W1D1 Granth Respond to (2)

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Week 1 Discussion 1:

Human Capital & Organizational Goals

W1 Introduction

Welcome to Strategic Human Resources Management! I hope you are as excited as I am to get started this term. There are so many opportunities for learning this term and I know you will leave this classroom with many tools and techniques pertaining to quality to take with you into the workplace. Before we get too far ahead of ourselves, let’s begin with a few tips to get you started. First, be sure that you have reviewed the course syllabus, the course policies, and the announcements. Starting here will give you an understanding of the expectations this term. The announcements will be updated frequently and will contain details pertaining to the course and what to expect each week. Be sure that you take the time to review the announcements thoroughly and check them often to ensure that you are not missing any important information.

Review this week’s Learning Resources, especially:

1. Changing Demographics: Preparing for the Workforce of the future. - YouTube

1. Strategic Human Resources Exhibit 2.2 of page 47 – See attachment pdf

1. Making Strategic Human Capital Relevant: A Time-Sensitive Opportunity." By: Kryscynski, David; Ulrich, Dave. Academy of Management Perspectives. Aug2015, Vol. 29 Issue 3, p357-369

Assignment:

Respond  to at least (2) two of your peers' postings in one or more of the following ways:

· Share an insight about what you learned from having read your peers’ postings and discuss how and why your peer’s posting resonated with you professionally and personally.

· Offer an example from your experience or observation that validates what your peer discussed.

· Offer specific suggestions that will help your peer build upon his or her own virtual communication.

· Offer further assessment or insight that could impact your peer’s future communications.

· 3 – 4 paragraph responses per each colleague

· No plagiarism

· APA citing

· 24 hours

1st Colleague – Tania Darder

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Tania Darder 

W1

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Question A

Hello! My name is Tania, I am active duty Air Force currently stationed in Germany with my husband, daughter and two furbabies. In April will be 19 years that I have been in the military as an Engineering Assistant, with retirement being right around the corner I think it is time for me to figure out what I want to be when I grow up.  I decided to pursue my Masters in Performance Improvement because it sounded interesting and I like leaving things better than what I found it and when I did Green Belt a few years ago I enjoyed it. To be honest I did not realize that the majority of these classes were going to be focused on Human Resources but I will say that I have applied some of the knowledge gain in class at work.  School is intimidating to me probably because I go in with an open mind and with zero expectations so I am able to take in and learn as much as possible. With Strategic Human Resource Management I am guessing is how to use personnel in positions that will best benefit the organization. People will work but to get the best performance out of people I feel that as managers or leaders you have to make them feel valued, empowered and appreciated. 

Question B

In our text, Strategic Human Resource Management the author characterizes employees as assets and describes that an asset is something of value and worth (Mello, p. 4).  The best way for an organization to successfully manage its Human Capital is my investing in them.  If an organization truly holds value and worth in their employees and invest in developing and training them professionally those employees in turn will perform at a level that is required to meet the organization’s goals.  Employees are the most important asset in an organization, I had a Commander that would “people first, mission always”.  There are various ways leaders and managers can invest in their employees by helping the develop or broaden their current skills and develop a positive work environment to help increase work performance and job satisfaction which will in turn help reduce turnover rates. Goals that are set by an organization should be achievable and realistic. When developing goals, it is important that organizations to communicate the goals and any changes to processes, policies or programs that may take place.  And if feasible organizations should seek input from their employees so they feel that they are part of the organization’s team and that not only are they values but their input in the organization is also valued.

 References

Mello, J. (n.d.). Strategic Human Resource Management. Cengage.

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2nd Colleague – Susan

Susan Christmas 

Week 1 Discussion

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Question A-Introduction

Hello, I live in Mississippi on the Gulf Coast with my husband. I have a bachelor’s degree in Business Administration; this is my seventh class for the Performance Improvement master’s degree. I have several years of management experience in the healthcare field but feel drawn to human resource careers. For now, I plan to just focus on earning this degree while enjoying my retired life with my husband, but then return to the workforce if/when it feels right. My current knowledge of this course is somewhat minimal, and I pretty much only know what I have learned in the six previous Performance Improvement courses. I hope to learn more about strategies within human resource departments.

Question B-Successfully Managing Human Capital

The discussion thread for this week asks us to discuss how organizations can successfully manage its human capital but still achieve and maintain organizational goals. I have learned through our eBook, Strategic Human Resource Management, written by J. A. Mello, that human capital is an extremely critical factor in the performance of organizations. Employees make decisions and exhibit behaviors that have a direct correlation to the success of the organization. Some of the best ways to successfully manage the human assets in the organization is to invest in the employees through development of policies and programs. Humans bring a ton of value to the organization, so it only makes sense to invest in the employees just like the organization invests in the other physical and capital assets (Mello, 2015).

Policies and programs sometimes get a bad reputation, but in reality, they often provide incentives for employees to put their best foot forward. Managing human capital is no easy task, but a key strategy is to show your appreciation to every employee so they will understand their role is just as vital as all the other employees. Throughout my careers I have always found that I naturally put forth more effort when I feel the organization gives me a voice and appreciates what I can contribute to the success of the organization. On the flip side, if an organization puts too many unrealistic demands on me and treats me like I am unimportant then I will ultimately decide that organization is not a fit for me. Life is too short to be in a miserable job when you know your capabilities and know you can be an asset to another organization.

References

Mello, J. A. (2015). Strategic Human Resource Management. (4th ed.) Stramford, CT: Cengage Learning.

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