The Importance Of A Developing Hr Professional

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As a developing HR Professional I have learned to appreciate the exhilarating role that we all play in guiding our organization 's human capital to successfully meeting stakeholders expectations. As people are the lifeblood of every business, it is so important to always be educating ourselves and learning from mistakes and successes of others. When it comes to HR responsibilities most large corporations focus on replacement costs including recruiting, hiring, testing, and training. Through my learning journey I have discovered the real cost goes much deeper and broader. When I reflect on my previous employment at CIBC as an On-boarding manager, I was promoted into the HR Learning and Development department unaware of the other…show more content…
In addition to 40% of the current employees who were surveyed did not meet the required expectations of the business targets. The corporate goal is to have less than 10% of employees with did not meet in 12 months. Now having gained the HR knowledge in relation to the challenges that CIBC was facing, I can assist with developing a strategic framework that will help focus on lowering their turnover and increasing their employees performance to match the organizations and stakeholder expectations. The areas that I will be focusing on through my learning journal will be the strategic framework around measurables, recruiting, and training. CIBC’s HR corporate annual meeting was held with the following business partners being present, district vice president, executives, district branch managers,and HR professionals. They follow a very centralized organizational behaviour where top managers make all the decisions, and lower level managers merely carry out their directives. This strategy over time created an environment where lower level management and employees morale was extremely low and unproductive. A strategic approach would be to incorporate HR measurables where every employees is a champion around the understanding of the scorecard and the mapping strategy of an organization which was developed by Prof. Robert Kaplan and Dr. David Norton referenced from the Harvard Business School Press
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