I Am Qualified, Why Not Me - Why We Hate HR - Case Study Example

Human Resource Managers - Why We Hate HR Section 1: Case Study: I am Qualified, Why Not Me? The case facts revealed that Bobby Bret, a junior accountant at Crystal Productions had been applying to be promoted to higher levels for five years without success. Other applicants for senior accountant positions were apparently hired from external sources. Finally, Bret had decided to raise his concerns to Roger Friedman, the controller. In this regard, the analysis of the case would be addressed by responding to the following questions, to wit: 1. Do you believe that Bobby has a legitimate complaint? Explain. I believe that Bobby has a legitimate complaint since as a junior accountant of the firm, his application for higher positions should have been the priority over those applicants from external sources after all qualifications are taken into consideration. There should have been a policy encouraging promotion from within as the priority over external applicants. It was clearly stated that his performance appraisals are excellent; therefore, he was most qualified for the previous positions he applied for. The only thing he lacked was more confidence in his ability, as when Friedman asked him if he thought he was better qualified than the others they hired, his response was negative. Having realized this, he could effectively apply in future senior positions after duly emphasizing his excellent qualifications and ability to do the responsibilities noted. 2. Explain the benefits of a promotion from within policy. Would such a policy be appropriate for Crystal? The benefits of promotion from within policy are that the current pool of human resources who would be the priority for higher positions would be better motivated to perform their tasks and therefore, exhibit greater productivity within their scope of responsibilities. This is advantageous for the firm since increased productivity would tantamount to effective achievement of organizational goals. Such a policy would be appropriate and most beneficial for Crystal since currently employed personnel have already been trained on the rudiments of the firm’s operations and are duly competent to address problems that occur within their jobs. Promoting from within would provide much needed motivation in the workforce, lessen employee turnover, create job satisfaction and opportunities for greater productivity. Section II. Evaluation, Analysis and Synthesis of an Article How is it possible that a popular magazine like Fast Company would run this as a cover story? The article “Why We Hate HR” written by Keith H. Hammonds, reported to be the deputy editor of Fast Company published it as a cover story to increase awareness on the reasons why HR remain to be seen as inefficient in linking strategies to organizational outcome. As disclosed, there were apparently six reasons why HR does not effectively deliver to the achievement of organizational goals: (1) lack of most competent and qualified HR personnel; (2) pursuing efficiency instead of value; (3) the inability to HR to conform and adhere to responsibilities expected by the organization; (4) lack of direct connection between HR goals and that of the organization’s ultimate objective of increasing the bottom-line. In this regard, Fast Company aimed to publicize these supposed under delivery of HR responsibilities and proffer how the role of HR, including its functions and strategies, could be improved to link business strategies with theirs and inevitably contribute to the achievement of organizational goals. What might many human resources departments do to earn such a bad reputation and what can HR professionals do to avoid such a reputation? HR departments could have earned such a bad reputation due to the apparent lack of outcome that links human resources to directly contribute to the achievement of defined goals. Further, the decision and trend to outsource HR functions, such as preparation of compensation and provision of benefits, including retirement, relegate the role and due importance of HR to “the brink of obsolescence” [Ham]. In this regard, HR professionals could avoid such reputation by addressing the noted weaknesses in the current practice by focusing on the significance and crucial role that HR accords to the accomplishment of organizational goals. By aligning business strategy to the strategies designed by the HR department, and through the acquisition, maintenance and development of personnel that would ensure direct link and contribution to outcome, HR professionals could prove that they are not only good at administrative skills, but in creating value and enhancing the corporate image of the organization which they ultimately serve. Section III. Essay Questions 1. Why is it important in today's business environment to have a sound job analysis system? What methods are available for collecting job analysis data? A sound job analysis system is important in today’s business environment because of the ever changing demands of job description and responsibilities that thereby require constant updates and regular monitoring. If organizations have designed a system that incorporates regular updates of information on job description and responsibilities that are consistent with current patterns in jobs, then, the organization could effectively match demand with supply and adjust acquisition policies accordingly. There are diverse methods to collect job analysis data, to wit: observation, interview, questionnaire, and other methods. As detailed in the Human Resources website, the observation method includes direct observation, work methods analysis and critical incident technique where current way of doing the job is being observed to detect strengths and weaknesses and therefore address the need for improvement. On the other hand, the interview method uses structured, unstructured or open-ended questions to verify pertinent job details from supervisors and those being eyed for the positions. Finally, the questionnaire method defines six specific techniques such position analysis, functional job analysis, work profiling system, MOSAIC model, common metric and Fleishman job analysis system [Hum09]. Finally, other methods include task inventory, checklists and rating scales, diary method, job element method, competency profiling, technical conference, examination of manuals, and threshold trait analysis system (TTAS) [Hum09]. 2. Describe the competencies you believe are most important to develop for your career success and explain why. One’s personal competencies that are needed to develop skills for career success are those skills identified crucial for one’s profession. Aside from the theoretical framework, one must be adept and competent in interrelating with others (interpersonal skills), communicating, negotiating, problem-solving, possess analytical skills, and, depending on the level of authority, decision-making, as required. As emphasized by Weiler and Schoonover (2001), competencies are categorized into three groups: functional or technical competencies, core non-technical competencies, and leadership competencies. Likewise, these competencies could be grouped according to core competencies such as personal, team and operational [Wei01]. These grouping emphasize the need for development of personal skills to make one more adept at undertaking defined responsibilities; team skills or interpersonal skills to work more effectively in groups within the organizational setting; and operational skills to ensure that one is able to respond, adjust and adapt to the demands needed of day-to-day operational activities. 5. How can a firm implement a Corporate Social Responsibility program? Provide specific examples of CSR programs implemented by today's firms. A Corporate Social Responsibility (CSR) program could be implemented by an organization through following a structured process such as conducting a CSR assessment, developing strategies and commitments, implementing CSR commitments, reporting the progress and evaluating the results for future improvements [Hoh07]. Examples of CSR programs implemented by firms today are as follows: SAP implemented a charity sponsorship program in conjunction with Here for Life, “a not-for-profit public benevolent organisation focusing on education, awareness and research aimed at the prevention of youth suicide” [Asi04]; IBM forged alliances with Japan’s ‘e-elder’ initiative to support and train senior citizens to be instrumental participants in a Web-based society; and Microsoft built alliances with “international organizations such as the World Food Programme, Save the Children, and Mercy Corps to provide technology-based development assistance through the HEART (Humanitarian Empowerment and Response through Technology) program” [Asi04]. 8. Why should all leaders in an organization be well-grounded in Human Resource Management principles and practices? Leaders in an organization should be well-grounded in HRM principles and practices because as leaders their crucial role in influencing people towards the achievement of organizational goals is most relevant. Leaders exude power to back up influence attempts. The more power a leader has, the more effective his influence attempts will be. Therefore, leaders or managers who are well grounded in principles that encompass knowledge, abilities and skills to perform functions such as job organization, acquisition, maintenance, development, and research are greater success in achieving the strategies defined in the organization towards the attainment of mission, vision and goals. 10. Name and describe the core competencies required for today’s top Human Resource Managers. Today’s top HR managers should have core competencies in four identified areas: knowledge of the organization’s business; customer orientation; effective communication; systems and strategic thinking; vision creation; taking calculated risks; and promoting employee advocacy [Intnd]. Consistent with the core competencies one previously identified to be crucial in one’s career, these core competencies are mostly categorized in people skills; honing of personal talents and abilities in communication, negotiation, conflict resolution and problem-solving; leadership skills to address creation of strategies that are consistent with the mission and vision of the organization; and teambuilding and empowerment skills to determine and delegate responsibilities to people and utilize their creative and innovative talents towards accomplishment of identified organizational goals. References Ham: , (Hammonds, 2007, p. 1), Hum09: , (HumanResources.hrvinet.com, 2009), Wei01: , (Weiler & Schoonover, 2001), Hoh07: , (Hohnen & Potts, 2007), Asi04: , (Asian-Oceanian Computing Industry Organization (ASOCIO), 2004, p. 4), Intnd: , (International Labor Organization, n.d.), Read More