The Matters of HRM

I, personally, have had no experience at all with creating and maintaining job descriptions, but I do understand how tedious it can become. For example, For my work, we have to help another team find which emails need to be updates on a regular basis. To do this, we have to go into each individual email and find specific keywords and then add them to the list for the next team to assess. I am talking about this because of the reasonings behind employers not including things, like pay, in their job descriptions. There isn’t enough time in the day to track down each job listing a business has created to change based on what the salary or pay is that month.

Job descriptions can be difficult to create and maintain because times are constantly changing. As I mentioned above, if a company has the salaries posted in job listings, they have to go in and occasionally update the application with the new pay. This is the same with other types of details that may be found in the job descriptions, i.e., legal and environmental compliances. As explained in the article Job Worth Doin: Update Descriptions by Kathryn Tyler, there are significant risks in job descriptions that can be detrimental to a business. If a business doesn’t keep a very clear job description that is up to date with the required responsibilities, they can have a possible lawsuit on their hands.

Choosing strategies in how you want to address the gap that needs filled in your employee pool is a great start. As mentioned in Lecture 3: Workforce Planning for Week 4, asking how fast the gap needs filled and if the gap is expected to be long or short term begins the process, the “nature of the gap,” or how much human suffering would be caused and how easy or hard the consequences would be if the position wasn’t filled. In other words, if the business doesn’t fill that position, how detrimental will it be for the company? Lastly, the other considerations like training, quality/quantity impact and safety/morale implications if that position is not filled. All of these can create difficulties in creating a job position, but also create a significant amount of insight into just how important jobs within the company are.

Tyler, K. (2023, December 21). Job worth doing: Update descriptions. Society for Human Resource Management. https://www.shrm.org/topics-tools/news/hr-magazine/job-worth-update-descriptions

Hello All! After reviewing the Best Companies to Work For in 2020, I found four organizations that I was most interested in and I discussed how I think they use HRM. I also wanted to share how I’d like to be as a manager and what the most difficult parts of being a manager may be.

Fortune 100 Companies HR Practices

Capital One, Navy Federal Credit Union, Hilton and Veterans United Home Loans were the four companies I chose to comb through. The consensus among these four companies is each company provides ethical and competent management, has great employee benefits, and the employees feel they are cared about as people, rather than just a number.

The Type Of Manager I Aspire To Be

The type of manager I’d like to be is the manager to build up my employees. Start from the bottom and make sure they know expectations and have access to what they need to excel at those expectations and work up from there ensuring all needs are met. There is a sentence in the book First Break All the Rules: What The World’s Greatest Managers Do Differently by Marcus Buckingham and Curt W. Coffman that really stuck with me. “You are the manager who so loves your work that you get tears in your eyes when asked to describe how you helped so many of your people succeed.”(Buckingham, et.al. 2014). I feel this sentence correctly explains how I wish to lead as a manager.

Difficulties Of Being A Manager

The most difficult aspects of a managers job, I believe, would be to ensure all employees are supported in their own individual ways. As a manager, you cannot just use a blanket statement or practice in hopes to cover all of what your employees need. You need to notice, appreciate and harness your employees individuality and make sure each employee is supported using the 12 questions asked in the book mentioned above, but do so from the bottom up and individually.

Citations: Buckingham, M., & Coffman, C. W. (2014). First, break all the rules : What the world’s greatest managers do differently. Gallup Press.