Staffing & Workforce Planniung

Share a list of three HR actions/processes you feel are important to measure and communicate to the business, and why you think they are important. 1. Employee Development and Training Programs Learning and development (L&D) are fundamental to enhancing the skills and productivity of the workforce. L&D is one of the primary ways that human capital generates economic returns. High-performing organizations develop capabilities to sustain and expand the value derived from analytics and other key initiatives (Henke, Bughin, Chui, Manyika, Saleh, Wiseman, & Sethupathy, 2016). HR can demonstrate a direct link between training investments and post-training performance by tracking participation rates, as well as improvements in skill proficiency and the impact on post-training performance. An example of ROI is when $100,000 is spent on training and overall company profits rise by a measurable amount; the ROI calculation validates continued spending. 2. Employee Engagement and Reten...

To theory or not to theory? That is the question. One theory that best aligns with today's workforce is Herzberg's Two-Factor Theory , also known as the Motivation-Hygiene Theory. This theory distinguishes  between motivators (factors that truly drive satisfaction and engagement) and hygiene factors (if absent, may cause dissatisfaction, but do not motivate when present). The theory focuses on intrinsic motivation, limitations of hygiene factors, and guidance for human resource practices. Herzberg identifies that employees value achievement, meaningful work, recognition, responsibility, and growth opportunities (Portolese, 2022, p. 173). Elements like salary, work conditions, and company policies are considered baseline expectations. Modern employees expect fair pay and benefits, but they are unlikely to be motivated solely by these factors. The theory directs organizations to go beyond compensation and create enriched roles, offer skill-building, and recognize contr...

Briefly discuss the 12 steps in Bromford's onboarding process. In your opinion, select four of the most important steps that they use and why you believe so. The Bramford incorporation process is a 12-section structure designed to welcome and prepare new employees for their roles. In my opinion, four critical steps are most important. Summarized 12 sections (Dinnen & Alder, 2017, pp. 98-99): Welcome: Personalized introduction with a message about the company's purpose and mission, including a CEO video and team introductions. Who You Are Working With: Profiles of the new hire's manager, team members, and executive team, plus organizational charts and service details. History: A timeline of the company's legacy, milestones, and financial information. Working Environment: Overview of company values, behaviors, and culture, supported by employee testimonials and survey results. Communication: Insight into internal and external communication channels, social media ...

“No one will ever pay you what you’re worth—they’ll only pay what they think you’re worth” (Brown, 2015). What excites you about what you do? Passion is the ultimate driver of excitement. Currently, I'm retired from the military and finding my stride through the degree program, as it is a milestone on my career path. The baby steps that check the boxes are exciting and show proof of all the hard work. What value do you bring to a position?   The one key concept is defining your value. It starts with listing the tangible achievements and outcomes in the workplace. Consider the unique skills, experience, and perspective it took to meet those expected outcomes. Quantify each outcome to represent the positive impact on the company.     The next concept is communicating your value to overcome doubt. Once you've outlined achievements, skills, and quantified the data, it's ok to be confident and use strong language. Be sure to focus on how your work benefits everyone, highl...

Reflect on the types of interviews and discuss which interviewing methods you would be best at as an interviewer and best at as an interviewee. Are they the same? Share some personal experiences in your reflection.  Interviewer Standpoint As an interviewer, I don't consider myself in the hot seat because, after all, I'm gainfully employed. However, I would enjoy the opportunity to collaborate with other departments to conduct interviews with potential candidates and learn about the skills they bring to the table. "Group interviews provide an opportunity to observe candidates in a simulated team environment" (Graf, 2024, p. 1). One of my strengths is my ability to be inquisitive and ask the right questions. It helps me collaborate with my hiring team and connect with the candidate; everyone feels open and comfortable. Interviewee Standpoint As an interviewee, the selection process can put perceived pressure, especially when I'm passionate about the company or job r...