment Act Section 45(2), which requires a valid reason for termination (McLaughlin, 2018). All employees are given a full explanation for the termination decision and can challenge it based on the law.
References
Alashmawy, A., & Yazdanifard, R. (2019). A review of the role of marketing in recruitment and talent acquisition. International Journal of Management, Accounting, and Economics, 6(7), 569-581. Web.
Bishu, S. G., & Headley, A. M. (2020). Equal employment opportunity: Women bureaucrats in male‐dominated professions. Public Administration Review, 80(6), 1063-1074. Web.
McLaughlin, J. S. (2018). Limited legal recourse for older women’s intersectional discrimination under the Age Discrimination in Employment Act. Elder Law Journal, 26, 287. Web.
Vandenberg, K. (2019). Salary history and the equal pay act: an argument for the adoption of” reckless discrimination” as a theory of liability. Northwestern Journal of Law and Social Policy, 15, 246. Web.
Yao, L., Bolen, J. B., & Williamson, C. R. (2021). The effect of mass legalization on US state-level institutions: Evidence from the immigration reform and control act. Public Choice, 189(3), 427-463. Web.