Blogs on Human Resource Management

Emerging from the human relations/ behavioral management movement of the 1920s, Organizational Behavior (OB) was a response to the shortcomings of traditional management approaches. It signaled a shift towards recognizing and harnessing the human element in organizations—a shift that remains as pertinent today as it was then. Despite the profound changes in the workplace landscape over the decades, the core principles of OB have stood the test of time. One concern, nonetheless, remains: Is OB still applicable in today's rapidly evolving workplaces? The answer is a definitive yes! In fact, understanding the concepts of organizational behavior is more critical now than ever before. As workplaces become increasingly complex and diverse, the need to comprehend human behavior, motivation, and group dynamics becomes paramount. In this blog, we'll delve into the reasons why OB remains a vital component of effective management and why its relevance is more pronounced in today's dynamic work environments.     At the heart of any organization are its people. Regardless of technological advancements, organizations function through human effort and interaction. Organizational behavior studies the individual and collective behaviors within an organization. It examines personal factors influencing behavior and performance, offering insights that are instrumental in shaping effective management strategies. As Vic Clesceri, author of Organizational Behavior Essentials You Always Wanted To Know (2nd Edition) emphasizes, grasping OB principles “enables individuals to unlock their potential and contribute more effectively to their teams and organizations.”   The modern workplace is characterized by rapid technological advancements. Organizational behavior plays a pivotal role in helping organizations adapt to these changes. It assists in understanding how technology impacts employee behavior and performance. By providing insights into the integration of technology in work processes, organizational behavior aids in enhancing productivity and efficiency.   Globalization has led to increased diversity in the workforce. Organizational behavior emphasizes the importance of diversity and inclusion in today's organizations. It recognizes the value of different perspectives and experiences, fostering creativity and innovation. By promoting inclusivity, organizational behavior contributes to a positive work environment where all employees feel valued and respected.   Organizational behavior provides a framework for collaboration within organizations. It helps individuals understand their roles within teams and organizations, facilitating effective communication and cooperation. By promoting a better understanding of team dynamics and organizational goals, organizational behavior enhances teamwork and overall organizational performance.   Conclusion: Organizational behavior remains a vital aspect of modern management practices, offering valuable insights into human behavior, team dynamics, and organizational culture. By embracing the principles of OB, organizations can create a more inclusive, innovative, and adaptive workplace, ultimately leading to enhanced performance and success. Also Read: Human Resources Management in the Modern WorldChoosing Organizational Development as a CareerUnderstanding why the human resource department is so vital for an organization

In today's rapidly changing work culture, businesses and organizations are increasingly seeking individuals who are adaptable and capable of thriving in dynamic environments. This criterion emphasizes how vital it is to understand Organizational Behavior (OB). But what exactly does this term encompass? At its core, Organizational Behavior is an interdisciplinary field that explores the interactions among employees and the processes within an organization, all aimed at cultivating a harmonious and efficient work environment. It examines individual behavior within a company, the dynamics of team collaboration, and the interconnected effects of these elements. Moreover, OB takes into account various cultural dimensions, including gender, ethnicity, and the social dynamics inherent in the workplace. For this reason, understanding the intricacies of organizational behavior becomes important, and the second edition of Organizational Behavior Essentials You Always Wanted to Know is here to supplement your understanding of the topic. Front cover of Organizational Behavior Essentials You Always Wanted To Know - an all-in-one guide to understanding the intricacies of workplace dynamics. About the Book: Organizational Behavior Essentials (2nd Edition) is a book meticulously crafted to meet the diverse needs of its readers, presenting complex concepts in a clear and accessible manner. Vic Clesceri, author and expert in organizational development, understands the changing and challenging nature of keeping up with a company’s requirements and thus suggests useful tips and strategies that will be beneficial for professional success. The book begins with a comprehensive overview of work dynamics within a global context, highlighting the pivotal role of inclusivity and diversity. It is structured into three main sections—individual, group, and organization—each exploring the relationships and dynamics within and between these levels. Furthermore, the book delves into the theories and concepts crucial for understanding the intricacies of work and enhancing overall performance. Noteworthy features of the book include: Practical explanations of theories Relevant examples to enhance understanding Simple language, avoiding technical jargon that might confuse readers Chapter summaries for easy recollection and reference In its latest edition, the book includes two additional chapters dedicated to addressing the evolving landscape of organizational environments. One of these chapters focuses on the necessity of change and how effectively navigating change can be a significant asset. The final chapter delves into various assessment tools essential for evaluating an individual's capacity to meet organizational goals. This enables individuals to identify areas for improvement, while organizations tailor their goals to align with individual potentials, thereby bridging any gaps in goal fulfillment. In conclusion, Organizational Behavior Essentials not only equips readers with the knowledge and insights needed to navigate the complexities of modern work environments but also empowers them to drive positive change and foster a culture of inclusivity and innovation. By understanding and applying the principles of organizational behavior, individuals and organizations alike can cultivate a workplace that thrives in today's dynamic landscape. So, embark on this transformative journey today and become a leader in shaping the future of work! Order your copy from here. Also Read: Human Resources Management in the Modern WorldChoosing Organizational Development as a CareerUnderstanding why the human resource department is so vital for an organization  

Human resource professionals face many challenges as they attempt to grapple with the needs of the modern workforce. In an era where mental stability is considered equally important—if not more vital—than financial stability and job security, HR professionals have a new and complex shift in their roles and responsibilities. Earlier, the HR department was one that was just looked at as the department that hired people and processed salary requests. Now, it is more about being involved with the company’s work culture, and even creating a work culture for the company. In her podcast titled People Power: Insights and Strategies for HR professionals, Dr. Denean Robinson, professor and consultant in the field of human resources and leadership, explains the role of HR professionals in the modern world and how they can adapt to the changing requirements of the 21st-century workforce. HR professionals are responsible for a good work culture Ever since the COVID-19 pandemic, there has been a change in the way people view work and how organizations ought to function. The pandemic birthed a whole slew of changes, from work-from-home (WFH) opportunities to hybrid models of working. “The human resources department has to implement programmes that not only develop skill sets, but create an environment where wellness is a key component of support for the organization,” says Dr. Robinson. The average American spends over 35 hours per week working, which translates to roughly 1,900 hours per year—over 1/3rd of his or her lifespan. This makes a good work environment vital from a mental wellness perspective—and it is the HR personnel who need to be trained to evaluate and create a good environment. The new challenge for HR professionals—lack of employable people A new challenge rising up in today’s world is a shortage of skilled workers, as more and more numbers of people drop out of the workforce due to a multitude of reasons. According to data from the US Bureau of Labor Statistics, approximately 38 million people quit the workforce in the year 2022. The resignations were not just limited to any one industry or profession, but occurred across industries and roles. As HR professionals grapple with recruiting new talent, the challenge is balancing payroll budgets with the demands of employees who are themselves searching for financially-viable jobs, in an economy full of steep inflation. “It’s taking employers about 60 to 90 days to fill vacancies—that’s about two to three months,” Dr. Robinson observes. “HR departments themselves are facing burnout.” Careers in human resources are more needed than ever before—but also more challenging For HR professionals, staying on top of current trends is essential, as the workplace dynamics are liable to change and swing at any moment. With technology developments like Artificial Intelligence (AI) shaping not only the future of work but also hiring logistics, the world of work as we know it is changing. In the human resource industry itself, roles are changing as technology is being given more precedence. Chatbots are increasingly being used in the initial stages of the hiring process, and AI is being used to filter applications. Against this backdrop, the role of an HR professional is not just limited to understanding people but understanding the new rules of technology and how it is impacting the hiring process. HR professionals need to be human-centric in today’s era A larger number of people are quitting the workforce due to mental health challenges. Developing employees requires intensive people training, understanding how people “work” and how they perform work, and the core concepts of organizational development. The core skill of becoming an HR professional is developing people and helping them develop—in essence, being a people-person. HR professionals need to strategically assess how  employees’ internal values and external performance will help the organization be sustainable in the long run, especially in the face of larger attrition rates and the continual job changes people are willing to make today. Conclusion As the world changes and economies shrink, the workplace reflects the hurdles employers are facing. Budgets are tighter, both on the payroll side and household side, and attrition is at an all-time high. In this environment, HR professionals need to know how to perform a delicate “balancing-act” between choosing the right people with the available financial limitations they have on hand. Listen to Dr. Denean’s entire podcast on Spotify to understand how you can adapt, either as an aspiring HR professional or a seasoned veteran who wants to understand the changing workforce. Listen to the full podcast on Spotify here. Read the first blog in this series here. Other resources for learning about human resourcesHuman Resource Management Essentials You Always Wanted To KnowDiversity in the Workplace Essentials You Always Wanted To Know Organizational Behaviour Essentials You Always Wanted To Know Organizational Development Essentials You Always Wanted To Know

People are the core of an organization. An organization is not a machine but a living being composed of different people structured in different roles. In her podcast, People Power: Insights and Strategies for HR professionals, Dr. Denean Robinson, a professor and consultant in the field of human resources and leadership, explains how understanding people is central to the work of human resource professionals. Here are some snippets from the podcast which summarize the importance of understanding and working with an organization’s people power. Understanding the “personality” of an organization The strength that an HR professional has is their emotional intelligence, which no AI recruiter or Applicant Tracking System (ATS) can replicate. To understand how people work, HR professionals have to be self-aware and tuned to the states of mind and emotions of other people. This will help them understand how people’s personalities impact workplace dynamics, which, in turn, creates the “personality” for the organization, which again decides what kind of people will be a good fit for the roles offered there. Understanding human behavior will help HR professionals understand how the “mind” of the organization works and what kind of people need to be hired. Evaluating the personality of a potential employee HR professionals need to be adept with their communication skills so that they can draw out the person they’re evaluating and create a mental personality profile on the basis of what they say. They need to skillfully add up what they see on the resume plus how the person is presenting themself in the interview. They are responsible for developing a framework for smooth functioning of human capital. This means that HR professionals need to be good “human readers”—able to gauge whether a potential employee will live up to the role they’re applying for. Taking on the role of a leader “Companies have two customers—their external customers and their employees,” says Dr. Denean Robinson. Understanding what the external buyer wants is one thing, but you cannot do that without gaining insights into the characteristics of your own employees first. The role of an HR professional is not merely limited to hiring people but also overseeing how employees are doing within the organization and whether their needs are being met. They are the ones who report back to the CEO about how well people are adapting to their roles. Strong leadership skills are required to intervene if something is going wrong and bring it to the notice of the higher-ups. HR professionals are the ones making decisions that will potentially impact the way the organization works, including hiring across diverse backgrounds and experience profiles. Conclusion As American researcher, author, and speaker James Collins said, “Great vision without great people is irrelevant.” An HR professional’s first and foremost duty is understanding what type of people the organization needs to achieve its full potential, while lifting up the people who work for it. Human capital are the rungs of the ladder which will take the company to success. If you listen to the full podcast episode on Spotify, you’ll understand the secrets behind unlocking the people-power of your company. Stay tuned for the third blog in this series: an interesting reminder of the new challenges impacting modern HR departments. Listen to the full podcast on Spotify here. Read the third blog in this series here. Other resources for learning about human resourcesHuman Resource Management Essentials You Always Wanted To KnowLeadership Essentials You Always Wanted To Know Decision Making Essentials You Always Wanted To Know Organizational Behaviour Essentials You Always Wanted To Know

“Human resources is the heartbeat of an organization,” says Dr. Denean Robinson, professor and consultant in the field of human resources and leadership, in the podcast titled People Power: Insights and Strategies for HR professionals. That one word, ‘heartbeat’, is the key to understanding what human resources is all about. You’d be surprised to know that human resources is a fairly young field of practice. The concept of an “HR professional” dates back to the early 20th century, when employment clerks assisted in hiring people to work in factories in the US. From there, it has evolved into a complex system that includes but is not limited to labour laws, workplace ethics, and hiring practices, with specialized departments in organizations set up to regulate the human capital of the company. Let’s understand why knowing and studying human resources is so important today. Without a strong HR department, a company will falter In her podcast, Dr. Robinson speaks about how a robust HR department contributes to supporting the daily functions of an organization. Human resources management is all about understanding the capacity and role of the human capital in the organization and ensuring that every cog in the wheel of the human capital machine is working smoothly. As Dr. Robinson puts it, “Without a strong HR department, a company will falter.” It’s not just about hiring (and occasionally firing!) but also about training employees. And then, there’s the most important characteristic of human capital that HR professionals must watch out for: making sure that the company is not just hiring the right people, but the right people from diverse backgrounds. That’s what we’ll come to next. HR professionals are responsible for ensuring DE&I parameters are fulfilled Diversity is a new buzzword that’s changing how employers and HR professionals view the workforce. DEI, which stands for diversity, equity, and inclusion, is a term that encompasses the core aspects of an organizational framework. Even putting aside ethical concerns, organizations today just cannot function with a homogeneous set of people who have identical resumes, interests, and cultural backgrounds. That’s where the role of the HR professional, who is the one selecting the right mix of talents, comes in. Diversity in a workplace is not just about having people from diverse racial backgrounds. It is about choosing people who have vast and varied interests, across the range of roles available, so that collaboration across departments becomes richer and brainstorming sessions generate a diverse selection of ideas. People who are similar will have similar thought processes, but, for example, a company that has employees across age brackets will be more vibrant and will generate more learning opportunities, directly as well as indirectly. An HR department is not something a company should compromise on Dr. Robinson, who has more than 17 years of work experience in the field of human resources, leadership, marketing, and organizational development, says that it’s always best to have an HR department. An HR department functions as the bridge between the employees of the organization and the top management. So yes, the HR department is responsible for Fun Fridays, but also a redressal mechanism for filtering employee complaints and queries. HR departments function as a professional development component for the organization, assisting in regular ongoing education and ensuring the back-end processes of the company work well. They’re basically the “back-end developers” for the “front-end” workplace you see. Conclusion As HR departments are faced with the challenges pertaining to a modern workforce, understanding what human resource management entails is crucial for adapting to the needs of the 21st-century workforce. Aspiring HR professionals need to up their game, learning not just how to manage the workforce but also what the workforce looks like today. Our next blog in the series looks at the “people power” needed to manage a successful and thriving workforce. Listen to the full episode on Spotify, where Dr. Denean Robinson explains what the field of human resources requires in today’s world. Listen to the full podcast on Spotify here or watch the video on Youtube here. Read the second blog in this series here. Other resources for learning about human resources Human Resource Management Essentials You Always Wanted To KnowDiversity in the Workplace Essentials You Always Wanted To Know Organizational Behaviour Essentials You Always Wanted To Know Organizational Development Essentials You Always Wanted To Know  

Lawyer, Engineer, Doctor, Accountant, Teacher, Architect, Writer, Chef, Journalist, Pilot, Civil servant, Footballer, Cricketer.     The career choices are mind-boggling. The options mentioned above are only some of the more commonly known ones. But, the options have kept growing with time. Digital marketing, video animation, Artificial Intelligence (AI), and environmental science are just some of the career paths that have come into being and attained popularity in the last few decades.     The phase when you reach the end of school years and the time arrives to make a choice that would influence how the next few decades will be spent, are anxious years not only for the you but also your near and dear ones, especially parents. Making dramatic changes mid-stream is quite rare. Most people will tend to continue down an almost linear path on the career they embark upon at the start, with, of course, an occasional segue into a branch here and there.     While there is an element of functionality to the choice of a career, many people tend to opt for a career in their chosen function within the ambit of an organization that either operates in that field or requires specialists of that type.       What is the alternative? An alternative is to operate as an independent professional. In a way, you are the organization, even though it may be a one-person one. Many lawyers and doctors practice their professions independently.  Most artists operate independently. Many people who work with their hands, such as cobblers and tailors, might be working independently too.     However, for many youngsters, coming into what is referred to as the ‘working age,’ plying on one’s trade within an organization seems to be a preferred option. Even professionals who tend to operate independently, such as doctors, or lawyers, are increasingly banding together to form organizations and to take advantage of and feed off each other’s skills, experience, and network.       Organizational Development (OD) as a career choice While the functions earlier mentioned are almost standard functions that most organizations will have, OD is not one of them. Yet. By choosing a career at a time when the discipline is evolving, one can get a ringside view of the developments while being able to influence the direction of growth. Organizational Development is a discipline that enables an organization to mount an offensive against problems or issues they are facing and manage change, with the help of an OD expert or OD facilitator.       But what do OD specialists do? They enable the organization to work better. They identify opportunities where efficiency can be improved. They help the organization introduce planned change. They analyze different aspects of the operations of an organization, identify opportunity areas, and work towards improving and realizing them. They usually work with organizational leadership personnel.     Even more interesting is the fact that you could leverage your regular role in an organization to move into an OD role. At another, later point, the switch could work the other way too.     Moreover, as an OD expert, you will experience a wide variety in your work. Each assignment and intervention will be different from the last one.     You might also have a choice whether to work as an internal OD expert for an organization or as an independent professional whose services could be available to a wide variety of organizations.     When you work within an organization, you are likely to have greater control over the initiatives as you would have knowledge of the business in addition to your knowledge about the discipline.     As an independent professional, while you may need to rely on organizational resources for providing business knowledge, you may have a wider choice of businesses and organizations where you may be able to ply your trade.       How does one become an OD specialist? There are no specific educational degrees that mark you out for a career as an OD expert. Psychology, Training, and Business could be some of the educational degrees considered suitable by organizations when selecting people for the role. More than the degree, the experience in business and an analytical bent of mind are considered suitable for this role, as is a problem-solving approach.     It is also something you can grow into while working in an organization. On occasion, your organization may need you to participate in ongoing OD interventions where representation from the organization is needed. If you have an interest in building your OD skills, you could also put up your hand for participation. Organizations generally respond positively to engaged and interested employees. Working with OD experts will stand you in good stead for a future role in OD.     It is a discipline that has developed over less than a hundred years due to the efforts of some pioneers in the field. Like other professions, it creates pathways for practitioners to ply their trade as independent professionals or work within an organization.     Consider a career as an Organizational Development specialist.          

As an HR Analytics practitioner and adjunct professor, I often get asked (both by people within the HR function and outside the function) -  “What is HR analytics?” or “How do you use analytics in HR?”  My common response is, “How much time do you have?!”  The reality is that the power of HR analytics is infinite.       The field is not new.  The methods are not new.  The idea that we can use data generated by previous behaviors to try and predict future outcomes has also been around for many years.  What is new is the interest that many organizations, both big and small, have in using those data about their people.  That’s why, when I am asked those questions about how to use analytics in HR, I usually respond with another question which is, “How much does your organization value analytics?”       Using this question can help to gauge right away if the outcomes will be worth the effort.  If an organization does not value analytics, even in its most basic business decision-making, trying to convince leaders to use people's data for insights is going to be a very steep hill to climb and not worth the effort.  If, however, your organization is ready to learn about its people in a more quantitative way, there are steps you can take to make sure that you advance your efforts accordingly.       The other element that I encourage practitioners to reflect upon is their own personal capabilities.  This one is usually a bit easier to answer, as long as we are being honest with one another.  The great thing about personal skills is that we can always improve.  We can always get better or more advanced when it comes to the ability to use data, even in the most basic way.  I often hear HR practitioners say that they do not like data or do not know how to use it.  Sometimes, they are so afraid that they do not want to take that first step.  One of my goals for the book, HR Analytics Essentials You’ve Always Wanted To Know is to help people get over that fear and make analytics more real.  I have found that, once someone can figure out ways to apply analytics in his/her/their role, it becomes naturally easier to pick up and understand.  It becomes fun!     The first step in this process is to figure out where there is an intersection between the individual’s skills and the organization’s readiness for analytics.  In the book, I go into more detail about each of the quadrants below and how to calculate your scores on each of these axes, but once you have those answers, you can easily define where you can add the most value to the organization (see Figure 1).     Figure 1. Personal Capability vs. Organizational Readiness       Perhaps the first thing you will notice about the capability and readiness matrix is that the box for the Amateur is the largest. This is intentional. Because it can take a lot of time and effort to advance your skills and influence organizational readiness, hence this quadrant is the biggest.  Another thing that you might notice is that the Advisor quadrant is borderless.  That is also intentional and represents the never-ending learning and endless potential that HR analytics has.     The other piece of advice that I like to give is that we must remember that there is so much room for art along with the science of HR analytics.  From the moment that we decide to embark on an analytics project, there is art involved.  There are so many decisions made at the beginning like what data to use, what questions to ask/answer, sample sizing, etc. that will impact the outcome of our analysis.  These are questions that require an in-depth knowledge of the business, what is important, and what will make an impact.  So, even if someone is afraid of the data or does not have the skills to be able to perform the analysis, she/he/they can help with the “art side” of the equation.     Regardless of role, capability, and organizational readiness, I encourage everyone to start small.  You can easily build upon that to do more advanced things but get to know the business and what is going to make a difference.  That is where we, as HR practitioners can really make an impact.     About the Author - Dr. Michael Walsh is an industrial and organizational psychologist with over 15 years of human resources and people analytics experience. Michael currently leads Global Talent Management and Organizational Effectiveness for Eaton Corporation’s Vehicle Group.          

When Bob Beamon jumped over 29 feet, almost 2 feet more than the previous record, it was thought that this would be an athletic record that would never be broken. Though the conditions were favorable, with a helpful breeze and the rarefied air of Mexico City, the record stood.       Do you think that record stood forever? It did not. In 1991, Mike Powell jumped 2 inches higher in Tokyo and broke the record.   Nothing lasts forever. Change is a basic law of nature. In athletics, humans have endeavored to find better training and diet regimens as well as equipment of superior quality that have contributed to improvements.   The computing power of the machine that facilitated the first manned mission to the moon, is today held in a gaming console. Many of our mobile phones have more computing power than a roomful of machines in the seventies.       What is happening? In one word - Change. Some call it development. Some call it human advancement and growth. In one form or another it is change.       What happens to organizations in times of change? The simple answer is – the same as individuals and associations and governments and everything else. Organizations are not immune to this law of nature. They either keep up with the changing world or languish, or perish.   Corporate history is replete with examples of dominant corporations that succumbed to change.   At one time, Kodak was a household name in photography with a predominant share of the market the world over. Towards the end of the twentieth century, when digital technologies were rapidly on the rise, it appears that Kodak failed to adopt them fast enough, giving space to smaller, and nimbler, competitors to step up and take away market share from them. They could never catch up thereafter.   Another example is that of Nokia, the dominant global player in mobile phones. They failed to recognize the smartphone revolution that made Apple and Samsung household names in the first decade of the twenty-first century. They tried to play catchup but that is never easy.       Why would this happen? While each situation is different, one of the common reasons seems to be that successful organizations are unwilling to kill off their golden goose, the one that made them rich and is the source of most of their revenue. And for what? For a newborn goose that has not proven itself and there is no certainty of it becoming another golden goose. They do not want to take this risk. The trailing organizations, on the other hand, with much less to lose, are willing to take greater risks on newer products and technologies in an effort to get to a dominant position in the marketplace. Sometimes that works. And “the old order changeth, yielding place to new,” as Lord Alfred Tennyson wrote, plays out all over again. What choices does an organization have? Not taking a decision is also a decision. While the organization might believe that by not taking a decision, nothing will change, they have actually taken a decision of not changing anything, and that has ramifications.   They have chosen to be buffeted by the winds of change that sweep across the world, and seem to be gathering speed. They have chosen the path of reaction. On this path, action is usually taken when the risks of the change start becoming evident. Many times, it is already too late. The resetting process has already been initiated by the winds of change.       Is there an alternative? Yes, there is an alternative. The alternative is ‘planned change.’   Planned change is a process that actively engages the organization in looking out into the future and identifying the winds of change that could impact them and its business model. It prepares the organization to handle the change.       Introducing planned change through Organizational Development This is where Organizational Development (OD) becomes critical to an organization. OD is often seen as a discipline that enables an organization to mount an offensive against problems or issues they are facing, with the help of an OD expert or OD facilitator.   This definition or understanding of OD, while not incorrect, is limiting. OD has enabled many organizations to identify the root cause of some of their problems and created pathways to overcome those challenges.   An equally effective role is played by OD in situations where there is no problem currently identified.   Of course, OD cannot play this role on its own. The value it brings to the table is a structured process through which change can be implemented successfully. It is not an expert in the business of the organization. For identifying the needs and requirements of the organization, senior leaders involved in the business need to come to the party. They, in fact, are the ones who would be identifying the need for a change of strategy or a change of direction or the need for a new product, or the need to move out of a certain service. They are the ones who live and breathe the business, they interact with customers, competitors, and vendors and catch the waves and soundbites that emanate from each of these sources. They also analyze data and review information about their business as well as of the industry. With their collective knowledge, they are best placed to recognize the need for change.   In fact, going a step further, it is also their responsibility to ensure that an OD expert is involved once they have been able to identify the need. Of course, with the expert’s involvement and data gathering, the need initially identified could also undergo change.   Organizational Development introduces planned change designed to meet one or more goals of the organization. It is usually managed as a distinct activity, separate from the day-to-day operations of the company, and follows a designed sequence of steps and processes. It is an interdisciplinary field with components coming from various disciplines.   The upcoming book “Organizational Development Essentials You Always Wanted To Know” covers all the ‘essential’ concepts of the emerging discipline of  OD. The book is now available for advance review on NetGalley!      

Every year, the essence of Pride Month mesmerizes the nation. From vibrant colors and exquisite artwork to the sheer joy on the faces of those who march in parades filled with the spirit of freedom- we find ourselves captivated by it all. The world watches as people of all ages, races, genders, and nationalities show pride in one of the many aspects that make our world diverse and beautiful. The LGBTQIA+ community and millions of advocates, allies, and accomplices work tirelessly to help the world understand why it matters. Drag shows, parades, workshops, and concerts are just a few ways we join in on the celebration. But the truth is, it's all much more than just a festive ball of fun. Pride Month is a commemoration, reminding us of how we overcame the tragedy, struggle, and injustice that once plagued a group of innocent patrons.       Remember Stonewall In 1969, a group of patrons was bombarded during their visit to a local bar known at the time for its gay and lesbian clientele. Law enforcement officers had been aware of the neighborhood bars and noted those who frequented them. On the morning of June 28, 1969, when the officers charged into the bar, they were met with fierce resistance by those who would undoubtedly stand up for their right to be both confident and accepted. Although the bar patrons were among the first to fight against the injustice, many others later engaged in successive spur-of-the-moment protests and riots that later became known as the Stonewall Rebellion, also referred to as the Stonewall Uprising and sometimes just Stonewall.   A year later, on the anniversary of the Stonewall Uprising, New York City hosted the first Pride March. Now every year, in June, the LGBTQ+ community and others worldwide participate in month-long celebrations commemorating the strength, courage, and pride that helped to liberate those who endured the raid and who still suffer from the lasting effects of the vengeful attack against humanity.       Pride + Progress Remembering Stonewall isn’t about a quick history lesson. It’s a grave reminder that our Pride Month celebrations are fueled by the injustices and sufferings endured in the past.  As society realizes that Pride Month is more than just marches and elegant beauty celebrating diversity, it should also start to embrace a spirit of inclusion. The LGBTQ+ community must feel valued, included, and respected, as all other groups demand. When people can overcome the harsh shackles that hold them behind the rest of the world, there is a breath of new life that forges a path for their future. Making sure our children are prepared to live in a world where fair is fair, right is right and beauty is beauty isn’t a new task. It’s a daunting task that we’ve faced for many generations. And, as we push to add progress to pride, we can move from simply remembering, honoring, and celebrating to accepting and understanding.     This blog is written by Jaquina Gilbert. author of our soon-to-release book, Diversity in the Workplace Essentials You Always Wanted To Know. The book discusses the topic of diversity and inclusion in the workplace and how organizations can leverage and embrace talents from diverse backgrounds to create an inclusive organizational culture.

The great thing about holding a degree in human resource management is that it opens you up to an entire world of employment opportunities across varying sectors and industries. You can start by working as an HR generalist and expand into management territory. Or you can quickly become a specialist in a particular area of HR, e.g., working on contract negotiations, employee training, or dealing with legal issues. If you’re unsure which route you want to take, the following careers in human resource management and HR analytics should help you reach an acceptable resolution.   Best Careers in Human Resource Management and HR Analytics 1. Human Resource Manager If you’re a business that’s handling several dozens of employees, there’s a great chance that you’ll need someone to take charge of human resources. Human resource managers oversee multiple aspects of employee relations, including payroll, training, safety, compliance, recruitment, compensation, and even budget issues. HR also drives the company culture, making sure that employees understand the company’s values, ethics, and mission. HR expert Jaquina Gilbert says in her book “Human Resource Essentials You Always Wanted To Know, “Decisions made by human resource managers can either leave a blemish or create a sound, consistent practice for a company.”Experts in HR management typically collaborate with company executives and department heads to improve an organization’s talent development. They analyze productivity and performance and come up with ways to boost growth. The average yearly salary for an HR manager is $116,720, with top earners earning up to $205,720.   2. Training and Development Managers Training and development managers are in charge of keeping employee skills sharp and relevant. They do this by offering workers conferences, workshops, continuing education classes, and other types of training programs. Training and development managers may also design company-specific coursework that helps employees do better at work. Other duties that a training and development manager may cover are: Evaluate employee training demands Help employees understand leave management processes Ensure company training programs meet current corporate standards Review training resources brought in from outside vendors The average income of a training and development manager is $113,350 per year, and this number can go all the way up to $200,000 for high earners.   3. Chief Human Relations Officer The chief human relations officer is essentially responsible for every aspect of a company’s HR department. They handle everything from developing HR strategies and policies to curating employee compensation and benefit plans. It’sIt’s a great career choice for individuals who enjoy being the “decision-maker” in an organization. Other responsibilities covered by the chief human relations officer include: Assist the CEO and other C-level executives and managers as a business counselor Come up with recruitment and retention initiatives for employees, managers, and executives Inform employees on HR activities that support and implement the company’s strategic objectives The average compensation for a Chief Human Resources Officer is $214,432. High-income earners in this role may earn up to $340,090 per year.   4. Human Resource Analytics Specialist There are costs and benefits to every action that a company performs. Figuring out these costs and benefits can help organizations determine profitable investments from money pits. Industrial and Organizational Psychologist Michael J. Walsh emphasizes the importance of Human Resource Analytics in his book “HR Analytics Essentials You Always Wanted To Know.” In it, he teaches readers what HR analytics exactly is as well as how employees in an organization can determine the best HR analytics role for them. If you’re interested in knowing how much hiring, training, and promoting an employee would be for a company, working as an HR analytics specialist could be for you. Other responsibilities may include: Investigating the amount of revenue made per employee Keeping track of training expenses and efficiency Finding new ways to enhance a company’s talent acquisition techniques Providing research-based recommendations to HR managers The yearly salary for this occupation is $99,680 on average, with top earners receiving up to $204,000.   5. Management Consultant There are times when a company may need outside help to resolve issues before they become too complex to fix. In this situation, HR managers often call on the services of management consultants. Consultants are highly-experienced individuals that provide businesses with valuable insights and guidance. Management consultants can specialize in more than one area of expertise, including labor laws, workplace harassment, compensation and benefits, employee acquisition, and even employee motivation. Additionally, they evaluate a company’s existing conditions and make comprehensive suggestions to assist the human resources department and the organization in achieving their goals. The great thing about working as a management consultant is that you get to pick when to work and who to work with. You also get to enjoy an annual salary of $50,000 to $110,000. The careers we mentioned above are some of the most popular and most lucrative positions in human resources. They’ve all received incredible ratings in terms of career potential, freedom, job satisfaction, and monetary compensation. If you want to choose a career in HR management and HR analytics, we highly recommend you give the options mentioned above a try.   About the Author Regi Publico is a full-time writer based in Manila who is passionate about sharing her expertise through every article that she writes on management topics. She takes pride in her towering collection of books and loves reading about anything under the sun.    

Introduction In the current socio-economic and cultural scenario, the concepts of diversity, equity, and inclusion are terms that continue to emerge and evolve as almost every global citizen reflects on their personal experiences. Diversity issues play a key role in the economic and cultural landscape of societies and countries today, as people become increasingly aware of their human rights and the treatment they’re subjected to in educational institutions, workplaces, and social spheres. Today, every action is viewed through the filter of diversity, and not knowing what these terms mean can result in unintentional insults or overlooking of crucial issues. In her upcoming book, Diversity in the Workplace Essentials You Always Wanted To Know (henceforth referred to as Diversity in the Workplace Essentials), author Jaquina Gilbert discusses why diversity is such an important topic today. Read the blog to find out why diversity is such an important topic today, especially in the context of the 21st-century workplace.  Workers Have Options Today, workers have countless opportunities to leverage their talents and skills through remote and gig work, flexible hours, independent contractor projects, and more. Employers who hope to gain and harness those talents must now prove the value they bring to the working relationship. Employees need to know that a company values them personally just as much as they value their skills. Expressing appreciation begins with establishing an organizational culture of diversity and inclusion. Industry leaders understand that while working to increase profits, enhance productivity, decrease attrition, and demonstrate social impact, they are also striving to become Employers of Choice. To do so, companies have to cultivate diverse and inclusive cultures capable of affecting systemic change within the organization, which also extend to the communities where their employees live.   The Challenge   To build trusting relationships, employees need to be heard, understood, and respected for their opinions and beliefs. But even more, they must be valued for who they are authentically.   Unfortunately, many companies do not understand why it is so difficult to foster such relationships.   Diversity Influences the Ability to Create, Manage, and Grow Successful Organizations Some surging organization pain points include the need to build more dynamic and diverse cultures driven by strong internal and external relationships. Leading organizations must recognize, respond to, and nurture diversity within and among individuals in the workplace. Learning to solicit and include the voices that are often ignored helps leaders achieve this goal. It also helps empower employees as the organization continues to grow successfully. Microaggressions to Privilege: From the Unavoidable to the Undeniable Microaggressions and other biases within an organization are unavoidable. Without being acknowledged, these common occurrences will likely never be responded to or challenged. Companies that understand microaggressions and biases and how to fight against them will minimize the detrimental effects on the company culture. Similarly, in every organization, many individuals experience some level of privilege; whether it is gender, religious, status, or race-related, it is bound to exist. The key is to ignite conversations that expose these behaviors and benefits so that they become a part of the critical conversations essential to affecting change. When DE&I aligns with policies and practices Carefully thought-out humanistic solutions can be impactful.  The effort begins with understanding the historical context around race, religion, sex, gender, and other aspects of individual and collective identities. Combating challenges with information and insight helps devise the appropriate training, culture assessment, and awareness necessary to create practices and policies aligned with a more enlightened DE&I culture. Diversity in the Workplace Essentials is a compilation of these often overlooked aspects of diversity. This book introduces the historical influence of identity and diversity in the workplace and concisely explains challenging concepts to broaden diversity literacy   Professionals gain deeper insight into workplace impacts that may have traditionally been overlooked, disregarded, or misunderstood. The book teaches that diversity and inclusion are about progress, not punishment. It initiates a narrative of what it truly means to have a diverse and inclusive workplace culture. Focus areas include: Identity Diversity, Equity, and Inclusion (DE&I) Organizational Culture Enhanced Diversity Literacy Leveraging Talent Laws, Practices, and Compliance Cultural Awareness Systemic Change   Diversity in the Workplace Essentials is available on NetGalley. Read and Review the book now! Diversity in the Workplace Essentials will be released in August. Stay tuned for the launch news.   This blog is written by Jaquina Gilbert, author of our upcoming book, Diversity in the Workplace Essentials which is to be released on 31st August 2022. She is also the author of Human Resource Management Essentials, already a part of our Self-Learning Management Series.

Read Upcoming Books on NetGalley Now!   Organizational Behavior Essentials You Always Wanted To Know Essentials (Self-Learning Management series) and Core Java Interview Questions You’ll Most Likely Be Asked – Second Edition (Job Interview Questions Series) are scheduled to release in September 2021. But, if you are a librarian, bookseller, bookstagramer, blogger, reviewer or simply a reader interested in these subjects, you don’t have to wait till the release. The books are available to read on NetGalley.Click here to request a review copy of Organizational Behavior Essentials You Always Wanted To Know and here to request a copy of Core Java Interview Questions You’ll Most Likely Be Asked.Early praise for Organizational Behavior Essentials You Always Wanted To Know:Read sample pages of Organizational Behavior Essentials You Always Wanted To Know.Early praise for Core Java Interview Questions You’ll Most Likely Be Asked:Read sample pages of Core Java Interview Questions You’ll Most Likely Be Asked.

There are three facets of resource management to be compared and include HRMS, HRIS, and HCM. These anchors are in no way different. However, they are the components of Human Resource Management. In short, an intelligent HR department must split the management into these sorts of units.HRMS entirely manages workforce data, activities data, strategies, and plans of an organization. The system comprises entries that help to see through the organization and to keep track of relevant activities. It can also be the collection of data that defines an organization. This implies that the HRMS is the heart of an organization’s information. Every human resource person may have to refer to this tool(s) in order to get a fuller glimpse of their duties.HRIS is purely concerned with information. This technical tool houses relevant data such as company policy, mode of operation, staff details, company budgets, company target, and more. It is a subsystem of HRMS but differs in the sense that it is more concerned with information storage and retrieval.This is the most security-concerned tool due to its sensitivity.The third in this study is Human Capital Management (HCM). HCM is equally an aspect of HRMS in HRM. HCM mostly relates to employee development. It is merely the search for a decent workforce referred to as human capital and the development as well as retention of such a workforce.     Human Resource Management System (HRMS): HRMS has to do with the overall management of an organization, its workforce, and other parts. It directly concerns the employment of any available scientific, ordered, and straightforward principles in the running of the system. It is believed by various organizations to be the way forward in management. As database management, it makes it easy and swift for data to be stored and retrieved at any time. HRMS can also be called an automated tool for management. The automatic tasks performed by this tool employers, employees, and management alike.With system integration, organizations can run specific tasks online at ease and with convenience. For example, employees in some organizations can apply for a leave or a break online without sending papers to the management. When this request arrives at the system, the system will automatically scan and grade the request. A response would then be passed to the employee notifying whether he or she is eligible.     Human Resource Information System (HRIS) : The Human Resource Information System (HRIS) is a sub aspect of the HRMS. This aspect deals with the appropriation of information. This information is what an organization requires to plan its strategies and to keep track of its progress. Practically, it is the most sensitive aspect of HRM and the sub aspect of HRMS. An organization requires information to operate in conformation with standards.Extensively, HRIS is a tool that supports aspects of an organization such as policy compliance, merit for reward, fixed compensation payments, employee appraisal, employee request, activity data collection and management, activity progress, and reports.HRIS encourages transparency. It also serves as a tool or software for the supervision, review, and processing of money-related activities.The most intriguing feature of this web-based system is that it is simple to install and run. It may not be simple to those who are not professionals in the field but definitely to professionals. An organization may have to hire professionals to design and set up the system in a way that will be easy for the human resource persons to work with for results.     Human Capital Management (HCM): This aspect more concisely has to do with the management of human capital. Sir William Arthur Lewis is recognized as the first economist to introduce the term & human capital to the management sphere. It refers to the objectives, formalities, strategies, and attempts made towards ensuring that employees receive the best beginning from encouragement, reward, compensations, recruitment of the best individuals,development, and retention of skillful employees.HCM recognizes the importance of the workforce in an organization. The scope of HCM is to convince employees to be committed and loyal to the company. The scope of HCM also encourages organizations to be particularly attentive to the employees since they are productive minds. Without employees, every other resource will be useless. An organization cannot exist without a workforce that drives it to success.     Similarities Between HRMS, HRIS, and HCM : HRMS, HRIS, and HCM are often identified as similar concepts. TIt is also the sameness of these three concepts that make it almost difficult for organizations to decide on which to practice or make a focal point. The basic similarities between HRMS, HRIS, and HCM are as follows: Employee Development: The concepts mentioned above prompt a discussion of employee development. HRMS, HRIS, and HCM recognize the role of human capital in any organization. As such, the concepts promote employee development since an employee is regarded as the 'heart of production. Without employees, an organization will not be able to set a target. Even when such an organization sets a target, it will lack vitality.   Scientific Measures: Proper management undergoes a series of trials and errors. This happens scientifically after a well-planned and craftily designed idea towards achieving success. These management concepts involve well-defined scientific processes for results. For example, HCM, which deals purely with employee management, takes time to chisel out and decide upon. Being that it involves individual recruitment,encouragement, development, and training, the responsible human resource person or persons would have to strike out tested ideas that are methodically developed to sort employee difficulties at any angle.   Strategies to Reach an Organizational Goal: The general aim of management is to develop or build an organization towards success. Neither of these three concepts works without basis. That is, there is always a desired achievement that triggers the employment of these managerial concepts. To attain the goal, strategies including employee training,retention of skilled workers, recruitment of brilliant individuals, and others must be implemented.   Require the Integration of Technology : Practically, HRMS, HRIS, and HCM are technology-based concepts. Although either of these concepts can be manually functional, it is not recommendable to operate the system manually in this industrial age, especially when the number of employees is substantial. Technology in these management systems makes the workflow swift. It ensures accuracy and promotes high yields. Over 80% of organizations – small and large, have adopted electronic approaches towards management.     Run by a Professional or a Group: Neither of these systems can run without personnel. There must be an employed or hired professional or professionals to overlook the system, review, modify, and implement relevant changes.   Costly to Maintain: Running these systems comes with a cost. However, these costs are most often worth it. Some costs include the renewal of data connection, payment for system management, a monthly or yearly subscription to premium security services, and others. Without spending to maintain the processes and make regular updates, the system may malfunction.     Differences Between HRMS, HRIS, and HCM : In a general sense, these systems bear some sort of sameness but have significant differences. Of all three systems, the most identical systems are HRMS and HRIS. This is because both systems have to do with the direct management of human and nonhuman resources relating to an organization. HCM, on the other hand, refers to human capital, and the system rallies solely around the development of employees or workforce.Traditionally, the concept of HRM is a single concept. HRMS, HRIS, and HCM are just systems under the concept of HRM that make organizational management have focal points. That is, each system has its focal point, which better describes its purpose in human resource management. Let us identify the fundamental contrasts that exist between HRMS, HRIS, and HCM management systems.This is an excerpt from the award-winning book, Human Resource Management Essentials You’ll Most Likely Be Asked by Jaquina Gilbert. The book   provides an understanding of areas including  performance management strategies, legal and regulatory compliance, payroll and compensation, IT in HRM , and others. It  guides readers through HRM challenges and provides tools to address those challenges.    

The need for technology in any organization should not be ignored. Although some fear that technology will promote the introduction of robots as a workforce, humans are still filling positions. Several organizations have admitted the importance of information technology (IT) as it aids in achieving goals near perfectly. Before now, the manual forms of operations made things difficult to accomplish. However, the basics of information technology, being automatic, present hefty and time-consuming tasks in an optimized and ordered manner.It will conventionally take days, if not weeks, to sort out minor things like an updated regulatory policy for organizational compliance. However, the advent of Human Resource Management to technology could fix this within minutes of going online and retrieving updated regulatory policy data. Not only does the mode of retrieval appear easy, understanding the policy becomes easier as a human resource person may not have to contact the governing agencies in person for more enlightenment on specific policies.     Information Technology and HRM: Human Resource Management is tasked with responsibilities including employee development, recruitment of skilled employees, training, ensuring legal compliance, encouraging employees at work, formulating new policies, and more. All of these functions can now be rendered effortlessly with the aid of technology, which couples several predesigned instructions that make it easier for large tasks to be cut; needless to say, an aspect like payroll management in an organization. A larger percentage of organizations have switched to automatic or electronic payroll systems, which feature accuracy and transparency in accountability.With the introduction of IT in Human Resource Management, there is now a ‘responsibility shift.’ Human Resource Management barely has to flip through pages to review employee performance and also do not pass through hassles to obtain updated regulatory policies and principles, which are then integrated into the managerial system of an organization. Instead of all these, management can make strategic planning a focal point to keep competition alive and healthy.     Disadvantage of IT in HRM: No study doubts the relevance of technology in Human Resource Management. However, there are doubts by a few studies on the adverse effects of technology. For instance, an organization of 80 employees is estimated to have at least one human resource person. Going by this estimate, in an organization of 150 employees, the number will increase to at least two human resource persons, and this will continue to increase. Usually, larger organizations should have a number of human resource persons enough to be called a team of strategists. However, technology cuts down the number by more than half as only a few persons can manage a large group with the proper technology. Here are the primary disadvantages of IT in HRM.   Risk of unemployment of HR professionals A smaller number of human resource persons in an organization Unexpected employee data breach/crash Lazy mindedness of Human Resource Management Over-dependence on machines   This extends to employees in an organization. The impact, just as in Human Resource Management, negatively affects employees. Rather than being judged by humans, employees risk being judged or assessed by machines, which will not be effective in the emotional aspect. Some of the notable effects on technology on employees include unemployment, lesser recognition, incorrect/undefining scores from machines, and a few more to mention. All in all, depending on how technology is managed in an organization, it makes an excellent addition to the company.     Importance of IT in HRM: The mention of technology in Human Resource Management as a means for flexibility draws immediate attention. A difficult task can be tiring no matter the pay involved, but when the job is flexible, one would want to do more. This is the general benefit of technology in Human Resource Management that many human resource persons find alluring.   Technology gives management a sense of swiftness. It keeps records of activities, and most advantageous, it makes them easily accessible. In every computer software, there is a ‘search’ feature provided. This feature makes it easier to quickly access a given file no matter its location. Sometimes it is necessary to instruct a computer on what result to present. Comparing this to a non-technology-based Human Resource Management, searching for a particular file would require flipping through pages which consumes time and energy.   Technology is very relevant, although it has a few glitches. Let’s glance through the central importance of technology in HRM that help to build and develop an organization towards success.     Absolute Focus on Management: With technology, the focal point of Human Resource Management will be on strategic planning. Recall that the relevance of HR is essentially on management. However, it is often tricky as the HR department would have to be attentive to all aspects of the company at the same time. With technology, the workload is decreasing as Human Resource Management tends to focus more on strategic planning rather than an every-time problem-solving technique. Simply, this means that the managerial team of an organization will have to worry less about several other things and focus more on the technical area of development.     Automatically Grade Employees: Performance scorecards are being introduced in several organizations as a means of monitoring and reviewing employee performance. HR sets up these systems and installs each on the appropriate systems in the organization. It could as well include employee work computers. Some companies anonymously install these to monitor the activities of employees in order to know who is being committed and who is not. This can also be termed an electronic appraisal.     Flexibility, Speed, and Accuracy: This was earlier mentioned as the essential scope of technology. Human Resource Management has substantial flexibility. With technology, there is flexibility in all ramifications of management, including the thinking aspect. How is IT relevant in thinking? It merely provides easy access to the required stats/updates for effective decisions. Moreover, HR persons do not require file stacks to store data used in running the organization.   With speed, there is a rapid progression in the business. The speed here includes even the decision-making process. With technology, this is not an unsolvable difficulty. For instance, it provides room for a comprehensive analysis of the market speedily, thereby ensuring better risk management. It helps to stay abreast of market changes and to be able to formulate new strategies that will either increase the company’s competitive prowess or maintain its level.     Accountability: Operating on a manual standard is likely to make the accounting task difficult and incomprehensible. Managing payrolls in a non computerized way will lead to inaccurate records and will cause confusion.  This is not the case when technology is involved because of the calculative ability is holds. A simple coding will be able to collect data, compile, sum up, and present a perfect result that can be accounted for. For this to be the case in an organization, such an organization must outsource for payroll systems like hiring an external payroll agency or professional to overlook the process of employee salaries and wages. IT goes as far as helping to determine the worth of a recruit in an organization correctly.   This is an excerpt from the award-winning book, Human Resource Management Essentials You’ll Most Likely Be Asked by Jaquina Gilbert. The book   provides an understanding of areas including  performance management strategies, legal and regulatory compliance, payroll and compensation,  technology in HRM , and others. It  guides readers through HRM challenges and provides tools to address those challenges.  

Bill Gates commented on performance, saying, “In business, the idea of measuring what you are doing, picking the measurements that count like customer satisfaction and performance… you thrive on that.” His comment about measurements, customer satisfaction, and performance incorporates three concepts that must act together for a positive result. The performance management cycle is seasonal or annual checks on employee performance. The system has regards for no category of employee and seeks to make amends and to drive every workforce unitedly towards a planned goal.The primary target of this formality is to generate or discover strategies that work. This is why the strategy takes place mostly on an annual basis to rate employee performance and see what could be done to enhance performance.Ultimately, the idea of the performance management cycle keeps employees on course to deliver desired outputs. This is the case because employees generally fear receiving the least possible rating in any organization. The idea connects with the corporate core values of employees and attempts to match such values with the expectations of the organization. The cycle is coupled with advantages such as work effectiveness, job flexibility, staff commitment, and high competition among staff. It involves four stages, which include. Planning Monitoring Reviewing Rewarding   Planning: Planning is the first stage of the performance management cycle, and it deals with setting simple, achievable goals. Here, there could be minor but effective activities such as a description of the job at hand, outlining clear goals, and informing staff members of the expectations of the organization for the year. This phase should include understanding and incorporating the guiding principles of the organization.  Further, management should identify performance objectives and strategies that have an employee focus.   While planning, let the plan agree with John Quincy Adams’ statement that, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” Make plans that motivate an employee and that are flexible. Be part of the plans and try to carry every individual along.  In order to have a simpler performance management model, consider implementing the S-M-A-R-T technique. This is a technique for goal-setting.  Goals or objectives should be:   S : Specific – Be specific with the goal and ensure it is a clear goal for easy understanding in the organization. M : Measurable – All plans must be measurable and easy to comply with. A : Achievable – Do not plan on actions that are not easily achievable by the organization. Simply, be realistic with the plans. R : Relevant – All plans must be relevant and able to leave positive effects on organizational growth. T : Time-Bound – Do not make plans to borders away from achievable time.   One of the most essential processes in this phase is the last portion of it.  Both the manager and employee (and sometimes HR) should agree and confirm the plans before implementing them.  This ensures an understanding by all involved.     Monitoring: The second phase of the performance management cycle involves keeping tabs on the ongoing activities and businesses of the organization. Check up on the progress and employee performances in place towards achieving an organizational goal. Meet occasionally to discuss difficulties and proffer solutions. It is ideal to hear staff suggestions as they sometimes know what is best for the company since they are more involved in the production aspect. In this phase, a manager should provide ongoing coaching, counseling, mentoring, and guidance.  They should also promote employee training and development opportunities in order to manage underperformance and disciplinary issues better.     Performance monitoring and development should be ongoing processes, that if encompassed with effective goal-setting, can build a bridge to employee success.     Reviewing: Review activities to identify how much of the goals have been met so far. In essence, here we determine the accountability effectiveness measures.  Ideally, a review should result in taking measures to enhance the current situation. Further, it is essential to determine that the additional measures help to meet goals. Giving due attention to staff is critical. The staff could likely be declining as a result of specific new company policies, innovation, working environment, or poor employer-employee relationships. In order to uncover the cause, question such staff, and do not reprimand the staff in the process. Be encouraging to convince such staff to become more committed to the job. It is important to refer to previously developed plans to see if goals have been met.  Determining rating results is important at this stage.  At this stage, managers should provide feedback on the rating results and performance objectives.  The keyword is feedback!     Rewarding: The fourth and final state of the performance management cycle is the rewards, remuneration, and recognition phase.  This is an encouragement of an employee’s performance for the season. Dale Carnegie (Leadership Training Guru) opines that “People work for money but go the extra mile for recognition, praise, and rewards.” Apart from money, workers also need recognition and deserving praises. What this means is that an employee who feels unrecognized will not remain committed. To encourage that desire to work more and dedicate more, a reward should be considered. Such rewards could come in many forms and may include gifts, promotion, increased salary, reduced work hours, and extended liberties. Rewards should not initially be tied to ratings or plans.  Ratings should be used to evaluate performance.  Meeting goals and objectives may ultimately be tied to monetary rewards such as bonuses or merit increases.  Other rewards may include promotions, special recognition, or meeting requirements for certification.   This stage is also characterized by implementing performance improvement initiatives as or if necessary.  If the employee did not meet desired goals and objectives, they should not necessarily be rewarded, but should also receive the appropriate follow-up to ‘reward’ their performance. This is sometimes done with performance improvement plans.  

Running a business can be quite unpredictable, even if it’s just a small-scale one. However, through cross-functional training, you can manage such uncertainty by creating teams that have a broad range of skills.   Basically, cross-functional training aims to form groups made of individuals with varying skills then have them work towards a common goal. In most cases, it will involve individuals from various departments like marketing, human resources, finance, etc. However, despite being practiced by a number of companies due to its benefits, there are still companies that are quite hesitant to start cross-functional training due to a number of reasons.     The Biggest Benefit of Cross-Functional Training: Perhaps the biggest benefit that cross-functional training has to offer is that it promotes loyalty. In general, training has the ability to make employees feel that they’re valued by the company. After all, you as the business owner invested time and knowledge in them, with the aim of letting them learn new things and expand their knowledge and expertise. As a result, employees will appreciate the business more, and they will get the feeling that they belong in a family along with their new teammates. Ideally, this can significantly reduce the rate of resignations.   Apart from that, employees who have undergone cross-functional training will be less prone to boredom compared to workers who do the same, repetitive tasks every time they log in until they leave the office. This is because cross-functional training will challenge them as they get to learn and practice new skills, and as a result, this makes them enjoy their jobs even more.   Not only that, but they also become empowered to make decisions regarding where their efforts are highly needed during a particular time. They can also pass on their knowledge to each other whenever necessary, essentially making them better coworkers and allowing them to develop leadership qualities. But here’s the real question we haven’t tackled yet: does cross-functional training actually promote loyalty?     The Connection Between Cross-Training and Loyalty: According to an article by Harvard Business Review, 75% of all cross-functional teams end up failing. There are a number of factors behind them, and some of them are present in all projects: serving customer needs, staying on the schedule and budget, and sticking to specifications.   Most of the troubles experienced by cross-functional teams come from departmental silos. People have a tendency to be in a group with similar people who has the same thinking that they do. And just like regular teams, cross-functional teams also require someone with strong leadership traits and communication skills.   So why bother anyway when it has a higher chance of failing?   It’s because cross-functional communication is a form of art. As long as leaders can get it right with their time management and leadership skills, they can expect significant improvements in revenues, product appeal, and even brand loyalty. As long as leaders build trust with their team members, cross-functional training will have a higher likelihood of succeeding.     Achieving Positive Results: As mentioned earlier, one of the reasons why most cross-functional teams end up failing is due to departmental silos. For example, designers don’t do well when paired with engineers, and so on. One solution to this problem is to encourage your project managers to lead by example. This could include demonstrating active listening skills, meeting deadlines, and upholding promises. As team leaders, they should set the bar for their members. On the other hand, you can show trust in your project managers by giving them critiques in private then encouraging them to try new ideas. It also helps to give them permission to fail. As the head above it all, you should also possess some form of a leadership skill which can be any of the following:   Servant leadership Transformational leadership Situational leadership Transactional leadership Democratic leadership  During cross-functional training, you can encourage everyone to communicate more openly with each other. You can also schedule meetings to allow different teams to interact with each other, share each of their progress, and even share new ideas.   By doing so, your company can benefit from such a form of training (even if it ends up failing) by just gathering people from various departments all in the same room.     The Bottom Line: Everyone in a company should feel the satisfaction of pouring their effort into a business initiative while gaining the recognition they truly deserve for all the hard work they’ve done. You might think that it’s not really that necessary, but for cross-functional teams, getting the glory they rightly deserve for successfully completing the challenge of inter-departmental collaboration is a big deal, and it’s one that can certainly create a sense of loyalty for your company.

We are excited to announce that Human Resource Management Essentials You Always Wanted To Know was recently presented with the 2020 NYC Big Book Distinguished Favorite Award in the Business – General category. The NYC Big Book Awards announces its awards every year. This award is presented to independent authors and publishers; as well as big and small presses. The objective of the award is to help find the audiences these books were made for. The books for this recognition are judged on presentation, editorial quality, and audience appeal.         GRAB YOUR COPY NOW  

These days, it’s not unusual for older adults to retire, only to re-enter the workforce in their golden years. More often than not, this can be attributed to economic needs. After all, living on retirement savings and other benefits can make seniors feel the crunch, especially with rising medical expenses and a higher cost of living at present. Not only that, but some seniors also find their newfound free time boring and lonely, so they crave the stimuli of productive work. Thankfully, there are ways you can return to work as a senior. The best part: there are opportunities you can take where you won’t even need to sacrifice your freedom so you can still enjoy the flexibility that comes with retirement. Below are some of the best options. Leverage Your Expertise You’ve already put in years — decades, even — into your industry, so by the time you retire, you’re already a walking encyclopedia of expertise and have many references you can call upon. As such, it’s a good idea to make use of what you already know by re-entering your field as an independent consultant. This is one of the best things you can do post-retirement, especially if you have a special skill and/or a valuable network, as it can be very lucrative, while also offering you a chance to do what you love. Alternatively, one other great way to make use of what you already know in retirement is to go into teaching or research. This is a particularly viable option in a highly specialized industry like the sciences, and it’s a great way to remain active in the field without making it a full-time job. Consider Remote Work These days, the gig economy is thriving, and there’s no reason that you as an older adult can’t get in on it. In fact, thanks to modern technology, finding remote work is a real breeze these days. The best part is, there are many gigs you can do on your own time in the comforts of your home — all the better to keep up your retiree lifestyle. Start by looking to freelance job boards for opportunities in customer service, sales, marketing, writing, and more. Most of these job boards even have nifty apps to help you in your search. So, as a rule, make sure to highlight your strengths, skills, and experience to create a profile that really stands out. If you’re going to be working from home, you need to have a home office that allows you to maximize your productivity. If possible, try to locate your office away from high-traffic locations in your home. Make sure you have enough outlets to plug in any equipment you may need. When choosing an office chair, look for an ergonomic model, which is especially important if you suffer from joint pain. Find Out What Your Community Needs Going back to work after retirement is also the perfect opportunity to do something different and meaningful, so if you’re craving a change of pace, you’re definitely in a good place to pursue it. Indeed, there are a lot of retirement jobs that you can consider that serve your community. For instance, seniors are often a real hit as babysitters, petsitters, or housesitters because of their trustworthiness and experience in the matter. Or, if you have a particular talent or passion, like dance or arts and crafts, why not teach it part-time? Working in retail is also a feasible option that’s worth considering. There are many stores that hire senior workers, and these jobs can provide you with a great avenue to make use of your people skills. Ditto with sales jobs in various industries, such as insurance, which will undoubtedly offer you the challenge and engagement that you need. It’s a good idea to research the most senior-friendly companies in your area to see if you’re a good fit before preparing to get interviewed. Suffice it to say, life after retirement need not be a dead end. Rather, it’s a time that’s filled with opportunities that are as fun and rewarding as they are lucrative. So go ahead, update your CV, and let the job hunt commence!       GRAB YOUR COPY NOW