Week One Learning Log - Sections Four and Six: Connect SHRM Feedback and Learning Lessons

Connect SHRM Feedback: In this section you provide exceptionally clear and thorough discussion of the feedback you received from posting to the SHRMConnect discussions, if any.  Indicate if you did not receive a response, indicate so.

As of this writing, I have as of yet received no responses to my SHRM posting, although it was not a duplication of anyone else's at the time I posted it several days ago.  I am hoping by the assignment due date that feedback to my question is received so I may use it for analysis; if not, analysis will be provided when feedback is received in subsequent logs.  If feedback is received after my submission but prior to the deadline, this blog entry will be updated accordingly.

Learning Lessons: In this section, provide an exceptionally clear and thorough description of what you found to be the most valuable information you discovered throughout this week’s assignments, discussions, readings, or research. 

I learned a great deal this week through the readings, assignments and research.  What appealed to me the most was the exploration of the relationship of HR to both the senior management team and the staff members.  They are in essence the liaison and decision makers of the resources for the staffing in departments, and ensuring each area has the adequate resources it requires.  I had never realized how HR being a member of that strategic management team, or at the least, closely involved, ensures that the departments are staffed with the right talent to implement those future projects.  HR is no longer merely about recruitment and administering payroll, but identifying talent and adding value to the operations as they now play a business partnering role  (Zeng, 2010). In addition, they are managing a myriad of personal issues, payroll, benefits, questions, performance management and ad-hoc related projects in the interim.   

As I learned from an assigned article, employees, supervisors, managers and executives all have different expectations and need different things from the HR function and staff (Fitz-enz, 2012).  That gets to the heart of what has stuck me this week.  Employees expect a representative from the department that they can approach about everything from co-worker conflicts to benefit issues.  Managers and supervisory positions want to be able to approach HR with a large number of areas, from cost-center concerns and training to barely related projects.  Senior management wants to ensure legal compliance, and that significant or sensitive issues are handled discretely and professionally.  Each level expects HR to take on different and important tasks.  I have a new appreciation for it, and when I approached HR manager about the upcoming required interview, I expressed that appreciation for her role in ensuring the business was running smoothly.  What runs a company are the workers, and therefore, those resources are what makes the corporation turn a profit in the end.  How well those resources are managed from hiring to conflict resolution affects the bottom line. 


Fitz-enz, J. (2012, September 16). Disassembling HR. HREOnline. Retrieved from http://www.hreonline.com/HRE/view/story.jhtml?id=533350819&ss=hr+functions

Zeng, D. (2010, April 21). HR role changing with the times. Retrieved from http://www.lexisnexis.com.necbproxy.egloballibrary.com/hottopics/lnacademic/?shr=t&csi=144965&sr=HLEAD(HR+role+changing+with+the+times)+AND+DATE+IS+2010