Week 2 - Learning Log: Part 1

Section 1 - Capability Audit (see Exercise 5.1 on page 117 of the textbook).

The capability audit should help define and then capitalize on an organizations capabilities.  First, one must define who will receive the audit and chose a leadership team to sponsor the audit.  Once completed, the content of the audit should be created and sent to the audit participants. The audit should then be gathered and the data organized.  Finally, the audit should be reviewed and action steps should be taken based on the data.

After reviewing the process and capability audit - Exercise 5.1 (Ulrich et al, p. 117), I felt that I wanted to learn more about a 720 degree audit.  The 720 audit would collect information from both inside and outside of the company.  Because of this, I intend to ask a question on SHRM to garner insight into asking external assessors for feedback. 

 

Reference:

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

Section 2- Additional References:

This weeks discussions allowed me to find some additional references. 

I first found Kathy Gurchiek's (2007) article below which outlined credible activism. Her article took a deep dive into outlining the other things (outside of credible activism) that an  HR representatives needs to master, including:
a. becoming a culture and change steward
b. becoming a talent manager
c. becoming a  strategy architect
d. becoming a operational executor
e. becoming a business ally
Overall, it was a very helpful article to expand my learning
 Gurchiek, K. (2007, April 26). Credible Activism is Key HR Skill. Retrieved on August 31,2016 from: https://www.shrm.org/hr-today/news/hr-news/pages/cms_021378.aspx


The second article was Mackey's (2010) article about creating a high trust organization.  I found this helpful in understanding the building blocks necessary to create and sustain a trust culture.
 Mackey, J. (2010, May 14). Creating a High Trust Organization. Retrieved on August 29,2016 from: http://www.huffingtonpost.com/john-mackey/creating-the-high-trust-o_b_497589.html (Links to an external site.)

Finally, I found Reina & Reina's (2007) article on rebuilding trust.  It happens in each of our lives and I found the steps they outlined for rebuilding trust to be particularly helpful.  Those steps include:
observe and acknowledge trust breach, allow feelings to surface, get support, reframe the experience, take responsibility, forgive, and move on. 

Reina, D. & Reina, M. (2007, May 2). The HR Executives Role in Rebuilding Trust. Retrieved on August 30,2016 from: http://www.hreonline.com/HRE/view/story.jhtml?id=12160414

Section 3: SHRM Connect:  Like last week, I have been a lurker this week.  I intend to post a question this evening and share the content on my blog posts this week.  I did check in on my questions from last week and got a recommendation on a new HR service provider.  My question is highlighted in yellow below. 
   

Topic: HRMS for Small Business - low cost is key!

1.  HRMS for Small Business - low cost is key!

 

Hello Group Member,

I am looking for your recommendations for a low cost HRMS for a small business (100 EE) to track basic employee data, headcount changes and time tracking.  I have a separate ATS that I will either keep or get rid of and a free Benefit enrollment system that I will continue to use.  

Thank you for your time.

Natalie

------------------------------
Natalie Gann SHRM-SCP, SPHR
Human Resource Manager
TP-Link Research America
natalie.gann@tp-link.com
245 Charcot Ave., San Jose, CA 95131
------------------------------

×

Kelli Ellenburg

We use BambooHR and our execs seem to like it. We're also a small company.

Kelli

------------------------------
Kelli Ellenburg SHRM-CP
Owner

Original Message

Original Message:
Sent: 08-26-2016 13:46
From: Natalie Gann
Subject: HRMS for Small Business - low cost is key!

3.  RE: HRMS for Small Business - low cost is key!

My husband and I own a small Sears Hometown Store and use ADP.  I find them expensive and am sent to a call center for any questions.  We are looking to use a small accountant in our area.  I am intrigued by the suggestion of BambooHR and will look into them.

I will follow this post to see additional suggestions. 

Thank you for posting,

Kris

------------------------------
Kris Radel

Original Message

Original Message:
Sent: 08-26-2016 13:46
From: Natalie Gann
Subject: HRMS for Small Business - low cost is key!Hello Group Member,
I am looking for your recommendations for a low cost HRMS for a small business (100 EE) to track basic employee data, headcount changes and time tracking.  I have a separate ATS that I will either keep or get rid of and a free Benefit enrollment system that I will continue to use.  Thank you for your time.Natalie------------------------------
Natalie Gann SHRM-SCP, SPHR
Human Resource Manager
TP-Link Research America
natalie.gann@tp-link.com
245 Charcot Ave., San Jose, CA 95131
------------------------------× for Moderation

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Week One Learning Log - Part 3

Section 6: Learning Lessons

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. 

 In reflecting on my first full week, I learned a couple of new things that can be applied quickly.  First, I learned that it is important for HR to be a strategic partner.  Human capital is the most valuable asset of a company, regardless of size.  To that end, I learned  that many small employers outsource HR functions (Skolnick, 2013).  At our Sears Store, we embraced HR and payroll outsourcing in 2015.  This week, I discovered that additional tasks could be outsourced like employee training, website support, and compliance.  I have since reached out to my vendor, ADP, to inquire about additional services.  I am also pursuing getting bids from other providers.  I posted and followed a discussion in the SHRM Connect to get information on additional vendors.

Secondly, I learned to view HR from the outside in. I experienced this view when being recruited by my current employer, Dimensional.  I was a customer of Dimensional’s HR and made a decision to move companies, in large part, to the experience I had with HR.  I learned that the real challenge lies in measuring the effectiveness of measuring HR success. To that end , I intend to utilize the group project task my Dimensional HR Manager about her  perspective on measuring success. 

 

I know that Dimensional uses benchmarking and key performance indicators to set goals and measure success. Dimensional is a performance company.  We measure everything, so why not measure HR?

 “If you don´t measure and benchmark, you won´t know how you are doing now, which areas of your process need the most attention, and how well your changes are working down the road (Anderson, 2011).”

Overall, I enjoyed week one.  I look forward to learning more about HR as the class progresses.

Section 4: Feedback from SHRM

 I checked back into my account this morning and had no responses to my question.   Next week, I intend to post a question to the general HR board (instead of the academic discussion board) but also respond to others in a more proactive approach to garner collaboration.

 I did provide the following comment on another post, this morning:

 https://community.shrm.org/communities/community-home/digestviewer/viewthread?GroupId=1957&MID=90138&tab=digestviewer

Topic: HRMS for Small Business - low cost is key!

0 Recommend

Natalie Gann

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·Mark As Inappropriate

Hello Group Member,

I am looking for your recommendations for a low cost HRMS for a small business (100 EE) to track basic employee data, headcount changes and time tracking.  I have a separate ATS that I will either keep or get rid of and a free Benefit enrollment system that I will continue to use.  

Thank you for your time.

Natalie

------------------------------
Natalie Gann SHRM-SCP, SPHR
Human Resource Manager
TP-Link Research America
natalie.gann@tp-link.com

0 Recommend

Kelli Ellenburg

·Reply to Sender

·Print Message

·Mark As Inappropriate

We use BambooHR and our execs seem to like it. We're also a small company.

Kelli

------------------------------
Kelli Ellenburg SHRM-CP
Owner

Kristin Radel

 

·Reply to Sender

·Print Message

·Mark As Inappropriate

·Edit

My husband and I own a small Sears Hometown Store and use ADP.  I find them expensive and am sent to a call center for any questions.  We are looking to use a small accountant in our area.  I am intrigued by the suggestion of BambooHR and will look into them.

I will follow this post to see additional suggestions. 

Thank you for posting,

Kris

Section 2 cont.
Additional References:

Anderson, K. (2011). Metrics pave the path to world class. Managing accounts payable.

ISSN 1080-5753.  Retrieved on August 27, 2016 from: http://web.ebscohost.com/ehost/pdfviewer/pdfviewervid=7&hid=11&sid=a294ed98-abe3-4394-8cf0-ab8353d1d74c%40sessionmgr12

 

Skolnick, A. (2013, July 23).  HR: Big Savings for Small Business. Retrieved on August 27, 2016 from: http://www.inc.com/fiscal-times/human-resources-big-savings-for-small-business.html

Week 1 - Learning Log Part 2

Section 5: Manager Tie- In

Describe what you found to be the most valuable information you discovered throughout this week’s assignments, discussions, readings, research, and why?

The two most valuable manager tie-ins were making sure that HR has a seat at the table and recruiting talent.  It is important that HR not just have a seat at the functional table, but the strategic table. Shah (2014) reported on an interesting study that further supported the need for HR to have a seat at the c-level suite. Shah (2014) shared that people management will need to become more strategic and evidence-based to accommodate the increasingly flexible and diverse workforce of the future.  I felt his perspective and reported study were on point and used it to support my argument around evolving HR in my 25 year career.

As a current leader, I also struggle with finding and maintaining a candidate pipeline.  I struggle with this at Dimensional and at our family-owned Sears Store. Kolar(2015) wrote an article around recruiting top talent.  I found the authors perspective and list of best practices to be thought provoking.  I utilized the thoughts that gaining credibility, coming up with business solutions, providing advice, and being a change agent were more important than position power.  I will utilize this list as I continue to recruit.



Section 3 Cont.:
Feedback SHRM Connect
While my post has not solicited a response, I did find a conversation on a similar post last year.  I found the HR Professional's (Sandra Abbey) response intriguing.  Ms Abbey responded to the paradox question by saying, "HR is there to support the mission of the organization, and to help the organization most effectively achieve its strategic plans and initiatives.  This is done through attracting top talent, growing and developing that talent, and ensuring that the people who work for the organization are supported in ways that improve the overall organization's effectiveness is achieving their strategy. "

I found her response to be on point and in-line with my personal experiences.
 

1.  6 paradoxes facing HR

0 Recommend

Latia Leach

 

Hello,

I am currently a  MBA student attending New England College of Business.  My current course is in relation to Human Resource Management.  I understand that there are 6 paradoxes that HR faces and the one that has really sparked my attention is the Organizational & Individual paradox.  This paradox to me means that individuals and their respective qualifications make up an organization.  Is this a true statement? Or is there more to the paradox?
------------------------------
Latia Leach
------------------------------

                                  

2.  RE: 6 paradoxes facing HR

0 Recommend

Sandra Abbey

 

 

I imagine the organization versus individual dilemma could be the question of whether or not HR professionals have the job of advocating for or supporting the individuals who were for a company,  or if the job of the HR professional is to support their organizations.  The answer is that HR is there to support the mission of the organization, and to help the organization most effectively achieve its strategic plans and initiatives.  This is done through attracting top talent, growing and developing that talent, and ensuring that the people who work for the organization are supported in ways that improve the overall organization's effectiveness is achieving their strategy.
Does that help at all?
------------------------------
Sandra Abbey, SHRM-SCP, SPHR
President/CEO - Principal Consultant
Leader Discovery
Southern Arizona

Section 2 Cont.:
Additional References


Through my discussion responses, I had to find additional resources to support my positions.  They are:

Shah, R. (2014, September 2014). Does HR Have a Seat at the Senior Leadership Table? Retrieved on September 19, 2014 from: http://www.forbes.com/sites/rawnshah/2014/09/19/does-hr-have-a-seat-at-the-senior-leadership-table/#113f765217ac

Kolar, C. (2015, June 3). 9 Best Practices in Recruiting Top Talent.   Retrieved on August 25, 2016 from: http://www.rpoassociation.org/blog/9-best-practices-in-recruiting-top-talent

  

Week 1 Learning Log - Part 1

 

Section 1 Exploration - Focus on 1 of the 6 paradoxes of HR and a personal success story.

 

This week, we are learning about the six paradoxes facing HR.  I chose to focus on Inside and Outside (Ulrich et al, 2012).  As a consumer of HR products, I had never thought to measure success by both inside and outside measures.  I have always worked for organizations that were good at measuring things internally.  When faced with the task of looking to investors and customers to measure success, I find that being able to measure success is not so simple.  Not knowing that we would be studying these paradoxes, I have been dealing with the Inside and Outside paradox in my small business.

 As way of background, in addition to working for a large money manager, my husband and I also own a small business, Sears Hometown Store in Lancaster, SC.  One of our largest hurdles has been attracting and retaining great employees.  We have had almost 100% turnover in our first year.  We pay commissions and our base wage is 30% more than the required minimum wage. 

Because of this turnover, we chose to do intense strategic planning and to put our HR policies in writing.  We completed this task in June 2016.  Since then, we have been asking our customers what type of service they would like.  We have chosen to gauge success from the outside in and further have asked customers for employee referrals.  Because of this, we have hired 2 full-time sales people based on customer referrals.  Surprisingly, we are exceeding our sales goal in August 2016 for the first time. 

Reference:

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

Section 2- Additional References:

Some of the sources that I used during my initial discussion posts and subsequent responses included:

Antoine, R. (2015, June 18). The Key to Strategic HR: You Must Be a Strong, Capable Business Partner. Retrieved on August 25, 2016 from: http://www.eremedia.com/tlnt/the-key-to-strategic-hr-you-must-be-a-strong-capable-business-partner/

Antoine outlines the four steps to becoming a valued HR business partner.  These steps include: a. building credibility, b. coming up with business solutions, c. providing advice and counsel, and d. being a change agent.  I found this article helpful when developing a plan to become a valued business partner, step by step.

 

Davenport, T., Iyer, B. (2016, June 28). A New Way for Entrepreneurs to Think About IT.  Retrieved August 22, 2016, from: https://hbr.org/2016/06/a-new-way-for-entrepreneurs-to-think-about-it (Links to an external site.)

Davenport et al (2016)'s article defines the importance of IT in developing business plans and further bolstered my argument that IT and non-revenue generating functions must be involved with strategic business processes.

 

Groysberg, B., Kelly, L. MacDonald, B (March 2011). The New Path to the C-Suite.  Retrieved August 23, 2016 from:  www.https://hbr/2011/03/the-new-path-to-the-c-suite

Groysberg et al(2011)'s study around the c-suite was very helpful in understanding current corporate business structure.  Simply, HR now has a senior executive sitting at the decision making table of most corporations.  The HR executive sits along side of a CEO, CIO, and CMO.  Even twenty years ago, these non-revenue generating functions were marginalized.

 

Mayhew, R. (2016). Why is it important for HR Management to be a Strategic Business Partner? Retrieved August 23, 2016 from: http://smallbusiness.chron.com/important-hr-management-strategic-business-partner-11079.html 

Mayhew (2016) provided the most thought provoking article of all, this week.  She suggested that HR is ultimately involved in safety, compensation, recruiting, training, and employee relations.  HR has evolved and will continue to evolve.

 

Section 3: SHRM Connect:   I joined SHRM Connect the week of August 22, 2016.  For the first few days, I was a lurker.  On August 25, 2016, I posted my first question:

HR From the Outside In - How do you measure success?                                                            

Recommend

Kristin Radel

Posted an hour ago

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This week, we are studying the six competencies for the future of human resources.  In particular, I have learned that an evolved organization judges the value of HR based on the receiver.  To help me better understand HR from the outside in, I have a few questions:

How have your organizations enabled a measurement of HR value through the eyes of your customers? 

Further, how do you involve customers in positioning HR in a strategic way?

Thank you, in advance, for your insight.

Kris Radel 

 

The link - https://community.shrm.org/communities/community-home/digestviewer/viewthread?GroupId=19&MID=89580&tab=digestviewer&CommunityKey=d8fc5e77-5d0c-4953-8297-81f0cb18dbae