Submit your final project. It should address each of the four sections (People, Organization, Workplace, and Behavioral Competencies) that focus on HR initiatives that move across an organization.
My areas of strength within the business domain include interpersonal skills and teamwork. I relate well with my colleagues and team members in matters associated with work. My interpersonal skills have resulted in positive relationships within the business team and this has been significant in motivating the team members towards achieving out business goals. Teamwork is also my area of strength. I believe that combined effort yields better results than individual effort and this is not limited to execution of duties but also the process of decision-making (Noe, 2017). These strengths are associated with consultation because they involve interaction, sharing of ideas and decision making. I am a human resource management professional and one of my key roles is to lead my team and ensure appropriate decisions are made. Consultation is therefore, a critical management element necessary in human resource management which makes it a strength is execution of human resource management duties (Noe, 2017). Some of the supportive examples within this domain include spearheading the team by embracing opportunities, establishing a culture that fosters intra-organizational teamwork and partnership, identifying missing team roles and fulfilling them, promoting effective teamwork practice and working environment.
My weakness within this domain is conflict management. Managing conflicts requires the ability to identify contentious issues among parties in disagreement. This involves bringing together the two parties, listening to their grievances and finding a balance or a solution to the problem. I have never been comfortable with negativity in my life both at a personal level or when other parties are involved. I find it difficult to take sides in cases where two or more individuals are in conflict for the mere reason of being perceived as biased. While my profession requires me to administer organizational policies to members of my team, I have constantly struggled with conflict management despite being a fundamental aspect in leadership.
Every workplace experience conflict among employees and this may be due to personal or company-associated problems. It is my goal to develop a positive mindset towards leadership by embracing conflict management as a critical aspect that impacts team productivity. One of the supportive examples include approaching conflicts in respectful and unbiased manner and referring serious cases to higher levels of management where it deems necessary. Another example is to identify conflict sources and develop strategies to minimize them.
Creation and management of a network of relationship within the workplace is one of the elements that define a successful human resource management professional. Communication is critical in conflict management and competency in communication determines the efficiency of human resource practitioner in solving disagreements among employees. Effective communication will involve active listening, understanding the communicator’s perspective and deriving meaning from information provided (Noe, 2017). The following strategies will focus on increasing my skills in conflict management and communication which are areas of interest for this business domain. Examples of supporting examples include collaborating with external partners and developing relationships, active listening to the views of others, address issues from a professional point of view, establish new approaches to facilitate competitive advantage and building relationships with team members. To successful achieve these objectives, I will seek advanced training and obtain resources to help develop my skills in the said areas. This will not only result in improved outcome for the organization but also help me advance my career.
Noe, R., Hollenback, J., Gerhart, B., & Wright, P. (2017). Human Resource Management: Gaining a Competitive Advantage. New York, NY: McGraw Hill.
Society for Human Resource Management. (n.d.). About the Competency Model. Society for Human Resource Management. Retrieved from: https://www.shrm.org/LearningAndCareer/competency-model/Pages/default.aspx
2.For a company to attract, retain, and reward its employees, the human resource management team can use a number of approaches and strategies. An employer can ensure that there is a positive working environment for the employees by recognizing them, rewarding them as well as reinforcing the right behavior to the employees (Horwitz, Heng&Quazi, 2013). Furthermore, the employer should also ensure that he or she involves and engage the employees in different matters in the working environment as well as ensuring that they help the employees in potential and skill development (Guest, 2012). The four main elements of attracting, retaining, and rewarding employees mainly entail total rewards, talent acquisition, learning and development, and employee engagement and retention.
Talent acquisition entails the realization and appreciation of employees’ talent, which are capable of earning them more apart from the common roles in their job place. The latter comes in handy, ensuring that the talent is nurtured and built so as to contribute positively to the job. While most employees think that the success of a particular company is based on getting employees to fill different work posts, the truth is that the company must acquire the right employee for the job which is most difficult (Noe et al. 2017). Therefore, when hiring companies must ensure that they look at what they need by having a clear idea of their current configuration on human resources and know the weakness as well as strengths of the current group of employees. Companies need to implement the right strategies for leveraging labor market threats so as to gain a competitive advantage over their peers which will come in handy in ensuring that acquire the best fit for their human resource needs (Guest, 2012).
Employee engagement and retention
3. Employee engagement and retention is an illustration of the energy and commitment that the employees bring to the working environment as well as an indicator of their dedication and involvement in a company (Noe & Peacock, 2008). In case an employee is engaged, he or she is likely to be more productive and loyal to the company given that the employee tends to be more satisfied and safer in their role. The best way to ensure there is an effective employee retention strategy is by tracking the company’s turnover metrics as opposed to simply measure average turnover (Noe et al. 2017). Through these metrics, it is possible to get a general understanding of the turnover trends through the turnover data. The company can also learn about low performers through the metrics. Another way of enhancing employee engagement and retention is through developing a strong working relationship with the employees, thus ensuring there are motivation and passion irrespective of the situation (Horwitz, Heng&Quazi, 2013). The company can develop a strong working relationship via interviews where it seeks to understand how the employees feel at different points.
Learning and development
Companies need to ensure that there is a positive learning environment for all employees as a function of the organizational culture. Employee training and development play a key role in enhancing management and dealing with risk management. Some of the key ways via which a company can ensure there is learning and development include engaging in evaluation deficiencies, engaging in employee survey results, providing individual development plans and ensuring that there is need to develop the new idea (Guest, 2012). Employee training and development programs play a key role in preparing staff to take part in the company’s mission successfully.
Total reward entails the elements that employers value the role played by their employees in a company given that it stresses the remuneration integrity, given that it is put forward as a contrast to total compensation. The strategy involves a holistic approach entailing people strategy and business strategy in encompassing the employee value with factors like development, compensation, and benefits (Horwitz, Heng&Quazi, 2013). Such an approach aids with cost savings as well as bringing about maximum return among the employees. Through an effective reward strategy, a company can get sufficient employees information which aids in making wise decisions as well as assessing their influence both externally and internally.
As seen in the above discussion, the four key HR strategic engagement initiative for attracting, retaining and rewarding employees in a company. These strategies mainly focus on employee engagement and retention, total rewards, talent acquisition as well as learning and development.
Guest, D. (2012). Human resource management, corporate performance, and employee wellbeing: Building the worker into HRM. The journal of industrial relations, 44(3), 335-358.
Horwitz, F. M., Heng, C. T., &Quazi, H. A. (2013). Finders, keepers? Attracting, motivating, and retaining knowledge workers. Human resource management journal, 13(4), 23-44.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Noe, R. A., & Peacock, M. (2008). Employee training and development.
4. Leadership as a whole is made up of several behavioral competencies. These competencies determine a leader’s capacity in the job. Behavioral competencies are divided into two main groups. Leadership and navigation as well as ethical practice. This paper will have an individual reflection of strengths, weaknesses as well as the strategies to promote behavioral weaknesses.
In leadership and navigation competence, I have been able to identify several key behaviors. Fostering teamwork and collaboration is among my biggest strengths. In this respect, I can comfortably say that I have led several teams from an early age. When I was about 7 years old, I was appointed captain of my childhood soccer team. In this capacity, I was able to lead my team to success in various tournaments (Kunnanatt, 2016). In subsequent years, I was selected to be the class leader of my high school. Moreover, in high school during expeditions, I was chosen to be a team leader where I helped my team navigate through various obstacles. The ethical bit, I found myself strong in terms of moral ethics. My ability to maintain moral standards in my leadership ordeal has always been high. These indications give me confidence that my leadership and navigation competencies are high.
In this respect, despite strengths, I have found weaknesses within my leadership clusters. The ability to set the tone for change has been among my biggest weaknesses. Within my capacity as a class leader, I found myself struggling in changing the status quo of how affairs in the classroom were run. Among the nail-biting issues were methods and timelines within which assignments were handled (Lucas, Goldman, Scott, & Dandar, 2018). To drive this change, consultation between tutors and the students was necessary. I found it difficult to harness the mood for change within students. Most of the students felt it was okay to uphold the status quo. In another dimension, I found myself having weaknesses in dealing with ethical dilemmas. A particular case is where students failed to turn in their assignments in time. In this scenario, my friends could urge me to deliver their assignments through the backdoor method. I found myself succumbing to their pressure at times and did it. However, my conscience was not right with it.
Strategies for Developing Behavior Competencies
In my resolve to develop my behavioral competencies, I have put several strategies. I have found a mentor who I think will be of help to me. First, a mentor will help me deal with the challenges of ethical dilemmas (Cumberland, Herd, Alagaraja, & Kerrick, 2016). I intend to seek advice from the mentor who is widely experienced in matters about leadership as they have for a very long time. Besides, I have put in place a strategy of reviewing literature that will help me identify methods of driving change.
The two clusters of leadership competencies have proven to be important. I have found several strengths within my leadership behavioral domain. However, there are weaknesses that I intend to address through strategies discussed.
Cumberland, D. M., Herd, A., Alagaraja, M., & Kerrick, S. A. (2016). Assessment and development of global leadership competencies in the workplace: A review of the literature. Advances in Developing Human Resources, 18(3), 301-317.
Kunnanatt, J. T. (2016). 3D leadership–Strategy-linked leadership framework for managing teams. Economics, Management, and Financial Markets, 11(3), 30-55.
Lucas, R., Goldman, E. F., Scott, A. R., & Dandar, V. (2018). Leadership development programs at academic health centers: results of a national survey. Academic Medicine, 93(2), 229-236.
5.The HR is responsible for ensuring that the employees or workers at the organization are aligned with the goal and vision of the firm. A punitive approach refers to the traditional disciplinary way to solve a worker’s reprimand. This approach has been proven to be detrimental and ineffective in organizations and businesses. In addition, this approach has a negative impact on the relationship between the manager and the employer. For example, Tampa Electric Company used to use the punitive approach. In 1977, there was a conflict between two workers. This conflict led to an argument between the two people. The person was then given a thirteen-day suspended. However, five months later, another problem occurred. The actions of the worker did not change.
The punitive approach of disciplining employees produces more problem than it solves. Workers who are punished through unpaid suspension or written warning respond with resentment, (Papadakis, et al., 2015). This lead to a decline in trust and communication. It can also lead to an increase in absenteeism. A non-punitive approach is a disciplinary action that does not involve unpaid suspension; instead of a disciplinary letter is given to the worker. The non-punitive approach contains two steps. The oral reminder is the first step. In this step, the manager and the worker discuss the goals and vision of the organization, (Noe, et al., 2017). This is to ensure that any issue or problem that has arisen does not occur again, instead of the manager warning the worker of a serious disciplinary action to come. The boss reminds the worker that they have the responsibility of meeting a standard of performance and behavior. The employer extends a strong inducement for development by advising the employee that although it is a disciplinary step, no record will appear in the worker’s permanent record unless it occurs again.
The written reminder is the second step. This is where the boss talks to the worker in a more very serious way. In addition, it does not involve threats. The boss explains the importance of a certain rule. They develop a plan to eliminate the gap between desired and actual performance. The main objective of these two steps is to give workers a reason to improve their behavior and action. This method increases efficiency in the workplace. It also decreases absenteeism. Sick time per employee decreases. This disciplined approach is the most productive and has a positive impact since it aligns with the strategies and goal of the company.
Employee performance management mainly involves the policies, strategies, and practices of the organization with respected to the desired performance of the staff along with monitoring and measuring the outcome. Performance management contains elements to ensure that labor and employee relation align with the organization goals and ambitions. Companies can remedy or prevent most of the performance problem by ensuring that there is effective and efficient communication between the boss and the workers resulting into a complete understanding of what is required, how everybody’s contribution measures up and when it is required. Every element of performance management should adhere to guidelines and law and should be aligned with the strategies of the organization, or this can lead to penalties.
In order for the organization to thrive, communication is important since it ensures that everyone in the organization, including the higher management, understands what is expected from them. Performance management systems have three elements which include performance improvement process, goal setting, as well as a performance review, (Huselid, 2015). Goal setting involves the objective that needs to be attained within a certain time in which the worker will be assessed. The goal may consist of a behavioral goal and project goal. A goal should be measurable, relevant, specific, attainable, and time-bound. A performance review is a process of analyzing the work of the staff towards achieving the goal. It would be ideal if the performance system outlined the strength and flaws of the employee. This will help the company make a decision regarding employee career development, promotion opportunity, training need, and salary increment. A performance review is effective or successful if there is a response process, and a conversation stipulating the goals of the organization.
The final element is the performance improvement plan. Performance improvement plan applies to new workers who are in new departments or who are uncertain about the performance expectation and to regular workers who do not meet the desired performance. Each performance improvement plan should include the dates, the performance gap, employee’s information, the actual performance, the expected performance, signature of the manager and the worker, and description of the plan, (Armstrong, 2016).
The grievance process of employees who are members of a union and those that are not are similar. Union employee can have someone who can represent them to ensure that their grievance is heard and seen through until the end and that their rights are not violated. The process of grievance of employees who are not a member of unions is the same, although they do not have anyone to represent them and protect the rights of the employee from being violated. The labor relation laws to ensure that both union and non-union employees are treated fairly. The main purpose of the National labor relation act is to protect the rights of both employers and employees and to encourage collective bargaining. Non-union employees are allowed to file grievance although they are protected by federal law.
Armstrong, M. (2016). A handbook of human resource management practice. Kogan Page Publishers.
Huselid, M. A. (2015). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of management journal, 38(3), 635-672.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Papadakis, M. A., Teherani, A., Banach, M. A., Knettler, T. R., Rattner, S. L., Stern, D. T., … & Hodgson, C. S. (2015). Disciplinary action by medical boards and prior behavior in medical school. New England Journal of Medicine, 353(25), 2673-2682.
7.Strength: My strength within the domain is the way I manage my groups that are being a group leader make play a crucial role in bringing the people under my leadership together. I always help the team members whenever they need my help. Being a team leader always requires one to be open-minded and ready to help the teammate. It is not the time somebody should wear a scary face to his or her colleagues. I always determined my strength when I started helping people with their problems. Whenever the question is put across and no one can assist I attempted to answer the question this way I could always make a good try this made be identity my strength. Besides I was welcoming to everybody who comes to me with the problem. The more I was helping my colleagues the more my knowledge got sharpened (Gamble, Thompson & Peteraf, 2019).
The cluster brings out a person’s strength boldly this because clusters are formed in such a way that those with similar abilities or likes are put in the same category. This again will bring out specialization as individuals would perform one of the tasks repeatedly hence becoming perfect in that area. I was identified by the team leader who was in charge. The team leader then showered me with power to assist at the time he was not present this is how I shaped my strength. Again, cluster is a strength since it allows people who are weak to get assistance from those who have an idea in the field of that profession. If one does one duty repeated, they finally become the master of the subject. Most of the organizations are not able to develop the workforce through training but giving assignment within the organization. Hence, build more on the strength of the employees that taking them to the colleagues of professional studies.
Weaknesses: What are your areas of weakness within the interpersonal domain, and how did you determine a cluster as a weakness? Weakness refers to something individual is not good at. For example, in my case, my weakness is I don’t know how to resist helping my colleagues. This consumes much of my time. I ways find my backlogs are piled and sometimes do it outside the normal business operation. Secondly, I will not resist assisting one with the problem I feel bad to see my teammates having a problem and are lagging I just step in and help immediately. Thirdly, holding on the knowledge that can assist to grow the institution is what I cannot do I will have to do everything possible to put the idea I have across the board. Lastly, I do take the organization I work in as my own this way I am propelled to give all my useful ideas (Yasinzai, Lev & Xu, n.d.).
Strategies for building behavioral competencies are I am a keen observant on what every member of the workforce is doing this gives me an insight of what the individuals are good at and they can do it better. Once I have done this, I call the person and give them the proper guidance that can help them to build their strength. More importantly, I need also ask the person to team up with other colleagues of the likeminded to build their strength if the person can find just three people, I form the group and give them the assistance that can grow their talent. Again, I always do follow up on the assignment that I give to the employees the follow up is done regularly for example in a week I would do like twice. Constant advice to the employees to do more as if they are doing their jobs. These are the pillars of the strategy that I apply in the domain of the workforce (Baltzan, 2012).
Baltzan, P. (2012). Business driven information systems. New York: McGraw-Hill Irwin.
Gamble, J., Thompson, A., & Peteraf, M. (2019). Essentials of strategic management. New York: McGraw-Hill Irwin.
Yasinzai, M., Lev, B., & Xu, J. Proceedings of the Sixth International Conference on Management Science and Engineering Management.
Human Resource Workplace Management
8.A workplace hosts people of different backgrounds concerning race, ethnicity, gender, and social class. One aspect which has recently been researched is generational differences in the workplace. Generational differences refer to differences between age brackets. According to the American Management Association, there are four generations of people (American Management Association, 2019). That is the silent generation, baby boomer, Generation X, and Generation Y. According to Lipman, there is another generation referred to as Generation Z. previously, and generational differences did not matter (Lipman, 2017). However, different characteristics for each generation sparked interest and caused the acceptance of diverse generations in the workplace. Baby boomers are recognized as people who were born from 1946 to 1964. Generation X was born from 1965 to 1980. Generation Y was born from 1981 to 1997. Generation Z refers to those born from 1998 to 2014. The silent generation is not widely discussed like the other four generations. Older generations value the virtue of loyalty and respect, but younger generations are not as loyal and respectful. The issue of technology also displays a difference between the generations.
According to (Starkman and Nadal, 2018), career development would be a good strategy to help accommodate generational differences. This development includes cross-training which focuses on transferable skills between the younger and older generations. Benefits offered by the company should accommodate all generations in that benefits reflect the values each generation stands for. Stereotyping should also be discouraged in the workplace.
Human Resource Practices and Risk
According to French, risks in an organization pertains to employees, improperly done work and leadership among others (French, 2014). In another article by Dairy Cattle, risks include understaffing and overstaffing, unsatisfactory work, loss of an important employee, and overtime for staff (Dairy Cattle, 2019). Considering these and more risks, the Human Resource has the responsibility of creating and implementing policies.
Policies and practices created include: building a better-recruiting program, training programs for employees and leaders, building an efficient culture, undertake auditing often, building a good reward system, and encourage skill development. An organization in which the Human Resource successfully applies these policies and practices boasts of employee retention and efficient management of risk.
An organization or business can build a better recruiting program to ensure the right caliber of workers is hired, and employee loss losses are managed. A good reward system will help employees perform better, and this ensures the forward progress of the organization or business. Undertaking an audit regularly ensures the organization is up to par with standards set by national and international laws. An efficient culture will ensure good relations within the organization.
Human Resource and Social Responsibility
When it comes to social responsibility and benefiting the community, employees of a company play a very big role. The Human Resources department plays an even bigger role because it is in charge of company employees. According to Babcock, the Human Resource department is fundamental in ensuring the culture of social responsibility is instilled (Babcock, 2015). The community looks up to the company for empowerment. For example, a company that deals with pharmaceutical products may decide to empower the community through awareness campaigns on prevalent diseases voluntarily. The Human Resource department should be able to push for this awareness because it is a benefit to the community and displays the company as a lover of social responsibility.
Human Resource department also has a responsibility of ensuring employees and company leaders participate fully in fostering social responsibility. Human Resource is in charge of educating employees through training forums. In one of these forums, social responsibility should be a topic to ensure employees understand the value of social responsibility. A reward system for social responsibility should also be developed to encourage employees to participate in social responsibility programs. Up the hierarchy, Human Resource is responsible for communicating the aspect of social responsibility to the executives to ensure they support and encourage employees to participate according to (Lokhandwala, 2019).
Human Resource in Global Context
A growing business is bound to stretch its arms across national boundaries. If the business stretches far enough, it becomes an international business. Having employees as a small business is easy because they are within the home environment. However, if the business becomes international, employees need to be prepared for transfers and promotions across international boundaries. Therefore, the Human Resource is charged with preparing the employees.
One strategy is ensuring all employees are prepared to meet employees in other countries. For example, the aspect of language should be considered when preparing employees. The kind of reception in another country should be taught to all employees. Secondly, training on the new culture which will be experienced should be thoroughly done to all employees. If an employee is familiarized with these cultures, it will be easy for them to settle down and deliver. The Human Resource according to O’Donnell, should consider the family of the employee to avoid separation and destabilization (O’Donnell, 2019). Finally, a good communication system and a globally integrated culture should be adopted from the top of the ladder to the bottom. It ensures that although employees are exposed to a new social environment, the work environment remains the same.
American Management Association. (2019, January 24). The myth of generational differences in the workplace. Retrieved from American Management Association: https://www.amanet.org/articles/the-myth-of-generational-differences-in-the-workplace/
Babcock, P. (2015, October 28). Accelerating HR’s Role in CSR and Sustainability. Retrieved from SHRM: https://www.shrm.org/resourcesaandtools/hr-topics/behavioral-competencies/ethical-practice/pages/hr-role-csr-sustainability.aspx
Dairy Cattle. (2019, August 16). The role of human resource management in risk management. Retrieved from Dairexnet: https://dairy-cattle.extension.org/2019/08/the-role-of-human-resource-management-in-risk-management/
French, M. (2014, November 18). 5 risk areas for HR managers and how to mitigate them. Retrieved from Human Resource: https://www.subscribe-hr.com.au/blog/blog/bid/349897/5-risk-areas-for-hr-managers-and-how-to-mitigate-them
Lipman, V. (2017, January 25). How to manage generational differences in the workplace. Retrieved from Forbes: https://google.com/amp/s/www.forbes.come/sites/victorlipman/2017/01/25/how-to-manage-generational-differences-in-the-workplace/amp/
Lokhandwala, S. (2019, April 12). The HR role in promoting corporate social responsibility. Retrieved from The balance careers: https://www.thebalancecareers.com/the-hr-role-in-promoting-corporate-social-responsibility-1917743
Nadal, J. S. (2018, April 26). How to manage a multigenerational workforce. Retrieved from The business journals: https://www.google.com/amp/s/www.bizjournals.com/how-to/human-resources/2018/04/how-to-manage-a-multigenerational-workforce.amp.html
O’Donnell, R. (2019, February 12). How to prepare employees to work in a global workforce. Retrieved from HR Dive: https://www.hrdive.com/news/how-to-prepare-employees-to-work-in-a-global-workforce/548093/