PwC<\/span><\/span><\/span><\/a><\/span><\/span><\/p>\nFrom this, I reflect on the kind of manager I want to be: supportive, growth-oriented, and feedback-driven<\/strong>. I see my role as enabling team members to stretch, recognize their contributions, and giving them autonomy grounded in trust. The HR functions\u2014like training & development, performance feedback, reward systems, and culture-building\u2014will be essential tools in my toolkit. Consequently in my current Supervisor Role at Sharp Healthcare we leaders partake in a daily High Reliability Organization huddle that entails going over essential information at our regionals including: ER patient holds, staffing, forecasting discharges for the day etc. This daily practice I would like to also establish in my teams as the Float Pool often is hard to communicate information to since they work variable shifts and some are benefited vs. per diem.<\/p>\nThe biggest challenge I anticipate is balancing consistency with flexibility<\/strong>. Ensuring fairness in rewards, processes, and evaluations while adapting to individual needs and circumstances will test me. Also, translating HR strategy into day-to-day behavior (keeping HR from being abstract) is another challenge: it’s one thing to have great policies; it\u2019s another for them to be executed in everyday interactions. Consequently as a new leader in a now union environment in healthcare, this comes with new practices and policies when it comes to investigatory meetings and corrective action. The cultural shift after election has been prominent, and my goal is to also pick up the pieces so to speak and resume our comradery as I feel the union completely divided our dynamic.<\/p>\nIn sum, these companies show how HR is strategic\u2014not just administrative\u2014and that the best managers work in tandem with HR systems to cultivate engagement, growth, and sustained high performance.<\/p>\n","protected":false},"excerpt":{"rendered":"
Over the past few days, I dug into three standout Fortune-recognized companies\u2014Hilton, Cisco, and PwC\u2014to see how their HR practices reflect the theory from our professors lectures. What I found both confirms many textbook ideas and also inspires how I hope to lead. At Hilton, employees consistently praise the company\u2019s focus on recognition, internal mobility, […]<\/p>\n","protected":false},"author":14977,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-1","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"_links":{"self":[{"href":"https:\/\/blogs.oregonstate.edu\/sharpieleadambassador\/wp-json\/wp\/v2\/posts\/1","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.oregonstate.edu\/sharpieleadambassador\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.oregonstate.edu\/sharpieleadambassador\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.oregonstate.edu\/sharpieleadambassador\/wp-json\/wp\/v2\/users\/14977"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.oregonstate.edu\/sharpieleadambassador\/wp-json\/wp\/v2\/comments?post=1"}],"version-history":[{"count":2,"href":"https:\/\/blogs.oregonstate.edu\/sharpieleadambassador\/wp-json\/wp\/v2\/posts\/1\/revisions"}],"predecessor-version":[{"id":4,"href":"https:\/\/blogs.oregonstate.edu\/sharpieleadambassador\/wp-json\/wp\/v2\/posts\/1\/revisions\/4"}],"wp:attachment":[{"href":"https:\/\/blogs.oregonstate.edu\/sharpieleadambassador\/wp-json\/wp\/v2\/media?parent=1"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.oregonstate.edu\/sharpieleadambassador\/wp-json\/wp\/v2\/categories?post=1"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.oregonstate.edu\/sharpieleadambassador\/wp-json\/wp\/v2\/tags?post=1"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}