HR Management with Marley Holborow

After starting my career in the United States, I would gladly accept a role in Europe for aesthetics alone. I have always been drawn to Central Europe and Germany is definitely the bread basket of this region. Not to mention, Germany has one of the world’s strongest economies and is known for its engineering, manufacturing, and project management practices. An international assignment there would provide valuable professional experience while exposing me to a different workplace culture.

I actually studied the applications of Hofstede’s cultural dimensions for this region in my Cultural Management class last term. The United States and Germany share a lot of similarities, including high(ish) levels of individualism, but Germany places a greater emphasis on planning, structure, and long-term thinking which I think I would thrive on (Hofstede Insights, n.d.). German workplaces are known for direct communication, precision, and efficiency. While Americans often prioritize flexibility and quick decision-making, German organizations typically value careful analysis and thorough planning before action is actually taken. Germany also differs from the United States in its approach to employee relations. Labor unions play a much bigger role in German business. They contribute to strong labor protections and employee involvement in workplace decisions. Kristof (2015) argues that unions can help reduce economic inequality, improve morale, and provide workers with a stronger voice in organizations. Germany’s success demonstrates that strong worker protections and economic performance can coexist and work to benefit everyone.

I definitely think it is worth considering global staffing relations when making a big move like this. I would prefer a more geocentric orientation because it focuses on selecting the best talent regardless of nationality and views international assignments as important for career advancement (Oregon State University, 2026). This approach would provide opportunities to develop global leadership skills, gain cross-cultural experience, and build a broader professional network. Cultural adjustment, language differences, compensation, relocation support, and long-term career opportunities would all influence my decision, but ultimately I would be most likely to accept the assignment if the company demonstrated a commitment to employee development and offered a clear pathway for advancement after completing the international role. Working in Germany would be an awesome opportunity to expand my professional skills and prepare for future leadership roles in a global business environment.

Resources:

Hofstede Insights. (n.d.). Country comparison: Germany and the United States. https://www.hofstede-insights.com/country-comparison/germany,the-usa/

Kristof, N. (2015, February 19). The cost of a decline in unions. The New York Times. https://www.nytimes.com/2015/02/19/opinion/nicholas-kristof-the-cost-of-a-decline-in-unions.html

Meyer, E. (2014). The culture map: Breaking through the invisible boundaries of global business. PublicAffairs.

Oregon State University. (2026). W10 lecture 4: Global staffing orientations [PowerPoint slides]. BA 460/560 International Human Resource Management, Oregon State University.

I have always been a high-strung person so stress has been a friend (and a foe) of mine, my entire life. I think more than anything, these quizzes and surveys helped me understand what kind of stress I actually carry, and how it impacts my life.

I have always considered myself to be a run of the mill type A person, so my results were not surprising when I got exactly that. Although the stress that follows this personality type has kept me driven and motivated, it has also made me extremely impatient and irritable which can make it hard to focus and get things done. This quiz was a good reminder that it is in my own hands to recognize when my stress is getting out of hand in order to give control back to myself and calm down. By taking a break outside, turning on music, following a meditation exercise etc. I can allow my mind and body to regulate and reconnect with myself… because stress walks beside me, not within me. It was shocking and humbling however, to see the serious health and mental health impacts of more serious stressors, beyond what I have ever experienced. The stress of dealing with major life changes is much more serious and can actually physically effect those who are suffering from a significant change in their life.

After doing some research, I was actually encouraged to see how many organizations are starting to take employee stress and health more seriously. Mental health challenges, burnout, anxiety, and work-related stress have become major concerns for employers because they affect not only employee well-being but also productivity, retention, and workplace culture. Many organizations are moving beyond the old mindset of simply telling employees to “manage their stress” and are instead creating actual systems that support healthier work environments. Common strategies include Employee Assistance Programs (EAPs), flexible work schedules, mental health counseling, wellness programs, mindfulness and meditation resources, stress management workshops, and training for managers to better recognize signs of burnout (U.S. Department of Health and Human Services [HHS], 2025). What stood out to me most was that experts emphasize that reducing stress is not just about offering perks… it is also about creating realistic workloads, encouraging work-life balance, and building a culture where employees feel supported and valued (HHS, 2025). As someone who has spent most of my life trying to stay one step ahead of stress, it was refreshing to learn that more organizations are recognizing that healthy, productive employees are not created by pressure alone, but by consistent support and balance.

References:

U.S. Department of Health and Human Services. (2025). Workplace mental health & well-being: The U.S. Surgeon General’s framework for workplace mental health and well-being. https://www.hhs.gov/surgeongeneral/reports-and-publications/workplace-well-being/index.html

Wu, A., Connors, C., & Everly, G. S., Jr. (2021). Organizational best practices supporting mental health in the workplace. Journal of Occupational and Environmental Medicine, 63(12), e877–e882. https://doi.org/10.1097/JOM.0000000000002358

Compensation can seriously motivate behavior and make us either draw the line or reluctantly agree to things we usually wouldn’t. An example I can connect to this was when I agreed to take over a night shift inspection project last summer. For the past three summers, I have worked as a Progress Inspector for i.e. Engineering, where I help monitor construction progress and ensure projects meet city engineering standards. Last summer, my supervisors asked if I would ditch my usual 9-5 shift and take over a night shift inspection for a storm line replacement project on one of the main streets in my hometown. At first, I was very reluctant because I knew the hours would be difficult and would completely change my normal summer schedule. Working nights also meant sacrificing time with friends and family and adjusting to a completely different routine.

What ultimately motivated me to accept the position was the compensation attached to the role. My hourly wage nearly doubled, and I was no longer expected to come into the office during the day except for biweekly meetings. The additional pay made the inconvenience of working overnight feel worthwhile. I also liked the independence and responsibility that came with managing a project during those hours. Even though the work was challenging to stay awake for at times, the financial reward gave me a strong reason to stay motivated and continue putting effort into the job throughout the summer.

I think this situation connects strongly to Expectancy Theory. The Expectancy Theory explains that people are motivated when they believe their effort will lead to good performance and that performance will result in a valued reward. In my case, I completely understood that taking on the night shift would require more effort and flexibility, but I also knew there would be a direct reward through significantly higher pay and a more flexible daytime schedule. Because the reward was meaningful to me personally, I was willing to change my behavior and accept a position I normally would not have considered. This experience showed me how compensation can strongly influence decision-making and employee motivation, especially when the reward feels directly connected to the extra effort being asked of someone.

During my time at Oregon State University, one of the most beneficial classes I took was Data Analyses Using Excel with Carla Mandell. The class was extremely hands-on and focused on actually practicing Excel skills rather than only listening to lectures. We used an interactive program that guided us step-by-step through assignments while still allowing us to work at our own pace. This made the learning process feel much more engaging and less overwhelming. The course was also directly connected to skills I will need in construction management, which increased my motivation to learn and apply the material. Professor Mandell and her TA’s were also very supportive and helped students navigate shortcuts, formulas, and differences between Microsoft and Apple platforms, which made the environment feel approachable and effective.

On the other hand, I took a very similar Excel class during my freshman year at Linn-Benton Community College that I did not find beneficial in the slightest. Although the class covered important material nearly identical to the one above, the structure and delivery made learning much more difficult. The professor mainly lectured rather than walking students through the material interactively, and there was very little connection with students. Since I used an Apple computer, it was frustrating that most demonstrations and instructions only applied to Microsoft platforms only and I was left to google my way out of problems I ran into. The remote assignments were also much more difficult than what we practiced in class, and the directions often felt unclear or incomplete. Instead of building confidence, the course made Excel feel intimidating and stressful.

Based on this comparison, I think training effectiveness depends heavily on engagement, support, and practical application. Research on training and development shows that learners are more successful when training is relevant to their goals, provides opportunities for practice, and includes clear feedback and instructor support. The Oregon State class created a positive learning environment where students felt comfortable asking questions and practicing skills repeatedly. In contrast, the lack of clarity and connection in the other class negatively affected motivation and learning outcomes and reduced morale overall. Even though both courses taught the same general subject, the teaching style and learning environment made a huge difference in how effective the training was for me.

At this point in our lives, we’ve been to an array of job interviews… from minimum wage barista gigs to our first big job at a corporate firm. Looking back, it is pretty clear to me that some prepared me better than others. While some were structured and intentional, others felt more like a soulless conversation that could easily be influenced by bias or first impressions.

The most effective interviews I’ve experienced were structured and consistent. Interviewers asked the same types of questions, focused on past behavior, and gave me space to explain how I think through problems and various scenarios. This aligns with higher reliability and validity because when interviews are standardized, they are more likely to actually measure job-relevant skills rather than just “gut feelings” (Bohnet, 2018). It also connects to Google’s hiring approach, where they prioritize cognitive ability and learning capacity over surface-level metrics like GPA (Friedman, 2014). These kind of interviews feel fairer and more predictive of real performance rather than looking good on paper.

On the other hand, the least effective interviews I’ve experienced were unstructured and heavily personality-based. In a few cases, it felt like the interviewer decided within the first few minutes whether they liked me, which reflects common biases discussed in hiring research (Chamorro-Premuzic & Steinmetz, 2013). These types of interviews lack reliability because each candidate is evaluated differently, and they lack validity because they don’t actually measure the skills needed for the job. They might feel efficient, but their utility may be low because they don’t actually lead to better hiring decisions.

If I could go back and have the chance to advise those employers, I’d suggest a few improvements that will benefit everyone at the end of the day. Implementing structured interviews with standardized questions and scoring systems to reduce bias is a great first step to ensure that their is a solid baseline for all interviewees (Knight, 2018). By structuring interview question to focus on the candidates’ abilities to learn, adapt, and collaborate rather than just experience or credentials helps the employer understand how each interviewee will actually work and learn (Friedman, 2014). Lastly, they need to be intentional about reducing bias by evaluating candidates side-by-side instead of one at a time (Bohnet, 2018). In today’s labor market, where talent shortages are real, companies need to focus on identifying potential and skills… not just traditional, face-value signals like degrees and gpa (The Conference Board, 2025).

I have learned that the best interviews are the ones that are thoughtful, consistent, and focused on what actually predicts success… not just who makes the best first impression.

Sources:

Bohnet, I. (2018). How to take the bias out of interviews. Harvard Business Review.

Chamorro-Premuzic, T., & Steinmetz, C. (2013). The perfect hire. Scientific American Mind, 24(3).

Friedman, T. L. (2014, February 22). How to get a job at Google. The New York Times.

Knight, R. (2018). 7 practical ways to reduce bias in your hiring process. Society for Human Resource Management.

The Conference Board. (2025). Responding to US labor shortages.

Buckingham, M., & Coffman, C. (2016). First, break all the rules: What the world’s greatest managers do differently (2020 ed.).

Mintz. (2025). The DOJ issues its interpretation of “illegal DEI”.

As a soon-to-be Oregon State graduate, I have reviewed hundreds of job descriptions. Whether it be for a part-time side gig or full-time job at a corporate office, I rely on this debrief to see where I see myself fitting in. But this is where many people get it wrong… without regular tender love and care, job descriptions often become outdated or too generic. In Job Worth Doing: Update Descriptions, Tyler (2013) emphasizes that job descriptions are the backbone of nearly every HR function, yet many companies fail to revisit them as roles evolve. I have definitely came across this issue; jobs change faster than documentation, which leads to confusion in hiring, performance evaluation next, and even employee satisfaction… or dissatisfaction in this case.

Companies often focus too much on vague traits instead of clearly defining what the job actually requires, or they tend to use the same language as similar job postings to familiarize their audience. The Harvard Business Review article points out that firms frequently rely on generic competency models or “gut feel” rather than identifying specific skills and responsibilities (Fernández-Aráoz et al., 2009). This makes it harder to hire the right people because the expectations aren’t clearly aligned with the role. From the lectures, this connects to the idea that strategy and internal capabilities need to match. If the job or position isn’t clearly defined, you can’t build a strong team.

In order to overcome these challenges, I think companies need to treat job descriptions as living, ever-changing documents. Regular updates based on actual job performance and future needs are key. The recruiting framework from the HBR article highlights the importance of “anticipating the need” and “specifying the job” as early steps in an effective hiring process (Fernández-Aráoz et al., 2009). That means thinking ahead about what skills will be needed, not just what worked in the past. It might be in the HR lead’s favor to make note of all the pitfalls of new hires or goals the company wants to accomplish with each role in the future.

By involving both managers and employees in the process of updating job descriptions would make the descriptions more accurate and realistic. All in all, better job descriptions lead to more accurate hiring, and as we saw in the wage article, improving job quality (even through pay!) can dramatically increase the number of applicants interested (Rosenberg, 2021). Clear, well-designed roles are a key part of that equation.

Sources:

Fernández-Aráoz, C., Groysberg, B., & Nohria, N. (2009). The definitive guide to recruiting in good times and bad. Harvard Business Review.

Rosenberg, E. (2021, June 12). These businesses found a way around the worker shortage: A big boost in wages. The Washington Post.

Tyler, K. (2013). Job worth doing: Update descriptions. SHRM.

In the article, Fortune 100 Best Companies to Work For 2025, by Great Place to Work, we are introduced to the leading organizations in our country who demonstrate what excellence in workplace culture and employee satisfaction looks like in the modern age. To know surprise, many of the top companies on this year’s list were hospitality companies themselves, proving how strong HR practices can directly impact both employee satisfaction and overall success of the company. Unlike the drama we see unfold in hospitality on TV, companies like Hilton, Marriott International, and The Breakers Palm Beach, are standing out for creating people-first workplace cultures that create ripples in the world of HR Management.

Over at the distinguished hotel chain of luxury and leisure, Hilton establishes rapport in the #1 spot by creating a people-first culture that prioritizes connection and employee engagement. Employees at Hilton talk a lot about teamwork and diversity, which reflects a strong focus on inclusion and engagement within the workplace. This connects to what we’ve learned about how HR practices shape employee attitudes and performance. Similarly over at Marriott International, a slightly different approach is taken by emphasizing internal promotions and long-term growth, showing how important training and development are for retention and personal excellence. At The Breakers Palm Beach, employees describe more of a “family” environment and a good work-life balance, which highlights the importance of supporting each and every employee’s well-being.

Emphasis on employee-first culture is supported in the article, First, Break All the Rules, where great managers focus on people’s strengths and make employees feel valued in order to build a strong backbone to support all other operations within a company (Buckingham & Coffman, 2016). Over at Google’s Project Oxygen, we tap into something similar, highlighting that good management (like the the golden rules of clear communication and company support) actually improves performance and overall well-being… shocker (Garvin, 2013). All three companies seem to apply these ideas by building trust and investing in their people in both the short and long-term.

Whether a future manager, associate, or common employee I want to add to a work environment where people feel supported, motivated, and able to grow. HR tools like training, performance feedback, and open communication will be extremely important in making that happen, with an exception that it is done right. I think the hardest part of this concept will be balancing results with employee well-being. Being able to do both effectively is what separates average managers from great ones, and it’s something I want to continue improving on and integrating as I learn more about the subject (Breitfelder & Dowling, 2008).

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