Jennifer Rider

 Coming into this class, I already had experience visiting the SHRM Connect boards and posting questions. I find it a good resource for bouncing ideas off of other HR professionals for specific situations. Trying to get overall strategic ideas is somewhat difficult I found. It is a helpful tool when needing input regarding a difficult situation occurring in the organization. Sometimes I don't always agree with the feedback, so it's important to understand what is best for your own organization. I will continue to use SHRM connect, although in the future I will phrase my questions differently so I'm not bombarded with sales reps trying to sell me their product. Although these posts got me responses, they weren't exactly the responses I was looking for.  

 Moving forward I intend to continue maintaining a seat at the operations table, but I will work harder to provide more valuable input. I will think about answers to the questions: How can I help provide a solution to this problem? What resources do I have that can help meet this goal? How can my knowledge and experience position the company better? Before, my focus on HR priorities was very narrow, but not I plan to open my eyes to all areas of operations and ask questions if I don't understand something. One of my weaknesses' in operations is finance, so I plan on working harder to understand financial data and what it says about the health of the organization.

 As the course comes to a close I've come to the conclusion that I operate more strategically than I initially thought, but there are also areas where I can improve. I'm eager to take back what I've learned and apply it to my organization. I'm fortunate that our senior leadership respects our HR department and so I'm confident they will also be willing to hear what I have to say. Some of the items discussed in the book I didn't realize were an area that HR delved in, but I now see that HR's grasp is much wider than I initially thought. 

Week 1: The paradox that intrigued me the most was Strategic and Administrative. I was interested in seeking out more information because I loathe having to spend time doing tasks that, while they are necessary, take time away from my ability to be a strategic business partner. On the other hand, too much technology can take away from the "human" in human resources. It's up to the HR professional to determine what processes should be completed via technology and what shouldn't. Most organizations utilize some type of Human Resource Information System, and it's essential to recognize the cost-benefit. "The Human Resources Information System brings many benefits to the department related to data integration, accuracy, benefits management, recruitment management, but it may also have some disadvantages such as security, cost and the need for an IT specialist to manage the system (Bruce, 2014). Bruce, S. (2014). HRIS: Advantages and disadvantages, available at: ...

 Week 1: As a manager tasked with working with HR, this week's learning really pushed home the value that HR provides as a support function. As a manager, if I hadn't yet been using HR as a value-added support system, I would begin to explore the 6 paradoxes explained in the book and think about how these could be applied to the workplace today. Managers need to start to shift their mindset of how they view the various support functions and think, "How can they add value to my operations?" or "What struggles am I having that HR, or other support functions, can help me strategically overcome. Additionally, I would begin to focus on viewing the organization through the lens of the customer and ask myself, "How can we add value to the customer?". Week 2: As a manager tasked with working with HR, this week, I would start to digest the idea of whether I see my HR department as a "credible activist." First, I would break down the 4 factors and deter...

Week 1: This week the information in Dave Ulrich's HR From the Outside In  really resonated with me. I've always felt Human Resources should be aware of operations, but after reading the questions for the business literacy test (p. 65) I realize I'm not as informed as I should be. Of the 13 questions stated, I only knew the answer to about 4 questions. While I can articulate what  we do, I'm not informed about our market segment (vegetable and fruit processing machinery) or emerging technology in the industry. My organization's niche is our proprietary and innovative machinery, and without innovation, we would lose our competitive advantage. My next thought becomes, how do I find the time to learn more? Each day I'm presented with a litany of problems that need solutions and projects with strict deadlines. How can I incorporate being a strategic practitioner in my daily work? I recognize I have a tendency to get "stuck in the weeds" and forget to think...

Week 1: A book that discusses the history and origin of the Human Resources field.                              Kaufman, Bruce E.. Hired Hands or Human Resources? : Case Studies of HRM Programs and Practices in Early American Industry, Cornell University Press, 2011. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/nec-business-ebooks/detail.action?docID=3138095 (Links to an external site.) Created from nec-business-ebooks on 2021-09-08 20:10:27. A book that discusses how to be a true business partner.                                                                Miller, Tony. Human Resources As Business Partner : How to Maximize the Value and Financial Contribution of HR, Business Expert Press, 2017. ProQuest Ebook Central, http://ebookcentra...