Human Resource Management

Recruiting new employees can be a daunting task. Common interview questions used by employers, can only assess how well a potential employee practiced interview questions the night before the meeting, while civil service exams can sometimes only determine how well of a “test taker” a candidate is. A writing sample submitted to the employer can provide limited scope into the applicant’s writing abilities, since the submitted piece of work usually showcases a document from which the applicant earned a high grade from their college professor. But are these hiring measures sufficient in determining whether or not an applicant is the right fit for the position? And once hired, how can an institution build on their employees’ skills? Human Resource Management is an essential component of an organizations success. If incorporated properly by an institution, human resource management practices can aid the growth and development of an institution and it’s employees. Through the use of performance evaluations systems, merit pay plans, talent management and non-academic leave policies, I will evaluate the opportunities of growth that are available to me at both my current place of employment at a higher education institution and my previous employment at a nonprofit organization.

Working at a nonprofit organization gives an employee a sense that they are helping change the lives of those they service. I previously worked for a Bronx-based nonprofit organization that had over one-hundred sites throughout the borough offering different services to its residents. From programs such as homelessness prevention, after school programs, senior services and health education, this organization strove to improve the lives of those in need. The mission of the organization I worked for was to “help individuals and families improve their economic and social well-being. From toddlers to seniors, we feed, shelter, teach, and support our neighbors to build a stronger community.” Although this organization does excellent work in bettering the lives of who they service, the longevity of an employee’s duration at this organization is fairly short.

One of the major human resource challenges this organization still faces, is it’s lack of performance incentives. Annually, employees are evaluated through an extensive paper evaluation system. This practice “enables stakeholders-administrators, department heads, etc.-to make informed decisions with regard to individual employees department and offices” (The Hanover Research Group, 2007c). These evaluations are meant to demonstrate to the worker how effectively they have reached their yearly goals. After the evaluation is completed, employees are given the form by their direct supervisor, with grades ranging from “needs improvement” to “excellent.” Upon receiving the evaluation, the employee is given time to read over it and is debriefed as to how they were evaluated. The employee then signs the evaluation and is given a copy for their own records and the original evaluation is sent to Human Resources. Instead of aiding workers grow as professionals and providing them with work mobility, the evaluations are kept in a vault at the Human Resource Department and are not reviewed again unless employee performance has declined and the organization needs the evaluation as a supporting document to terminate employment.

As if work mobility was not enough to produce low employee morale at this Bronx based organization, acquiring a raise is nearly impossible. Due to the funding nature of most not-for- profit organizations, contractually, there is very little room to provide employees with incentive or merit pay-plans. The only way an employee can earn more money, is if they qualify for another position within the agency that offers higher pay. Usually, these positions require a higher level of education and are not attainable through seniority alone.  Because of the lack of merit pay regardless of performance, the average employee cycle at this organization is one and one-half years. This makes it hard for the organization to “keep pace with the current job market and to retain present and attract new employees” (The Hanover Research Group, 2007a).

After being employed at a nonprofit organization for over five years, I recently started a new job as an Admissions Counselor at a private college. I have been working in this capacity for the past six months. In the short time that I have been at the college, I have the opportunity to observe the inner working of the institution. Through my observations I have noticed that direct supervisors try to hone their employees skills by giving them responsibilities that will make that employee a valuable asset to the institution. When I first began my employment, I was hired to recruit and admit domestic students. However, after seeing my interactions with different students, my passion with working with unique populations, and my ability to learn things quickly, I was offered the opportunity to work with international students. Because I know the importance of employee development and how little opportunities there was in my last place of employment to grow, I was excited to take the position. I was immediately sent to a very expensive external training, in order to learn how to issue I-20’s, a supporting document given to students to obtain a student visa from their countries.

I often ask myself if the college hired me with the intention of eventually moving me into the international admissions or if they discovered my abilities later. According to the Hanover Research Council, ” A company must try to predict its future hiring needs and proactively identify individuals with the greatest potential for high job performance” (2007d). The college has not only invested money on me by sending me to trainings, but also by sending me to higher educational conferences, where I can learn new skills and ideas from colleagues.

Another major difference between my previous job at a nonprofit organization and a private college is the way one requests and is allotted time off. In my previous position, there was an intricate process for requesting time off, which included having several supervisor’s signatures and Human Resources approval. Upon hiring, an employee could not take time off, sick or vacation, before reaching their six-month probationary period. Once probation was complete, employees were granted seven vacation days, “vacation” being synonymous to “personal days,” and four sick days. At my current position however, sick days can be used upon hiring and vacation days are earned upon completion of your three month probation period. Although leave policies may seem like a trivial aspect of employment, it can negatively or positively affect how employees view the institutions for which they work for.

In order for an institution to be successful, they must begin by taking a good look at their number one asset, their employees. If employee morale is low due to how they feel the institution views them, work performance can be negatively impacted. Through the proper use of performance evaluations systems, merit pay plans, talent management and non-academic leave policies, companies can insure employment retention among their workers.

The Hanover Research Council. (2007a). Merit pay plans for non-faculty staff at postsecondary institutions.

The Hanover Research Council. (2007b). Non-academic leave policies.

The Hanover Research Council. (2007c). Performance evaluation systems for university support and professional staff: structure, compensation and case studies.

The Hanover Research Council. (2007d). Talent management