Human Resources
with Molly Myers
Topic 8: International Human Resources Management
This fall, I will be studying international business abroad through Oregon State University at Singapore Management University. While this change will be exciting and such a great learning experience, I’m curious about the opportunity for a full-time career in Asia. Would I accept a full-time position in Singapore? How would that change my career and life trajectory? Would I be successful there?
There are many differences between the United States and Singapore to be aware of, but there is one specific difference that I may find most challenging. According to Hofstede’s cultural dimensions, Singapore is very collectivist (as opposed to individualistic). With a score of 20, people in Singapore belong to in-groups and identify with these organizations of people rather than thinking of themselves as completely separate and individual. This relates to the second key principle of the Confucian teaching: The family is the prototype of all social organizations (Hofstede Insights, 2022). If I choose to work in Singapore, it will be important for me to join an organization that fits with my values and expectations for a social circle, as that organization would likely become my pool of peers, as “while any given person is likely to belong to few ingroups, the dynamics and closeness of those in ingroups are closer than those in individualistic cultures” (Nickerson, 2021).
In addition, it is important to be aware of other problems that could arise as I adapt to a new life in Singapore. One challenge that expatriates can encounter in international locations is difficulty adjusting to their new culture. “Among the sixty to eighty percent of expatriates that do not return early, approximately half end up being considered ineffective… for various reasons” by their firms (Swift, Lecture 5, 2022). In addition, “International HRM involves a more diverse workforce” (Swift, Lecture 3, 2022). Singapore is “a congregation of different cultures coexisting in one congenial space” (Ken, 2021). The city, which only about 3.5 times the size of Washington, D.C., is made up of people from Chinese, Malay, Indian, Arabic, and other heritages, making it a very diverse space. Learning more about how these different cultural “puzzle pieces” join together to form one country will be crucial to adaptation before traveling to Singapore.
Ultimately, before accepting a position as an expatriate in Singapore, I would need to find an organization that aligns with my expectations in regards to compensation, values, and a career trajectory. I would also want a brief position there before re-evaluating whether I want to live there for an extended stay. Overall, I’m excited for the possibilities coming my way!
Sources:
Charlotte Nickerson. “Understanding Collectivist Cultures.” Understanding Collectivist Cultures – Simply Psychology, 21 July 2021, https://www.simplypsychology.org/what-are-collectivistic-cultures.html.
Ken, Tan J. “Singapore: Where Cultures Come Together.” Travel, National Geographic, 3 May 2021, https://www.nationalgeographic.com/travel/article/partner-content-cultures-come-together-in-Singapore.
“Singapore.” Hofstede Insights, https://www.hofstede-insights.com/country/singapore/. 2022.
Swift, Michele. “Lecture 3: Introduction to International HR.” Human Resources Management, Oregon State University, 2022. Lecture.
Swift, Michele. “Lecture 5: Managing Expatriates.” Human Resources Management, Oregon State University, 2022. Lecture.
Topic 7: Stress
Test Results:
The Holmes-Rahe Life Stress Inventory: 189
Psychology Today Type A Personality Test: 38/100
Coping and Stress Management Skills: 72
Analysis:
Today, I had the opportunity to take the Holmes-Rahe Life Stress Inventory, Coping and Stress Management, and Type A Personality tests. Through these tests, I realized that stress is currently a major inhibitor in my life. According to the Holmes-Rahe Life Stress Inventory test, I have a 50% chance of a major mental health breakdown in the next two years (Stress.org, 2022). Despite my frequent application of problem-focused stress mitigation strategies, my high levels of stress are often due to situations that cannot be removed or controlled (Psychology Today, 2022). I feel that my test results are accurate. They illustrate that although I have access to many tools for reducing stress, I don’t always employ them properly.
Learning how to properly manage stress is crucial for individuals at every stage of life. Two of the primary negative impacts of stress are psychological stress, which could include symptoms like forgetfulness, reduced confidence, and burnout, and physiological stress, which could include symptoms like back pain, stomach aches, and increased risks of illness (Swift, Lecture 6, 2022). These are all symptoms that I have observed in myself recently; a variety of studies confirm that health conditions that contribute most to lost productivity include migraines, which I endure on an almost weekly basis (Baun et al., 2014). These insights into the harmful effects of stress have prompted my deeper analysis into how I can better manage the stressors that I regularly face.
As I progress toward a more permanent professional career, there are many ways that I can reduce my negative stress. One method is by changing my diet. The release of the hormone cortisol during chronic stress can cause fat and sugar cravings, and consumption of high-fat foods can actually lead to migraines (American Psychological Association, 2019). The American Psychological Association suggests that “a diet high in a variety of nutrients can both protect health and provide more physical energy to deal with challenges,” and I think this is an area of life where I could certainly improve.
Another way that I could work toward improving my stress levels would be to take full advantage of organizational benefits. I currently work for Oregon State University, and although I’m only part time and unable to enjoy the benefits of full-time employees, I have access to many free resources as a student. The “Beyond Happiness: Flourishing” course is available to all students, and seeing how my high levels of stress are affecting my life, I hope to take full advantage!
Sources:
Baun, William, et al. “What’s the Hard Return on Employee Wellness Programs?” Harvard Business Review, 1 Aug. 2014, https://hbr.org/2010/12/whats-the-hard-return-on-employee-wellness-programs.
“Coping Skills.” Psychology Today, Sussex Publishers, https://www.psychologytoday.com/us/tests/career/coping-stress-management-skills-test. 2022.
“Healthy Ways to Handle Life’s Stressors.” American Psychological Association, American Psychological Association, 1 Nov. 2019, https://www.apa.org/topics/stress/tips.
“Stress Inventory.” Stress.org, https://www.stress.org/wp-content/uploads/2019/04/stress-inventory-1.pdf. 2022.
“Type A Personality Test.” Psychology Today, https://psychologytoday.tests.psychtests.com/bin/transfer. 2022.
Topic 6: Compensation
Initially, when I worked at the Old Spaghetti Factory as busser, the tip structure only benefited waiters and waitresses outright. Customers gave servers tips, and each busser (assigned to about three server sections, which encompassed roughly fifteen tables) would work hard in order to impress their respective servers. At the end of the night, those servers would “tip out” bussers, giving each busser a share of their tips – to their individual discretion.
I was an excellent busser, hardly taking a sip of water throughout the night. I’d bounce from table to table, cleaning and re-setting them with place-mats and silverware with high efficiency. By doing so, tables were readily prepared for the next set of customers, and servers would end up taking more tables… resulting in more tips. At the end of each night, servers would “tip me out” generously for my hard work, as much as $75 in total each night, as my hard work ultimately benefited them. The incentive of receiving those tips made me feel satisfied with my position. “A person’s level of compensation provides a signal of their value to the organization and therefore contributes to their level of self worth,” which was true in my case: I felt valued and appreciated (Swift, Lecture 1, 2022).
One day, the compensation system – “information about the overall system and process to make pay decisions” at the Old Spaghetti Factory organization – changed (Swift, Lecture 1, 2022). Managers decided that tips wouldn’t be distributed by servers. Instead, a percentage of the servers’ tips were entered into a pool which would be distributed equally among all bussers and back-of-the-house staff. Although I still worked hard at that point, I was frustrated by the lack of effort put in by other bussers, and didn’t feel inclined to put in the same level of effort, as we were all compensated the same. The “low profit margins that generally accompany inexpensive menu items” prompted the Old Spaghetti Factory to pay bussers minimum wage, and combined with a tip structure that disincentivized extra effort, I ended up putting in my two-weeks notice shortly afterward (Greenhouse and Strom, 2014).
Compensation that didn’t accurately reflect my hard work and perseverance prompted me to find work elsewhere. “How… employees feel about compensation matters just as much as what they’re actually being paid,” and although I may have accepted the new pay structure if it had been in place for the entire duration of my employment, the changes certainly made me feel underpaid and underappreciated (Smith, 2015).
Sources:
Greenhouse, S. and Strom, S. “Paying Employees to Stay, Not to Go.” July 4, 2014. https://www.nytimes.com/2014/07/05/business/economy/boloco-and-shake-shack-offer-above-average-pay.html
Smith, Dave. “Most People Have No Idea Whether They’re Paid Fairly.” Harvard Business Review, 10 Sept. 2020, https://hbr.org/2015/10/most-people-have-no-idea-whether-theyre-paid-fairly.
Swift, Michele. “Lecture 1: Introduction to Compensation.” Human Resources Mananagement, Oregon State University, 20 May 2022. Lecture.
Topic 5: Training
“That’s not how you do it,” Rick said condescendingly, snatching the disassembled lemonade machine from my hands.
“That’s how Jessica told me to do it!” I protested.
“Well, it’s not right!”
Creating reliable training methods in order to ”produce consistent results, irrespective of who’s participating in the training,” isn’t easy (Swift, Lecture 2, 2022). At the Old Spaghetti Factory, I was surprised by the lack of quality training initiatives for new hires. Although providing me with several information peers that could serve as mentors did teach me the most basic tasks, more complicated closing duties (like disassembling, cleaning, and reassembling our lemonade machine) were performed without clear objectives and resulted in confusing mixed messages (Swift, Lecture 4, 2022). An effective onboarding process should provide employees with the basic information needed to function effectively, but between frustrated mentors, differing methods, and distant supervisors, I felt anything but confident.
On the other hand, at All Classical Portland, I had a completely different experience. On my very first day, I was walked through the music production process, editing songs that would actually air on the classical radio station. I was actively involved in trying potential skills, an example of on-the-job, hands-on training. The processes that I learned were distinct, memorable, and consistent with the objectives of the organization (Swift, Lecture 1, 2022).
So, what made the Old Spaghetti Factory so ineffective at training, whereas All Classical Portland left me feeling empowered and knowledgable? From a management perspective, the first question that should be asked when considering how to properly train employees and achieve business objectives is, ”What is right for your customers?” (Coffman and Buckingham, pp. 116, 2014). If a customer thinks an outcome isn’t valuable, then it isn’t. At the Old Spaghetti Factory, the objective should have been ensuring that closing duties left the restaurant sanitary for guests. However, absentee supervisors allowed training processes to fall off the tracks, and just as customers weren’t satisfied, neither was I. All Classical Portland comparatively empowered employees, provided hands-on support, and followed up later to confirm that the process was going smoothly (Swift, Lecture 4, 2022). To develop and retain engaged employees, managers must be engaged in creating engaging training standards. As a future manager, I look forward to overseeing the employee training process as directly as possible and creating both shared objectives and shared processes.
Sources:
Buckingham, M. & Coffman, C. 2016. First, Break All the Rules: What the World’s Greatest Managers Do Differently. 5 May 2022.
Swift, Michele. “Lecture 1: Developing Training Programs.” Human Resources Management, Oregon State University, 5 May 2022. Lecture.
Swift, Michele. ”Lecture 2: Evaluating Training Effectiveness.” Human Resources Management, Oregon State University, 5 May 2022. Lecture.
Swift, Michele. “Lecture 4: Developing Employees.” Human Resources Management, Oregon State University, 5 May 2022. Lecture.
Implicit Bias Test
It’s easy to self-reflect and say, “I don’t have any biases!” But when it comes to implicit biases, the key word is implicit, which suggest that these biases “are activated involuntarily and without an individual’s awareness or intentional control” (The Kirwan Institute, Ohio State University, 2012). In fact, everyone possesses implicit biases, which may be unlearned through different de-biasing techniques.
This evening, I participated in the Implicit Association Test from Harvard categorizing images associated with “light-skinned” and “dark-skinned” people and words related to the categories “good” and “bad.” Although my results said that “your responses suggested no automatic preference between dark skinned people and light skinned people,” I realized that many people probably do have such automatic preferences. In addition, I realized that I was engaging in meta-cognition as I made my decisions throughout the test, whereas mindlessly moving through the test could provide different results and reveal more hidden biases. It’s in my best interest to de-bias myself, but not everyone has similar goals. The slightest preference of one race, gender, nationality, religion, or sexuality over another could have a significant effect on employment trends in the United States, and make a selection process significantly less reliable.
Although Title VII protects applicants and employees from discrimination in “hiring, promotion, discharge, pay, fringe benefits, job training, classification, referral, and other aspects of employment, on the basis of race, color, religion, sex, or national origin,” eradicating discrimination requires more than laws on paper. It requires understanding the tendencies for humans to have biases, understanding that we are all human, and taking individual efforts to curb and dismantle our biases in favor of equality.
Sources:
Equal Employment Opportunity Isthe Law – Dol. https://www.dol.gov/sites/dolgov/files/ofccp/regs/compliance/posters/pdf/eeopost.pdf.
“Project Implicit.” Take a Test, https://implicit.harvard.edu/implicit/Study?tid=-1. Retrieved 2 May, 2022.
Understanding Implicit Bias. Kirwan Institute at The Ohio State University. 29 May, 2012. Retrieved 2 May, 2022.
Topic 3: What Makes an Effective Interview?
Performing badly in an interview is frustrating. Feeling as though the interviewer performed badly, on the other hand, is perhaps even more frustrating. I recall a face-to-face meeting in which the interviewer began our conversation by mispronouncing my name, sifting through papers to (unsuccessfully) find my resume, and stating that they “didn’t know much” about the job for which I applied.
What makes an interview effective? How can an employer conduct an interview in a way that captures the candidate with the best knowledge, skills, abilities, and other characteristics for the job at hand? (Swift, Lecture 5, 2022)
Creating consistent, purposeful, and cost-conscious structures to interviews is essential to recruiting for and selecting the best talent for the jobs at hand. Three key factors are necessary to incorporate for an effective interview process.
Reliability is the first key factor. This indicates that measures of interviewee performance should be dependable and error-free (Swift, Outline, 2022). For example, an interviewer using unreliable methods may “ask leading questions that telegraph the desired answers,” phrase questions differently between different candidates, or hold biases against interviewee that damages the effectiveness of the interview (Swift, Lecture 4, 2022).
Validity is the second key factor (Swift, Outline, 2022). This indicates that performance measures should be purposeful, accurately assessing what it’s supposed to assess. Google uses “five hiring attributes” across the company, assessing for learning ability, leadership, intellectual humility in all jobs in addition to specific expertise for technical roles, and assesses these traits with specific questions and tests (Friedman, 2014). In this way, Google has created a standardized approach to hiring procedures, while also being thoughtful and intentional about which qualities fit in best with their organizational objectives.
Utility is the third key factor (Swift, Outline, 2022). What are the costs and benefits of the selection procedure? Is it worth time and money? For instance, “the cost associated with attending college career fairs is generally higher than the cost associated with other methods,” something that companies should consider when deciding whether candidates for entry level internships should be sourced through social networking sites or an in-person assessment (Swift, Lecture 1, 2022).
In order to further make an interview effective, it is crucial to understand which talents are best suited for the open position. These are not always obvious. “Look beyond the job title and description… think about the culture of the company” (Buckingham and Coffman, 2016, pp. 86). For instance, acknowledging the level of supervision and competitiveness of the organization or intraorganizational team could result in the valuing of certain talents over others (Buckingham and Coffman, 2016, pp. 84). An extremely noncompetitive atmosphere, for instance, may value relationship-building and interpersonal communication over assertiveness.
Ultimately, all of these components are necessary for an effective interview. I’m thankful that my poor interview experiences have given me the motivation to become a practiced, informed, strategic employer someday – but I would certainly never want to go through that again!
Citations
Buckingham, M. & Coffman, C. 2016. First, Break All the Rules: What the World’s Greatest Managers Do Differently, pp. 84-86. 29 April 2022.
Friedman, Thomas L. How to Get a Job at Google. The New York Times, 2014. 29 April 2022.
Swift, Michele. “Lecture 1: Recruitment.” Human Resources Management, Oregon State University, 29 April 2022. Lecture.
Swift, Michele. “Lecture 3: Choosing Selection Methods.” Human Resources Management, Oregon State University, 29 April 2022. Lecture.
Swift, Michele. “Lecture 4: Improving Interview Effectiveness.” Human Resources Management, Oregon State University, 29 April 2022. Lecture.
Swift, Michele. “Lecture 5: The Selection Decision.” Human Resources Management, Oregon State University, 29 April 2022. Lecture.
Topic 2: The Challenges of Job Descriptions
Creating job descriptions – an essential Human Resources function that forms the basis for all other functions, including recruiting and compensation – isn’t a simple task (Swift, 2022). A survey conducted by Human Resources Services Group questioned HR professionals globally and determined that the most challenging section of a job description is “writing competency requirements,” claimed by 67.9% of participants, followed closely by “writing responsibilities,” claimed by 55.7% of participants (HRSG, 2020). So, what are the barriers to recording a job’s responsibilities and competency requirements?
One barrier is time. A popular challenge of writing job descriptions is the complications associated with keeping these descriptions up to date, especially in dynamic environments where jobs evolve quickly (Swift, 2022). “The rise of technology and digital transformation has led to a significant blurring of job responsibilities and manager expectations that will only expand over time,” as technology necessitates that employees must constantly “acquire new skills and cross previously well-defined lines” to rapidly learn new digital ways of doing work (Smith, 2021). Cathy Maddox, HR coordinator at Lincoln Surgical Hospital, admitted that updating job descriptions can easily become “the last thing on the list to tackle because there are so many other issues that require HR’s time and attention” (Tyler, 2013).
However, one solution to this barrier is to schedule time specifically for updating job descriptions. Another solution is to adding the task as a precursor to recruitment. “A great opportunity to update is when you are hiring for a position,” suggested Janet Flewelling, former director of HR operations at Insperity (Tyler, 2013).
Another barrier is lack of understanding about what a job specifically entails. This can affect supervisors as they attempt to record job descriptions, but a lack of clarity can also have a detrimental effect on interpersonal work relationships while the position is already filled. “In a workplace setting, conflict can arise as a direct result of role ambiguity,” noted Mary Dowd (2020). This problem can be exacerbated when an organizational culture doesn’t foster healthy communication between employees and employers. Asking, “What do you do while you’re at work?” is an uncomfortable (but necessary) conversation.
A solution to lack of clarity is to collect data frequently regarding how jobs are being performed currently and how they could be adjusted. Incumbents in a position can be a “good source of information about what they do in the job” (Swift, 2022). Employees can be questioned about their tasks and direction through interviews, observation, questionnaires, and even through filling out diaries or daily logs about their tasks.
Though job descriptions aren’t the easiest to tackle, it’s well worth the trouble. By ensuring job descriptions are comprehensive and up-to-date, Human Resources professionals can save themselves time, resources, legal hassle, and keep performance standards in check (Swift, 2022).
Citations
Dowd, Mary. “How to Clarify Your Role at Work.” Work, 17 Sept. 2020, https://work.chron.com/clarify-role-work-4998.html.
Ndukwe, Onyeka. “What’s the Toughest Part of Writing a Job Description?” What’s the Toughest Part of Writing A Job Description?, https://resources.hrsg.ca/blog/toughest-part-of-writing-a-job-description.
“It’s Time to Rethink Job Descriptions for the Digital Era.” Harvard Business Review, 8 Dec. 2021, https://hbr.org/2021/12/its-time-to-rethink-job-descriptions-for-the-digital-era. Accessed 22 April, 2022.
Swift, Michele. “Lecture 1: Job Analysis.” Human Resources Management, Oregon State University, 22 April 2022. Lecture.
Swift, Michele. “Job Analysis and Design.” Human Resources Management, Oregon State University, 22 April 2022. Lecture outline.
Tyler, Kathryn. “Job Worth Doing: Update Descriptions.” SHRM, SHRM, 11 Apr. 2018, https://www.shrm.org/hr-today/news/hr-magazine/pages/0113-job-descriptions.aspx.
Topic 1: HR Functions in Fortune 500 Companies
According to the 2020 Fortune 100 Best Companies to Work For, many of the businesses that we interact with on a day-to-day basis satisfy their employees just as much as they satisfy their customers. How? In this blog, I’ll discuss the HR practices of Cisco Systems, Inc. (#4), Adobe Systems, Inc. (#35), and Intuit Inc. (#11), as well as my own thoughts on using these practices in my own future management.
Cisco Systems INC.
At Cisco, competitive advantage in Human Resources has been established through utilization and innovation of their technological competency. Cisco has focused on HR Analytics, the interpretation of HR-related data to derive insights that shape decisions, through implementation of a standardized ERP System. “When everything is measured, every measurement is posted, and has some kind of compensation attached,” employee satisfaction tends to increase (Buckingham and Coffman, 2016). Cisco managers focus on fostering a quality work/life balance in employees, leading to a connected and supported team (Cisco, 2021).
ADOBE SYSTEMS INC.
By establishing the position of Executive Vice President of Customer and Employee Experience, Adobe has illustrated that their “audience” of their practices within the organization isn’t just their customers – it’s their employees, too (Buckingham and Coffman, 2016). Adobe’s Human Resources practices shape their organizational culture. For example, there are systems and platforms in place that allow employees to report issues as they come up, no matter how small or large, and improving communication between hierarchical positions has provided Adobe with a culture of comfort and transparency (Adobe, 2022).
INTUIT INC.
According to Director of HR Business Intelligence Michelle Deneau, Intuit is “very thoughtful about driving smarter business decisions with the data and processes that we provide to enable and empower our leaders” (Glint, 2020). Intuit has adjusted its Human Resources strategies to devote less human capital to administrative work, and more human capital to value-adding work. From a management perspective, “Bringing on talent who can grow with the maturity level of your functional team is really critical” (Glint, 2020). It’s those intangible features, like research and development and employee satisfaction, that are critical in accounting for a company’s value (Buckingham and Coffman, 2016).
MANAGEMENT PRACTICES – MY THOUGHTS
Researching Cisco and Intuit’s Human Resources departments illustrated the importance of analytics in measuring the performance of human capital. However, it’s not just about the “number crunching.” Intangible features like research and development alongside a comfortable, transparent workplace culture (like in Adobe) are crucial for improving employee retention and productivity. In management, I think it’s beneficial to maintain a healthy balance between automation and human capital, as well as between data-driven decisions and compassionate people-driven decisions. Productivity is important, and that productivity should be encouraged and demanded through performance metrics, but here’s the hard part: treating employees well is key to retaining those high-performing employees (Buckingham and Coffman, 2016). As a manager, I hope to balance these needs with poise.
Citations:
Bollwerk, Andy. “News Analysis: Adobe Paves the Way for Leadership of HR in Enterprise Engagement Management.” Engagement Strategies Media, https://www.enterpriseengagement.org/Adobe-Paves-the-Way-for-Leadership-of-HR-in-Enterprise-Engagement-Management/.
Buckingham, M. & Coffman, C. 2016. First, Break All the Rules: What the World’s Greatest Managers Do Differently, pp. 2-26
“Collaboration for Human Resources.” Cisco, Cisco, 22 Jan. 2021, https://www.cisco.com/c/en/us/solutions/collaboration/human-resources.html.
“Customer Spotlight: How Intuit Worked up a Company-Wide Appetite for HR Data (Part 1 of 2).” Glint, 24 Aug. 2020, https://www.glintinc.com/blog/customer-spotlight-how-intuit-worked-up-a-company-wide-appetite-for-hr-data-part-1-of-2/.
