After reviewing the article, Fortune 100 Best Companies to Work for, we can see many examples of effective HR Management. At T-Mobile USA, their employees say, "I feel I have real power to make a difference in the way things are done. My boss trusts me to do what I think is correct. Our commitment to diversity is outstanding and makes me feel proud." This reminds me of what Project Oxygen found at Google when deep diving into analytics and employee feedback to find out what makes the best effective manager. One of the eight key behaviors they found was a manager that does not micromanage but empowers their team (Garvin, 2013). At Publix Super Markets, their employees say, "I feel like here at Publix we strive to not only be great but to always make our store a better place to work and shop. That constant strive for perfection keeps everyone working together as one team." This ties in to the lecture on Strategic HRM. This idea that a clear mission and goal is identified and a strategy is implemented and evaluated to meet that goal. As within Publix, it sounds like there is a clear goal of making their store a better place and cohesion around that goal. At Adobe Systems Incorporated, their employees say, "What I find most unique is Adobe delivers on what it promises. What comes to mind specifically is work/life balance needs. I have worked at many companies that make promises or claims about their soft benefits. None deliver as well as Adobe." This shows the value of HRM and the functional areas it oversees, such as employee benefits, compensation and rewards. Adobe Systems Inc. sounds like it has promoted a positive culture around these benefits, has integrity in regard to its promises and employees are encouraged to have a life outside of work. While reading the assigned reading for First, Break All The Rules this week, I highlighted one quote and I think it contributes greatly to the kind of manager I strive to be. It's an excerpt from the interview with Michael where he is asked, "If there is anything else that you would like to tell us about your experience as a manager?". He responds, "A manager has got to remember he is on stage every day. His people are watching him. Everything he does, everything he says, and the way he says it, sends off clues to employees. These clues affect performance. So never forget you are on that stage" (Buckingham & Coffman, 1999, p.16). To me this speaks to integrity as a manager, am I doing and saying what I am asking or envisioning others to do and say. Am I making myself accessible to others in the fullest sense of the word, that they get an inside look at who I am and what I am about. Lastly, I was challenged by the Project Oxygen study not only by the eight key behaviors they identified in an effective manager, but this overarching theme of really knowing your team as individuals so you can empower them in strategic ways, show specific care and develop them (Garvin, 2013). As a current manager at Target, I am finding this aspect most challenging. It is difficult in a fast-paced environment to get to know each of my team members as individuals and be able to effectively communicate with each of them and challenge them in a way it is received well. Each person responds differently, so this learning is vital for effectiveness as I relate to my team. I'm recognizing this takes time, numerous conversations, the ability to listen, and course-correct as needed. References Buckingham, M., & Coffman, C. (1999). First, break all the rules : what the world’s greatest managers do differently. Simon & Schuster. Fortune 100 Best Companies to Work For® 2020. (n.d.). Great Place to Work United States. https://www.greatplacetowork.com/best-workplaces/100-best/2020 Garvin. (2013). How Google sold its engineers on management. Harvard Business Review, 91(12), 74–82.
