Human Resources I have always been assigned to different placements in the course of my undergraduate studies. Such placements benefit me greatly because they help me to practice the principles that I learnt on a theoretical basis. In the course of my first internship, I became more familiar with different organisational procedures and quickly developed the skills that I needed…
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As a new intern, I was always impatient over such realities but learnt to allow myself time to adapt to my new environment. I observed that the workers who had mentors became accustomed to standard routines at a much faster rate than those who, like myself, for one purpose or another did not. I observed that interns with mentors were inspired by their mentors’ confidence in their abilities and made more efforts to learn about their new organisations than did the rest of us. Their mentors also invested time in coaching and encouraging the interns, thus transferring their work skills to the new workers (Forster 2005). It was obvious that organisational objectives can only be accomplished through the collective input of all employees, regardless of rank. Reflective and Reflexive Practice In most of my placements, I was a part of a team or group that was responsible for accomplishing certain objectives. I would have a time for personal reflection during which I considered my role in the group work and how to best accomplish my responsibilities. After this, I was able to put the gleanings from personal reflection into practice. I would then express my ideas about my emerging awareness about my role in group sessions. In each of these team sessions, team members shared on how they believed that their contributions would affect the realisation of company goals on a daily basis. After sharing with others about such experiences, the interns would then return to implement the suggestions from the group session, and then reflect all over again (Hofstede 2003). As interns, we all benefited from the collective practices suggested as well as the individual actions taken by all of us. My personal ideals actually influenced how I interpreted corporate decisions and policies. At times my personal values were at odds with some organisational maxims. At such time, I would actively seek for the opinions of other who I knew had also experienced some measure of conflict during the integration process. From them, I learnt that this is a perfectly normal occurrence which is faced by almost all interns during their orientation. These ‘older’ workers also helped me to discover ways in which I could make company ideals my own or change my own views to suit them. Reflexivity is descriptive of the process whereby a person’s self-awareness is developed to the place where reflection is swiftly followed by a response with no time in the middle (Guest and Conway 2004). Reflexive employees will make be confronted by problems and quickly find solutions for them with consistency. When such personnel come across policies that they oppose, they possess the vital self awareness to recognise their disagreement and express it in a comprehensible manner to all (Brooks 2003). This is a quality that I took time to develop during my internship. It only came after I had understood the basic functions of company operations. Moreover, it was obvious to me that this was a vital part for employees to be able to relate well with colleagues as well as accomplish their tasks (Debra and Quick 2006). Training was not the only thing that resulted in the reflexive trait being witnessed in employees; each individual employee had to learn at his or her own pace. Some researchers have in the past claimed that training and development practices in organisations ought to be combined as equal
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