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.