Unit 4 Blog HR

My Professor asked me if I believe that leadership development should be primarily a human resource function.

My answer to this is no. Why is my answer a resounding no? Because if human resources has total responsibility for leadership training and development, they will not be acting as part of a team, which could translate into a disconnect  if there is a lack of communication  when interacting with other organizational teams; separate does not mean that it will be better. As I see it, the problem with isolated responsibility is that it will operate in a vacuum. Whether a team will share information with  other teams is in question here. I picture the best practices team as being made up of senior leaders, middle managers and line managers, human resources and others who have formed one unit and have a common goal, which is the present and future success of the company. Human resources, as talent managers have key roles, but are only a portion of what is needed and share a portion of the successes or failures that a company experiences. These failures or mistakes, and successes are not the “fault” of one person or group; it is usually a combination of processes that when critically evaluated, determine what happened. If one department has the weight of the future on its shoulders, this would be too much to carry. Also, if the responsibility is given to several, it is shared by all because collectively the “all” can do more than just one person.

Case in point: Recently, I heard a speech that talked about changing the status quo. It was about new ideas and he gave several specific ideas on how to go about making those changes. It was a grand speech at best and very inspiring. Whether I agree or disagree with the changes that were suggested, is immaterial to this post. What is important as I listened, is what I observed and thought about. What I observed in those that were listening was negative body language, which for me translates into resistance to trying something new. I began to think about our class in leadership development and what it might take to get the CEO and others to look at new ideas that challenge the old ways. If one person suggests change, that can be discounted, but when teams suggest change, there is more power in that suggestion. One person, with the best of ideas is only one person. However, I must challenge myself here, because in history, one person, did make a difference and that is Dr. Martin Luther King. He suggested a new way of thinking, and it was met with resistance, however, those that embraced his ideas, collectively helped change our country for the better.

To bring this post back to human resources as the primary leadership development, I think that it must be a team effort. Silzer and Dowell (2010), when discussing competencies, say that it is the “organizational processes” that create the most comprehensive experiences when building leadership programs (p. 324). Comprehensive means all-inclusive where many parts are included together to make something happen.

Reference
Silzer, R., & Dowell, B. E. (Eds.). (2010). Strategy-driven talent management: A leadership imperative. San Francisco, CA: Jossey-Bass.


Forever, Paulina Beautovia

Unit 3 side note

I was reading  Chapter 6 in our text about change and how it is imperative that our leaders communicate the business strategy to other leaders so that they can communicate what they know to their employees.  If our leaders are only superficially invested in the company's success or have self centered ambition, critical information is will  not passed on. 
Second point that I want to discuss here is what happens when leaders are so embedded with other leaders that they collude and protect each other? This may be a bigger problem than the lack of  corporate communication. In my last firm, those that were "in charge" had been with the company for at least 20 years and had 'grown" and supported each other over years of practicing law.  One of the attorneys got promoted and even though she was a good lawyer, she was a horrible manager.  Several reported her poor management skills, inaccurate performance reviews, favoritism and when one gal became courageous, she went outside of the chain of command and reported her.  What  happened is that this manager was asked to step down and the gal that reported her was given a severance package and signed a separation agreement.  I had reported her as well when I was there, but I reported her to her manager and nothing was done.
Lastly, a very important thing to have, when developing talent, is an independent hot line or drop box that can be used to give suggestions or if there are problems, to report them. Love Paulina Beautovia.

Talent Managment Unit 2

Referrals: An employee referral can be a good source of gaining talent, however, not always. At face value, this method seems an inexpensive and less stressful way to get new employees and the employee that refers, is referring a friend or past co-worker, so this can be a reliable reference, but again, not always.

Case in fact: I changed jobs. My new manager asked if I knew of anyone who was looking for a legal secretary position, as they had an opening. I contacted someone that I respected and asked her if she wanted to apply. Now, I was new to this firm and it was a completely different type of law that was practiced there and secondly, the culture was like a dry desert as compared to the firm she was at, however, she interviewed and got the job. She hated it from the start and her attorney was not happy with her performance either. My manager came to me and indirectly held me accountable for this hire. Whether it was right or wrong for her to do this, I felt bad and had to watch my friend, get written up basically terminated. Guess what? I will never do this again because it is just not worth it.

Another story, case in fact: About seven years ago, I worked in a law firm and managed two offices. I was looking for a receptionist. My sister had a best friend who was looking for work. I interviewed the gal and hired her, as she was intelligent and had great potential. Unfortunately, this hire fought with the other employees and told my sister, who of course told me. If she was mad at me for giving her a poor performance review, I heard about it from my sister.  Her performance was so substandard that I had to terminate her employment with us and even though my sister understood, it was a very unfortunate situation for all. Hiring a previous colleague is just too uncomfortable based on having a prior relationship or connections with the referral. I have tried this twice, without success.

Bias toward the Unemployed: After reading an article about the unemployed, there is a belief that the unemployed are discriminated against by prospective employers who say that if a person is unemployed than maybe they are unemployable. With this being said, “[T]he basic flaw is this simple assumption: Companies never terminate qualified people. This just isn’t the case when companies are letting people go by the tens of thousands” Smith (2011). This bias exists among employers, regardless of the reality of the recession and the high unemployment rate. Personal and professional biases must be confronted before any interviews are conducted, otherwise we could miss a great hire. Acting on false assumptions is a missed opportunity and an act of prejudice against this group. Continuing education for human resources and or those involved in the interview process is needed; classes and education in workplace biases in employment hiring practices.

New Entrants:  People that are entering the workplace are sometimes seen as inexperienced. In my office, those that have passed the bar and are newly appointed attorneys, are inexperienced in the practice of law. They are mentored by seasoned attorneys and their best buddy is their legal secretary, who knows procedure. Remember Della Street, the legal secretary that assisted Perry Mason on television? Well, most seasoned secretaries are like her and a new attorney, if he or she is smart, will cling to their secretary for assistance.

When looking for candidates, I would like to look for talent in the local colleges or even from paralegal internship programs or college graduates depending on the position, or those getting out of high school that will work while going to college. A new entrant could be a young mother who is entering the work force; it just depends on the position that needs to be filled.

Currently Employed:  These workers are seen as vibrant and employable unless they have extensive jobs on their resumes, which could mean a lack of job stability or frequent layoffs. Case in point: I know a well-educated, very likeable woman, who has a great resume, however, she has been laid-off repeatedly, so much so, that I started to wonder about her. A human resource manager that I know said that when lay-offs occur, a lay-off could be seen as a “freebee” or not having to terminate a difficult employee. Now legally, there are boundaries, but I am sure that lay-offs are used to eliminate those that are costly to the company.  When interviewing, I would want to know why they are changing jobs at this time and why so many positions within a short period of time. To note: with a poor economy, many employees want stability and even though change can be good, it can be suspect.

Talent can be found via social networks, a referral from a current employee, recruiters, Craigslist, word of mouth, colleges, etc. I have a recruiter call me frequently wanting to know if I am ready to change jobs. I say to her, “what do you have?” and we talk.

Reference

Smith, S., (2011, August 25). The Myths about Hiring the Unemployed. HR Examiner. Retrieved from http://www.hrexaminer.com/three-myths-about-hiring-the-unemployed

Talent Management

Hi All:  I am in my second course at Walden.  The program is really good and I am excited and encouraged about what is ahead of me.  The holidays are over and it seems like a blur already and today is January 6th. How did that happen? 

One of my goals in 2012, is to find a position in HR. I am uncertain on how to accomplish this and sort of afraid as well due to the unstable economy, but this is what I want.  I am also open to law office management, so let the unfolding of 2012 begin. 

My dream job would be to work for a cosmetics giant in their HR dept.    Love Paulina Beautovia.