progress report on young maple daycare ( I attached document )

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progress report on young maple daycare ( I attached document )

progress report on young maple daycare ( I attached document )
Comm281 FALL 2021 Page 1 of 7 Copyright 202 1: P. Martinez adapted from a case by G. Broderick V 1. 1 C O U R S E C O M M. 2 8 1 ‘H U M A N R E S O U R C E S M A N A G E M E N T’ FALL 202 1 __________________________________________________ CASE STUDY “YOUNG MAPLE DAYCARE ” ___________________________________________________ Note : This case is based on a real -life situation. However, in order to maintain confidentiality, the names of all locations, persons and organisations referred to in the case have been changed and additional miscellaneous details and situations have been added . Case Concepts: competitiveness and organizational efficiency | service delivery | turnover | pay dissatisfaction |cost control | HRM expertise and professional knowledge | Recruitment | Selection | orientation | training | total rewards | compensation and be nefits | performance evaluation | promotions | ___________________________________________________________________________ Comm281 FALL 2021 Page 2 of 7 Copyright 202 1: P. Martinez adapted from a case by G. Broderick V 1. 1 Young Maple Daycare Introduction Young Maple Daycare is a not -for -profit daycare society whose mission is to provide quality daycare and after school care to children throughout the Metro Vancouver , regardless of the socio -economic circumstances of families. Young Maple Daycare sees it self in the “helping business ” and provides children a positive sharing environment as a basis for teaching them life skills . This approach provides children a solid start in their development. Y oung Maple , therefore, is an important provider of daycare services. The Indu stry Daycare services have been rapidly growing in Canada over the last 1 0 years. The growth of this service has been a result of several social trends. First, an increase in the number of two -income families, as both parents are perceived to be require d to work in order to maintain an acceptable living standard; second, a change in family structure such that there is a larger number of single – parent families than in the past; third, mobility of population, so that extended family is no longer available to “look after” children; and, finally, a decrease in family size so that child care is no longer seen as a full -time responsibility of a family member. For clients, daycare represents the second or third largest item in their monthly budget, surpassed by only shelter and perhaps food. While most parents rank quality of care as the most important selection criterion when choosing a daycare for their children, in practice, price tends to be a very significant selection criterion, creating a situation whe re daycares find it very difficult to charge a higher price for their service, as parents will readily move their children to a less expensive daycare. Adding to this situation is the fact that many large daycares are operated as for -profit companies wit h an eye on making money . Alternatively, Young Maple sees itself as a social service for those in need , rather than a profitable business. Its major concern is to break even, in order to continue to operate successfully. The daycare industry has three distinct groups: – private in -home providers, large for -profit providers, and not -for -profit societies. By far the largest group is the in -home private providers, essentially individuals who offer childcare in their homes. The for -profit group is by far the smallest but sets that standard in terms of day care quality even though the market has proven to be quite price -sensitive and competiti ve. A growing group is the not -for -profit service providers. These organizations are composed of both traditional not -for -profits, such as the Y W CA, and newer organizations generally developed specifically to provide this service. Most societies offer service through one primary location; however, several have multiple locations in a region. The Organization Young Maple Daycare is a not -for -profit daycare society whose mission is to provide quality daycare. As such, the organization is one of the largest not -for -profit daycares in Canada as it operates ten large group daycares as well as 12 before -and – after -school care facilities. Headed by an Executive Director, e ach of the ten group daycares has on average 2 5 employees including a director , an assistant director , two supervisors and 4 administrative staff who take care of scheduling, supplies and cleaning at the local level . The before -and -after -school centres have an average of five employees, one of them being a supervisor and another an admi nistrative support person . Of the staff of the group daycares, 7 5% have an early childhood certificate or diploma with 25 % not having this qualification; the staff of the before -and -after -school centres do not, for Comm281 FALL 2021 Page 3 of 7 Copyright 202 1: P. Martinez adapted from a case by G. Broderick V 1. 1 the most part, have this qualification. The group daycare staff work primarily a full -time eight – hours -a-day schedule, with shift times staggered to accommodate the 6 am to 7 pm operating time of the centres. About 15% of the staff of the group centres are part -time staff members; there are no contract staff in the large group daycares – the part -time people simply work extra hours to cover for any shortages or absences. The before -and -after -school care centres are staffed by people who either work a short (four -hour) shift in the morning or a fternoon, or who work a split shift involving four hours from 5:30 -9:30 am and four hours from 2:30 to 6:30 pm. Over the past year, with t he Covid -19 pandemic, demand for daycare services ha s been erratic. During the early days, parents had pulled their children from daycare, opting to take care of them at home. Young Maple Daycare had to lay off forty percent of its workforce. However , as parents became more exhausted with both work -from -home and childcare, the numbers of children needing daycare had now increased exceeding pre -pandemic numbers. The challenge for Young Maple Daycare is now to hire enough new staff. Many of the former employees ha ve gone on to other better -paying opportun ities with its competitors. While Young Maple Daycare ha s been able to retain c ore staff, the turnover rate of 2 5% is viewed as unacceptably high. Staff are often heard to say that, while they like their jobs, they would be better off being clerks working for the city as they would get paid more for having less responsibility . 100% of the staff of Young Maple Daycare are female. As it is a not -for -profit society, Young Maple Daycare attempts to minimize administrative costs. The executive direct or of Young Maple , Polly Ono , handles all human resource matters herself except for routine record -keeping and payroll which are handled by the book -keeper Allan Parker . Polly has been finding that human resource matters have become increasingly cumbersom e with the rapid growth of Young Maple , and that she is unable to concentrate on other duties such as marketing the services of the daycare to the public and also generally to increase the attractiveness of the organization to potential recruits . Polly do es not have any formal training in human resource management, but she has twenty years’ experience in daycare operations and has been running Young Maple Daycare for six years. Young Maple Daycare is based on a model of Montessori education. The goal of Montessori education is to support and encourage a child’s natural tendency to learn. Montessori teachers guide rather than instruct, linking each student with activities that meet his or h er interests, needs, and developmental level. Teachers must have the ability to inspire child learning through movement and c ollaboration, and to promote development of problem -solving and concentration effort at the individual level. A sense of order, or ganization , problem -solving and activity fills the classroom . Recruitment Young Maple Daycare uses three recruitment sources. The first is employee referral, a system in which an employee will be given a reward of a dinner for two if they recommend a r ecruit who is hired and stays with the daycare for at least 60 days . While this source has produced excellent employees, there has been a tendency for the employees to refer people who are very similar to themselves. This has prevented the organization f rom developing a multi -lingual staff which has been one of the goals of the organization. The second source is the local colleges and universities, whose students may be looking for part -time work. While the people hired from college and university are h ard -working, they tend not to stay for very long with Young Maple Daycare as they find higher -paying work elsewhere. The third source is display adver tisements Comm281 FALL 2021 Page 4 of 7 Copyright 202 1: P. Martinez adapted from a case by G. Broderick V 1. 1 that are placed in community newspapers such as the Vancouver Courier or the Surrey Now. Polly feels that she spends an enormous amount of time sorting through applications from this latter source and would like to do something more productive with her time. Selection Candidates are asked to fill out an application form (Appendix 1) and are then called for an interview. The interview is conducted by Polly . Polly believes that the interview is the most important aspect of the selection process and she claims to have ha d a very good success rate in hiring, based on asking questions that she developed over time to determine what kind of person the applicant is and if he/she will fit into the organization (Appendix 2). The final step in the process is a criminal record ch eck/report, which is arranged by the applicant and is sent directly to Polly . This is mandatory as the staff members will be working with young children. However, even though Polly is aware that a clean criminal record is mandatory for any employee , she often does not have time to check that this has been done and trusts that candidates are truthful during the interview when she asks if there is anything that she needs to be concerned with in terms of their previous employment. Also, Polly does not use re ference checks as she feels that this is a time -consuming process and that the information given in references is not particularly useful. Orientation and Training Each successful candidate is given an employee handbook outlining daycare procedures an d emergency preparedness, and is then placed ‘on the floor’ working with an experienced staff member. Polly believes that, since most applicants have an ECE (early childhood education) background, they should be able to jump right into the job and be fully productive. As Polly points out, in a not -for -profit, there is no room for extra expenses such as orientation and training. Compensation Polly realizes that good people must be paid well but feels that staff must also realize that they work for the good of the children and their parents, and that Young Maple Daycare is a not -for – profit which must be taken into account in looking at wages. Starting hourly pay is the minimum wage under BC’s Employment Standards Act. That wage is currently $1 5.20 /hour wit h increases every six months to a maximum of $ 19.50 /hour , considered the “living wage” in British Columbia . If a worker has not held a job before, the starting wage is the minimum hourly wage, which is held at the same rate for one year, before any incre ases are possible. Workers who excel in their work are likely to earn maximum pay within four years. Most workers are at the $1 6/hour range and leave before reaching their full potential. Be nefits include basic medical expenses (MSP – Medical Services Plan) paid in part by the company through the new payroll tax , which means employee s pay no prem ium s. Young Maple also provides a group disability plan. There is also a paid sick leave plan, where employees who are ill and cannot come to work have three paid sick days, beyond which employees can apply for employment insurance as sick pay if their sickness is prolonged . Vacation is two weeks annually for the first three years, and three weeks per year after that. Polly feels that these are generous ben efits. Performance Evaluation There is no formal performance evaluation system at Young Maple . However, as employees work in pairs at all times, it would be expected that if any person is not doing her job properly, her Comm281 FALL 2021 Page 5 of 7 Copyright 202 1: P. Martinez adapted from a case by G. Broderick V 1. 1 partner would correct her and/or report on her performance to Polly . However, in the last six years there has only been one such report. It is felt that employees, in general, do an outstanding job. Promotion Opportunities While there is no formal promotional system in place, Polly does attempt to monitor staff, and will encourage a highly motivated young staff member to pur sue further studies in the daycare field or move to daycare administration. _________________________________________________ A ppendix 1 Young Maple Daycare (A not -for -profit society) Job Application Name : Eligibility to work in Canada? Address: Education: Level Institution Location Graduation Date Graduate? University/College University/College High School Experience: Please list all jobs that you have held since age 15; use an additional sheet if necessary Employer Address & Phone No. Start Date End Date Reason for Leaving Do you have family commitments that would prohibit you from performing this job? Please check appropriate statement. Comm281 FALL 2021 Page 6 of 7 Copyright 202 1: P. Martinez adapted from a case by G. Broderick V 1. 1 I am single with no children I am a single parent I am married with no children I am married with children Have you always lived in Canada? Yes No If not, where did you come from? This job may entail physically strenuous work. Do you have any mental or physical disability? Specify __________________________________________________ Appendix 2 Interview Questions 1. Tell me about yourself. Is there anything in your past performance that Young Maple should be concerned about? 2. Do you have children? If not, what is your experience with children? 3. What are your strengths? 4. What are your weaknesses? 5. What does your husband/boyfriend/wife/girlfriend do for a living? 6. Where do you see yourself ten years from now? 7. Do you enjoy working with people? 8. What is the greatest thing that you have done in your life? 9. What clubs and other social organizations are you a member of? 10. Why do you want to work with Young Maple Daycare ? Polly then uses the candidate’s responses to ask other questions, with the interview lasting anywhere from 45 -75 minutes. Comm281 FALL 2021 Page 7 of 7 Copyright 202 1: P. Martinez adapted from a case by G. Broderick V 1. 1 Considering the aforementioned case: Critically assess the foundational Human Resources practices of Young Maple Daycare and make recomm endations for improvements in organizational human resource policies , practices and tools . Your paper should conclude with the expected organization impact of these improvements from both management and employee perspectives. Your analysis should apply HR M models and theories and specifically answer the following questions as part of your overall analysis and recommendations : 1. Human resource workforce management and plannin g activities : How are these activities being presently conducted, what problems exist and what are improvement opportunities? 2. The effectiveness of recruitment and selection of the Young Maple workforce, considering demographic, legal, interviewing, onboarding and other such is sues including how to be an “employer of choice” f or job seekers : How are these activities being presently conducted, what problems exist and what are improvement opportunities? 3. Employee compensation and ben efits , performance and retention needs and is sues including compensation management, performance ma nagement and workforce motivation as well as training and development : How are these activities being presently conducted, what problems exist and what are improvement opportunities? 4. Employee departures including resignations, termination s and retirements : How are these activities being presently conducted, what problems exist and what are improvement opportunities? 5. The effectiveness and efficiency of o verall management practices and improve ment recommendations : Is management effectively able to gain competitive advantage from the organizational design and workforce model that it uses. How are these activities being presently conducted, what problems exist and what are improvement opportuni ties?

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