Week Four Learning Log - Sections Five and Six: Tie-in to Manager’s work with HR and Learning Lessons

Week Four Learning Log - Sections Five and Six: Tie-in to Manager’s work with HR and Learning Lessons

Section Five:  How the information encountered this week could be important as a manager tasked with working with HR.

As a manager tasked with working with HR, there are several concepts that stood out to be important this week.  By understanding how HR is using technology in my company, I can have an awareness of how job candidates can be attracted and information relayed.  I also feel that HR's use of technological tools in administrative work as well as communication internally and externally is paramount.

I also have learned that important gaps can be brought to light through metrics and measurements.  HR metrics can and should be used to enhance human capital decisions and help make the connection from human resources to the organization's strategy (Jamrog & Overholt, 2005). Through this analysis, I feel confident that HR's data can help myself as a manager make more targeted hiring and business decisions.

Jamrog, J. J., & Overholt, M. H. (2005). The future of HR metrics. Strategic HR Review, 5(1).

Section Six:  Evaluation of most valuable information discovered throughout this week’s assignments, discussions, readings, or research.

I was fortunate enough to discover a lot of valuable information this week with the informative readings and insightful discussion questions.  I really exciting found how technology has helped HR with a myriad of tasks.  These include recruitment, oversight of legal and regulatory compliance, benefits administration and the safeguarding of confidential employee information, which cannot be carried out effectively without the use of sophisticated technology tools. There are some incredible opportunities through the use of social media to the productivity enhancer that human resources software brings to the table.  However, the risks, and the benefits, of the utilization of social media is also critical and was an eye-opener to research. 

It is essential an organization's social HR strategy reflects its culture and not emulate another's approach. Social media in human resources has been used to successfully cut across the organizational barriers (such as function, location and level) to create a climate of engagement and collaboration by openly enabling employees to provide input on specific challenges (Kofman, 2011).  The proceed-with-caution approach appears to be the best bet with careful monitoring of the sites critical to mitigate risk and keep the information current. 

Kofman, B. (2011). Human resources, social media already inextricably entwined. Canadian HR Reporter, 24(15), 17. Retrieved from http://search.proquest.com/docview/895978889?accountid=33575

Week Four Learning Log - Sections Three and Four: SHRM Post and Feedback

Week Four:  SHRM Post


Section 3:  Use the Communities/Discussion features within SHRM Connect to post a question, clarify your understanding of the topic, and engage others around this topic to explore it further.

After the readings and answering the discussion questions this week, I found myself wondering what the impact and effectiveness was of a corporation in its use of social media as a tool for employee information, customer inquiries, and job candidate recruitment. In addition, I was wondering if indeed social media was allowed on the company systems, and what the productivity impact of it was.


http://community.shrm.org/communities/viewdiscussions/viewthread/?GroupId=19&MID=31701

Section Four:  Feedback from SHRM

As of this writing, there have been no further responses to past posts, and I have not had any as of yet to the above.  If and when there is a response, this blog will be updated to reflect that as well as a summary analysis of the same.  

Week Four Learning Log - Sections One and Two: HR and Social Media Tools and References

Section One- Exploration:  Exploration of social media tools and how it relates to HR.

Social media has become an interesting, evolving tool for human resources.  Organizations can leverage social media as a platform for engagement with internal employees, customers and partners; in addition, companies can utilize videos and blogs to present information about the work culture and to attract new talent (Urlich et al., 2012).  Social media such as Facebook and Twitter provides a low-cost opportunity to showcase the company's vision, mission, opportunities, and even benefits.  It also allows interactivity and creativity. 

A company's use social media is beneficial as it can reach external audiences, including current customers, potential customers and potential employees. The ironic part, however, is that 43 percent of companies reported that their organizations block access to social media sites on corporate-owned computers and hand-held electronic devices (Leonard, 2012).  While the use of social media can be advantageous, it can also suck employee productivity quickly.  A representative from HR should monitor the sites to ensure the information is current, that comments left are appropriate and that questions are answered to be proactive and monitor site activity. 

Leonard, B. (2012). HR has a role in corporate social media. HRMagazine, 57(1), 16. Retrieved from http://search.proquest.com/docview/915679707?accountid=33575

Ulrich, D., Brockbank, W., Younger, J., & Ulrich, M. (2012). HR from the Outside in: Six Competencies for the Future of Human Resources. The McGraw-Hill Company.

Section Two:  Identify and describe what resources you have accessed outside of the materials this week in order to complete assignments or expand your knowledge of the topics addressed this week.

The references I used in my assignments are as follows:  

Brown, M. V. (2005). E-learning goes mainstream. Power, 149(3), 30-39. Retrieved from http://search.proquest.com/docview/232487194?accountid=33575

This reading discusses the benefits of e-learning tools and how it has been adopted, especially by larger companies.  It outlines the types of tools, including webinars, streaming video and virtual classrooms.  A cost-benefit analysis is also discussed, which outlines the cost effectiveness of incorporating e-learning into a corporate training program.

Hanson, F.  (January, 2007).  A home for HR metrics; Global standards for sustainability reporting require the disclosure of workforce data that reflect the potential for future performance and profitability. Workforce Management, 86(2), 10.  Retrieved from http://infotrac.galegroup.com.necbproxy.egloballibrary.com/itw/infomark/127/1/31431911w16/purl=rc1_GBFM_0_A158731554&dyn=4!xrn_2_0_A158731554?sw_aep=mlin_b_necbusin

Hanson describes the varying components of HR metrics, and how those metrics can be used to analyze various types of information and data.  From labor practices, training programs and spending, to performance review processes, metrics can play a large part in making future strategic decisions from a human resource perspective.  Workforce reductions and expansions can be more targets with the use of targeted metrics. 

Koenig, P. (2013). Saskatchewan's most wanted - HR metrics. Canadian HR Reporter, 26(18), 11-11,14. Retrieved from http://search.proquest.com/docview/1449184122?accountid=33575

This writing suggests that the role of HR, although it can be forgotten in the midst of other company changes and initiatives, can be made more apparent through the use of HR metrics.  Its impact can be measured, which adds strategic value and allows for deeper analysis.  As a result of the data, HR's role in the senior management team is even more valuable allows and for better HR decision making in a challenging labor market. 

Pearce, R.  (2011, Dec). How to use webinars for staff training. NZ Business, 42(1).  Retrieved from http://infotrac.galegroup.com.necbproxy.egloballibrary.com/itw/infomark/593/338/31344380w16/purl=rc1_GBFM_0_A274316641&dyn=8!xrn_1_0_A274316641?sw_aep=mlin_b_necbusin

The benefits of webinars can be significant. Pearce discusses how, aside from initial investment of the equipment, the time savings of group training and the amount of targeted training that can be done is cost effective.  Training can viewed on and off-site and incorporate some interactive benefits.

Schramm, J. (2008). Rich, green perspective. HRMagazine, 53(7), 112. Retrieved from http://search.proquest.com/docview/205019741?accountid=33575

The article focuses on the most important metrics trend in HR, which is the increasing demand for measurement of the value of human resource practices.  Metrics can add value in a variety of ways, and HR professionals are increasing their responsibilities in the company.  They are more than likely to responsible for labor and employment reporting, and now have areas such as corporate and social responsibility to address.  This informative article showed the depth of how metrics can be advantageous to decision making.

SHRM. (2012, February 27). Introduction to the discipline of human resources technology. SHRM.org.  Retrieved from http://www.shrm.org/templatestools/toolkits/pages/introtechnology.aspx

The evolving technologies HR uses, for use in payroll to legal compliance is outlined in this writing.  It also discusses the risks and benefits of the use of technology in the workplace and how HR's role of monitoring it is significant.  In addition, the software HR uses can be use to more accurately measure and and make predictions on business outcomes. 

Week Three Learning Log - Sections Five and Six: Tie-in to Manager’s work with HR and Learning Lessons

Section Five: How the information encountered this week could be important as a manager tasked with working with HR.

As a manager tasked with working with HR, I understand the role that HR plays as a change agent and how their role can foster change and smooth transitions. I have also found that various professional HR management competencies need to be in place for them to be a successful strategic partner and change agent. Business-related competencies are also important because they enable the HR specialist to understand how business considerations unique to an organization can create organization-specific HR management needs (Choi & Khairuzzaman, 2012).  Working with HR closely can help me as a manager fill open or new positions in my department that will most closely align with the skills that will be needed to be successful in specific future projects, and develop a trusting relationship.

The conditions needed for successful change are leading, creating a felt need, envisioning, engaging, decision making, institutionalizing, and monitoring and learning (Ulrich, Younger, Brockbank & Ulrich 2012).  A partnership with HR will only ensure a department with the personnel who best suits our needs, especially during times of change.  This is particularly important in a company where there is a lot of public exposure. It would be the best for the company for HR should be integrated at every single level with a strong emphasis on internal communications during transitions and decision making (Kubicek, 2006).

Choi, S. L., & Khairuzzaman, W. I. (2012). The HR specialist as an agent of change. Human Resource Management International Digest, 20(2), 24-28. doi:http://dx.doi.org/10.1108/09670731211208166

Kubicek, M. (2006). 10 biggest agents of change. Personnel Today, , 17-19. Retrieved from http://search.proquest.com/docview/229958835?accountid=33575

Ulrich, D., Brockbank, W., Younger, J., & Ulrich, M. (2012). HR from the Outside in: Six Competencies for the Future of Human Resources. The McGraw-Hill Company.
  

Section Six:  Evaluation of most valuable information discovered throughout this week’s assignments, discussions, readings, or research.

I have learned several valuable things in our assigned and voluntary readings and other media.  One was the importance of communication to employees and the benefits of doing it frequently.  Also, messages should be relayed through the means most appropriate for an organization, especially when changes are coming.   In addition, an outlet should be provided for the employees to ask questions, give opinions and concerns or complaints.  It prevents panic and promotes an environment of mutual respect.  Change is inevitable, and even news of expansion and new opportunities (not just downsizing) can evoke feelings of insecurity about their place in the organization. 

An environment which fosters communication and is proactive regarding employee and
departmental impacts will be ultimately advantageous for an organization. I feel that it will mitigate employee dissatisfaction, help its reputation, and make the company a desirable one to work. Resistance to change is partly attributable to employees' emotional reactions, stemming confusion and anxiety or stress related to uncertainty (Battilana et al., 2010).  Managing the expected angst by planning well ahead of time how to deliver news of the impacts and have ready answers is best for both sides and helps the corporation make the best changes effectively with respect to its workers.  Ultimately, I feel a good reputation in this area can help serve to attract high-performing employees whose qualifications allows them their choice of employers.


Battilana, J., Gilmartin, M., Sengul, M., Pache, A., & Alexander, J.. (2010). Leadership competencies for implementing planned organizational change. Leadership Quarterly, 21(3), 422.

Week Three Learning Log - Sections Three and Four: SHRM Post and Feedback

Section Three:  SHRM Connect

As I worked through this weeks' assignments and read the material, I thought about the credit union I work for and communication audits.  I have worked for many sized companies, from multi-national to a single office with a half dozen employees.  My question for the discussion board surrounded the question of what methods would work best with what sized corporations, and how would the size affect the effectiveness?  The post is below.

http://community.shrm.org/communities/viewdiscussions/viewthread/?GroupId=19&MID=31576

Section Four:  SHRM Feedback

While I did not receive feedback from weeks one and two questions, I received a great response to the above question.  The response stated that small or medium-sized company communication audits would definitely be different than those of a large company, and suggested that a town meeting seems more appropriate for a small company where everyone could come together and share their ideas and communicate.   I completely agree with this feedback. 

A town meeting would be ineffective with a company of thousands of employees. Methods to complete a communication audit should be based on the size of the company and the information that company is trying to gather and obtain.  I would suggest that a survey would be more appropriate for large company rather than a town meeting.  I work for a smaller company, and town meetings appear to be the most effective method of communication for us. 

Week Three Learning Log - Sections One and Two: Communication Audit Analysis and References

Section One:  Evaluation of Communication Audits

Communication audits evaluate the effectiveness of how well information is being relayed in a corporation.  It measures work and organizational effectiveness though interviews, surveys, critical incident reviews, network analyses, observation, document reviews and/or focus groups (Ulrich, Younger, Brockback & Ulrich, 2012).  It really is designed to identify communication gaps to ensure the business runs most effectively. 

There are several documents and tools that can be used to relay information.  They should be used to reduce ambiguity and to provide clear instructions and dates, and guidelines. Business plans, employee manuals, clear job descriptions, policies and procedures, training and the internal web site are all areas to relay this information (Hulett, 2007).  Solid communication is key to ensuring the right information is being relayed.   While business plans consist of the company goals, employee manuals outline employee behavior rules, job descriptions consist of required duties and tasks, and procedures are specific job duty instructions.  Good training is the cornerstone of increasing employee awareness of job functions and legal/compliance requirements, and the internal website is a perfect medium for non-urgent information to avoid a plethora of interoffice email which could easy get lost in the number of more important business-related messages.  

While communication audits are not performed to my knowledge in my organization, I can certainly see the value of them.  We are a smaller organization and while I can definitely see how a communication audit on a larger scale for a big corporation could be integral in ensuring adequate notification of important information is being administered or relayed, I don’t want to dismiss the fact that it would be beneficial.  I certainly thing even in my company of around 20 full time employees and a handful of part timers, interviews or focus groups could work. Surveys could be done as well, but it would have to administered in a way to ensure anonymity, as I think a few employees would fear being completely honest as we are all very familiar with each other.  In fact, I wonder if that’s why our suggestion box isn’t used often for fear of being identified. 

Hulett, K. J. (2007). Conduct a communication audit. Journal of Financial Planning, 17. Retrieved from http://search.proquest.com/docview/217545855?accountid=33575 

Ulrich, D., Younger, J., Brockbank, W., & Ulrich, M. (2012). HR from the outside in. New York: McGraw.

Section Two:  Identify and describe what resources you have accessed outside of the materials this week in order to complete assignments or expand your knowledge of the topics addressed this week.

Some of the resources I used for my discussion questions and analysis this week are as follows:

Fairest, J. (2014). Leading employees through major organizational change. Ivey Business Journal, 5.  Retrieved from http://web.b.ebscohost.com.necbproxy.egloballibrary.com/ehost/pdfviewer/pdfviewer?sid=0aed319d-f9cf-4d1e-bb75-626d6e67fa05%40sessionmgr110&vid=2&hid=124

Fairest details in this article an example of a major organization change his corporation had to transition through.  He discussed the importance of advance, detailed communication, and preparation of employees through major change.  He also encouraged the use of identifying certain team leaders as 'change agents' to help coach their respective departments through big transitions.  

Jain, M. (2014). Performance management: Linking rewards to performance. Journal of Social Welfare and Management, 6(1), 41-44. Retrieved from http://search.proquest.com/docview/1543471463?accountid=33575

This writing discusses how efficient, timely rewards are linked to motivation and increased performance.  It also suggests that a reward system may be aligned with HR practices by attracting high performers.  It also may serve as an incentive for accuracy in their work and employee retention.

Nour, D. (2010, Jan). Put top talent to use in your organization. Nonprofit World, 28, 10 11. Retrieved from http://search.proquest.com/docview/221329012?accountid=33575

Nour outlines several fundamental motivators that leaders must recognize to effect change. One of the primary motivators is respect for the employees' personal lives and goals.  It analyzes how by improving the employees' lives in the workplace, and listening to their thoughts and opinions, that the leader's influence grows as well as team motivation. 

Reichers, A.E., Wanous J.P, & Austin, J.T. (1997). Understanding and managing cynicism about organizational change. The Academy of Management Executive, 11(1), 48-59. 

The authors draft an interesting article which discusses employee response and behavior to significant changes in the organization.  Negativity surrounding such changes can affect productivity and employee motivation.  Increased management effort to mitigate some of these effects by increasing communication and ensuring employees have a thorough understanding behind the reasoning of changes and the plan will be ultimately beneficial to the company as a whole.

Thompson, M. A., Lemaire, K. C., Jacob, T. W., & Gubman, E.,. (1996). The role of competencies in an integrated HR strategy. ACA Journal, 5(2), 6. Retrieved from http://search.proquest.com/docview/216360113?accountid=33575 

The importance of HR being flexible in an environment which is constantly changing is reflected in this article.  Focusing on competencies which directly contribute to the success of the organization, and being aware and responsive to shifting priorities, will be more likely to foster a competitive advantage.  

Week Two Learning Log - Sections Five and Six: Tie-in to Manager’s work with HR and Learning Lessons

Section Five:  How the information encountered this week could be important as a manager tasked with working with HR. 

As a manager tasked with working with HR, I feel ensuring that taking the time to ensure that an employee is the right fit from from qualifications to culture will encourage a long-term mutually beneficial relationship.  I also have discovered that will prevent the grave costs of poor hiring decisions, from employee morale and having to repeat training of another candidate.  If a company doesn't have a good job description that explains the functions of the job as well as the qualifications, knowledge, skills and behavior, needed to be successful in fulfilling the functional requirements of the job,they risk not having qualified team members who complement each other (Scott, 2012).  As a manager, I would ensure the job description for who they were hiring for my team was specific and duties well-described.

Scott, S. (2012, Jul 05). The huge cost of bad hiring decisions. Telegraph - Herald Retrieved from http://search.proquest.com/docview/1023465245?accountid=33575 




Section Six:  Evaluation of most valuable information discovered throughout this week’s assignments, discussions, readings, or research.

One of the most valuable activities of this week was the readings on the Capability Audit and the conducting of it.  I found myself really analyzing how my department worked and pinpointing its strengths and weaknesses.  I found it particularly interesting how managers do not expect a department to be rated a "5" in all areas.  Each set of team members have a different dynamic and will sport its own set of strengths.   I thought thoroughly about events, duties, responsiveness to customers and thinks we can improve upon.  

Another concept I learned from the reading was regarding the risk of confusing capabilities with activities.  I have worked in a place where a variety of 'training' was offered without any real application or follow-up to how well the training aligned with what the employee was actually tasked with doing.  Instead of focusing on how many hours of training one requires, it would be best suited to asked what capabilities the training created (Ulrich Brockbank, Younger & Ulrich, 2012).  Activities and training that fill time or check a box off that it was done but have no job application or real effectiveness wastes time for both the employee time and employer resources. 


Ulrich, D., Brockbank, W., Younger, J., & Ulrich, M. (2012). HR from the Outside in: Six Competencies for the Future of Human Resources. The McGraw-Hill Company.