Laura Peña | Human Resource Management Blog

If I were offered an international assignment after graduation, I would be interested in working in Colombia. I was born there but grew up in the United States, so the opportunity would be both professionally and personally meaningful. As someone pursuing a career in construction management, I think gaining international experience could help me develop a broader perspective and strengthen my leadership skills

Based on Hofstede’s cultural dimensions, Colombia is generally considered more collectivist than the United States. Relationships, family, and community tend to play a larger role in daily life and business interactions. Colombia also has a higher power distance, meaning people are generally more accepting of differences in authority and organizational hierarchy. In contrast, the United States tends to be more individualistic and places a stronger emphasis on personal achievement and independence (W10 International HRM Outline).

Before accepting an international assignment, I would think carefully about several factors. The course materials emphasize that family considerations are one of the most important predictors of expatriate success or failure. I would need to consider how the move would affect my children, schooling options, housing, and overall quality of life. The lectures also discussed the importance of understanding local culture, receiving cultural training, and having a clear career plan after the assignment ends (W10 Managing Expatriates Lecture).

What would convince me to take the opportunity would be knowing that the assignment would provide meaningful career growth, support for my family, and a clear path for advancement when I returned to the United States. If those factors were in place, I would view the assignment as a valuable investment in both my professional and personal development.

References

International HRM Outline.

W10 Lecture 3 – Introduction to International HRM.

W10 Lecture 5 – Managing Expatriates.

I recently took a stress assessment for class, and my result came back as 84/100 “Extremely Stressed.” Honestly? Seeing the number made me pause for a second… but it did not exactly shock me.

Life has seasons where responsibilities seem to pile on all at once. Family responsibilities, school deadlines, finances, uncertainty, trying to perform well professionally while keeping everything moving at home… eventually stress stops feeling temporary and starts feeling like the normal background setting.

One thing I learned about myself from these assessments is that I am very capable of functioning under stress. The problem is that functioning and coping well are not always the same thing. I can push through deadlines, responsibilities, and challenges, but that does not mean my mind and body are unaffected. Stress can show up through sleep disruption, tension, difficulty concentrating, physical symptoms, or simply feeling mentally overloaded.

As I think about my future career, I know stress management cannot be something I address only after burnout shows up. It has to be proactive. For me, that means staying organized, protecting routines, exercising consistently, making time for recovery, and being realistic about limits instead of trying to power through everything indefinitely.

During my research, I found it interesting that organizations are increasingly treating employee stress as a workplace issue rather than just a personal problem. Many companies now offer wellness programs, counseling resources, flexible work arrangements, mental health benefits, and Employee Assistance Programs (EAPs). That shift makes sense because unmanaged stress affects productivity, engagement, absenteeism, and employee retention.

Stress may always be part of demanding careers. The real goal is not eliminating stress completely, it is building systems, habits, and support structures that help us handle it before it starts handling us.

References

American Psychological Association. (2024). Stress effects on the body. https://www.apa.org/topics/stress/body

Job Center of Wisconsin. (n.d.). Stress management strategies. http://www.wisconsinjobcenter.org/publications/9441/9441.htm

Mayo Clinic Staff. (2024). Chronic stress puts your health at risk. Mayo Clinic. https://www.mayoclinic.org/healthy-lifestyle/stress-management/in-depth/stress/art-20046037

When looking at companies like American Express, NVIDIA, and Marriott International, one clear pattern stands out: they all use HR practices to help employees do their jobs well and stay engaged. This connects directly to what we learned this week about designing jobs, building employee skills, and keeping people motivated.

American Express focuses on trust, service, and supporting employees. This shows that when employees feel valued, they tend to perform better. NVIDIA focuses on innovation and technical skills, which emphasizes the importance of training and giving employees the right tools to succeed. Marriott’s company culture and service show how employee satisfaction can directly affect customer experience.

These examples connect closely to the idea that strong management practices drive performance. As discussed in First, Break All the Rules, employees perform best when managers focus on their strengths and create an environment where they feel supported and valued (Buckingham & Coffman, 2016). Similarly, research from Google’s Project Oxygen shows that effective management, especially communication, coaching, and support, has a direct impact on employee performance and team success (Garvin, 2013).

These companies show that HR is not just about paperwork or hiring, it plays a key role in how a company succeeds. Managers are responsible for making sure employees understand their roles, have the right training, and are set up to meet company goals. Clear expectations and proper support make it easier for employees to contribute effectively. This also reflects the shift toward a more strategic role for HR, where HR supports business outcomes rather than just administrative tasks (Breitfelder & Dowling, 2008).

As a future manager, I want to create a work environment where employees feel supported but are also encouraged to grow. I think clear communication, setting expectations, and recognizing good work are very important. I also want to understand each employee’s strengths and use them to build a strong team.

One of the biggest challenges of being a manager will be balancing productivity with employee well-being. In fields like construction or hospitality, there is often pressure to meet deadlines. However, it is important to keep employees motivated and avoid burnout. Strong management practices, along with training and support systems, can help maintain that balance.

Ultimately, these companies show that when HR practices support both employees and business goals, companies can improve performance while also keeping employees satisfied.

References

Buckingham, M., & Coffman, C. (2016). First, break all the rules: What the world’s greatest managers do differently. Gallup Press.

Garvin, D. A. (2013). How Google sold its engineers on management. Harvard Business Review, 91(12), 74 – 82.

Breitfelder, M. D., & Dowling, D. W. (2008). Why did we ever go into HR? Harvard Business Review, 86(7/8), 39 – 43.