Choose an organization with which you are familiar or one in which you have an interest. Research and analyze the organization's human resource management programs, policies, procedures, or initiatives. Evaluate their effectiveness and select a program, policy, procedure, or initiative that you believe needs to be changed.
Write a one-page paper in which you:
Assess the current human resource programs, policies, procedures, or initiatives in terms of effectiveness.
Hypothesize the changes that require improvement.
This course requires the use of Strayer Writing Standards (SWS). The library is your home for SWS assistance, including citations and formatting. Please refer to the Library site for all support. Check with your professor for any additional instructions.
Full Answer Section
Based on these observations, I hypothesize that the annual performance review process requires a significant overhaul to become more effective. The current system fails to provide timely, specific, and actionable feedback, hindering employee development and potentially impacting morale and retention.
To improve this, TechSpark should transition to a continuous performance management system. This would involve several key changes:
- Regular Check-ins: Implement frequent, informal check-ins between managers and employees (e.g., bi-weekly or monthly). These conversations would focus on ongoing progress, immediate feedback on tasks and projects, and addressing any emerging challenges in real-time.
- Focus on Development and Growth: Shift the emphasis from a purely evaluative process to one centered on employee development. Discussions should revolve around individual goals, skill development opportunities, and career aspirations.
- Utilize Multiple Feedback Mechanisms: Incorporate 360-degree feedback, peer reviews (where appropriate), and project-based feedback to provide a more holistic view of an employee's performance and impact.
- Implement Goal Setting and Tracking Tools: Utilize technology to facilitate collaborative goal setting (aligned with organizational objectives) and track progress regularly. This provides transparency and allows for adjustments as needed.
- Manager Training: Invest in training managers on how to conduct effective feedback conversations, coach employees, and facilitate development.
By moving towards a continuous performance management system, TechSpark can foster a culture of ongoing feedback, support employee growth, and ensure that performance management truly contributes to individual and organizational success. This shift would address the limitations of the current annual review process by providing timely, specific, and development-oriented feedback, ultimately leading to a more engaged and high-performing workforce.
Sample Answer
Analyzing Human Resource Management at "TechSpark Innovations"
TechSpark Innovations, a mid-sized software development company where I previously interned, prides itself on its innovative culture and employee-centric approach. While many of its human resource management (HRM) programs are commendable, a closer analysis reveals areas for improvement, particularly in its employee performance management system.
Currently, TechSpark utilizes an annual performance review process. This involves managers completing a standardized form assessing employees across various competencies, followed by a brief feedback meeting. While seemingly structured, this system suffers from several limitations that hinder its effectiveness. Firstly, the annual nature of the review means feedback is often delayed and lacks immediacy. Employees may not remember specific incidents or behaviors from months prior, making the feedback less impactful for development. Secondly, the standardized form lacks nuance and often fails to capture the specific contributions and challenges within different roles and teams. This can lead to a feeling of being unfairly evaluated or that individual strengths are not adequately recognized. Thirdly, the feedback meetings often feel like a perfunctory exercise, with limited two-way dialogue and actionable steps for improvement. Managers, often burdened with project deadlines, may rush through these meetings, and employees may feel hesitant to openly discuss concerns. Consequently, the current performance management system appears to function more as an administrative requirement than a genuine tool for employee growth and organizational development.