Rockwell Collins Human Resources Interview

In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

carefully planned out and considered, the total closure or failure of the organization could be at hand in the near future. In our modern age, employers know that salary is not the only factor that should be considered and that salary alone will not lead to better or more highly profitable workers alone. This is why compensation planning is important and why pay should have some connection between performance and compensation. This is why the human resources department should consider many monetary and non-monetary factors when considering how to properly compensate and motivate employees (Dessler, 2013).

As Director of Human Resources for Wilson Bros, the conclusions that I draw with respect to the status of the company’s compensation strategies is that they lack security for their employee’s compensation and lack flexibility to the changing economy, competitive environment, and growing organizational needs.

Good morning! My name is and I’m happy to be here today for this presentation. We will be discussing ways to maximize the use of our Human Resources department and I will concentrate on the ways our Human Resources department can be used for individual performance appraisals, ways of assessing our teams and succession planning.

Arc of the Ozarks is a local human service organization providing help to people in the local communities with physical and mental disabilities. The main local offices for the Arc can be found in Springfield, Joplin, and Monett, Missouri. Interviewing someone from the Arc could have been done over the phone, by e-mail, and an in-person interview. The in-person interview seemed to be more appropriate because it would allow me to interact with the people who work for the organization and possibly see interaction with clients. Interviewing one in person also helps to show the kind of dedication put into the work provided by the organization.

The past couple semesters we have focused on theories, techniques, role-plays, etc. However, I think learning more about the human services profession as a whole is extremely beneficial. For this assignment, I conducted an interview with a Licensed Independent Clinical Social Worker (LICSW) named Joshua Feinberg at Chestnut Ridge Hospital. Joshua has been working as a social worker for four years. He enjoys the counseling aspect more than anything as being a social worker. At Chestnut Ridge Hospital, LICSW are technically called a “Clinical Therapist”. They are called clinical therapists because they mostly do counseling at this facility. During the course of the interview, the questions focused on the professional roles, positives, negatives,

Geico needs a strategy that addresses all of these advantages. The company should follow the following strategy toward this end. Geico will provide a flexible total rewards plan that helps employees choose the benefits and options of these benefits that will best suit their needs. The plan will not only help to gain new, talented employees but keep the existing talent in order to increase profitability by lowering the cost of turnover. Geico will ensure that employee’s needs are met so that employee will feel a sense of loyalty and connection to the company ensuring the a reasonable return on the company’s

Secondly, human resource is an important aspect of business; most of organizations nowadays view people as their most valuable resources. In fact, the part that intrigued me was the challenges derived from the changes in function and structure of HR department. HR is becoming a need for every aspects of day-to-day management, and job-seekers would find their jobs require more of generalists with more skills and competencies to perform multi-tasking (Larsen & Brewster 2003). Those are challenges as well as potential, on which you could learn and develop yourself.

Steve Barrett is the Executive Director for Human Resource Operations for the Minneapolis Public Schools District. According to S. Barrett, he has worked in his current position for seven months (personal communication, January 20, 2015). Previously, Barrett worked as an adjunct professor at the Metropolitan State University for 25 months, and as an Executive Director for Employee Relations at Minneapolis public schools for 20 months. Later, he worked as the Labor Relations Director at Osseo Area Schools for three years and four months, and Labor Relations Specialist at the City of Saint Paul for six years and one month (S. Barrett, personal communication, January 20, 2015). Barrett earned his master’s degree at Hamline University, where he graduated with a Masters of Arts in Public Administration. In this report, I document the interview I had with Barrett on January 20, 2015 to discuss human resources management in the school district.

Steve Barrett is the Executive Director for Human Resource Operations for the Minneapolis Public Schools District. According to S. Barrett, he has worked in his current position for seven months (personal communication, January 20, 2015). Previously, Barrett worked as an adjunct professor at the Metropolitan State University for 25 months, and as an Executive Director for Employee Relations at Minneapolis public schools for 20 months. Later, he worked as the Labor Relations Director at Osseo Area Schools for three years and four months, and Labor Relations Specialist at the City of Saint Paul for six years and one month (S. Barrett, personal communication, January 20, 2015). Barrett earned his master’s degree at Hamline University, where he graduated with a Masters of Arts in Public Administration. In this report, I document the interview I had with Barrett on January 20, 2015 to discuss human resources management in the school district.

Northrop Grumman Corporation is one of the largest, American, aerospace and defense technology companies in the world. As of 2015, Northrop Grumman is the 5th largest defense contractor and has reported revenues of over twenty-five billion dollars, making Northrop Grumman number 7 on the Fortune 500 list. With these facts in mind, it should be clear as to just how important Corporate Social Responsibility, Integrity, Diversity, and all the other aspects of Human Resources are to creating and maintaining the visions, strategies, and goals of Northrop Grumman. In order to get a grasp and better understanding of the human point of view of how Human Resources plays itself out in Northrop Grumman, I interviewed Mr. Lu de le Fortrie, one of the

To obtain the desired education degree for the human resource career field, human resource management students must learn and complete various subjects during the education program as they would need to employ various skills in their practical life. Candidates studying the Human Resource Management discipline gain an insight into courses like Employee Compensation Management, Perspectives of Management Labor welfare, and Organizational Behavior (R. Palaciso, personal interview, 18 July 2010). The Employee Compensation Management course provides an analysis of the techniques and principles used to develop and instigate direct and indirect compensation programs and reward systems that are cost-effective. This course teaches students, as human resource, to attain and draw a highly

Reward and recognition programs must connect the needs and expectations of the workforce with the company’s overall goals and strategies. A program that reinforces important company values and goals will encourage employees to act in line with such goals and emphasize the importance of achieving these goals. Alternatively, rewards which do not connect with organizational goals may convey a misleading message and encourage employees to act in a manner that does not facilitate the

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)

A rapidly changing business environment due to technological changes and the impacts of globalization has resulted in shift of human resources paradigms (Khan, 1997). In every organization