Friday, August 26, 2016

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
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?
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Latia Leach
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2.  RE: 6 paradoxes facing HR

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?
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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
  

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