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Building on Objectives - Part One 'The Framework'

Guest post by: Jerry Hemmerling

Article Overview: "Building on Objectives" is Part One 'The Framework' in an integrated approach to human resources management. Following these practices will accelerate individual, group, and organizational productivity. Part Two 'Selection'. Part Three 'Involvement'. Part Four 'Development'. Part Five 'Compensation'.

Building on Objectives - Part One 'The Framework'

An integrated approach to human resources management ...

Every interaction between an organization and employees, its human resources, can reinforce both organizational and staff objectives. There are many meaningful opportunities for communication during staff selection, involvement, development, and compensation.

A recent University of Minnesota study suggests that new employee commitment and job fit are the best predictors of retention, adding to our experience that commitment and organizational fit are the best predictors of productivity. And as we see, commitment and fit go up when objectives are communicated. The study also determined that retention is strongly influenced overall by employee satisfaction with human resources policy, interpersonal relationships, and work tasks.

These results support the idea that the best approach to achieve organizational goals and objectives is to manage them with integrated resource practices. We find an objectives-driven framework accelerates individual, group, and organizational effectiveness.

Objectives Framework

Selection: Commitment should probably be in every interview. In addition to the effect on retention, commitment is important to individual focus on goals and results, both essential in an integrated resource approach. Remember though, commitment alone isn’t enough to determine personal fit. Also ask about decision making and coping when staff has significant authority. Or for examples of communication and planning where the work is ambiguous. In short, evaluate expectations and identify qualified candidates who fit the position and preferred work style.

Involvement: Communicating and synchronizing organizational and individual goals increases commitment, motivation, and recognition. Individual accomplishments are maximized through commitment to goals, a purpose and role in alignment with the organizational mission, and the open contribution of ideas. From an organizational point of view, a group is most efficient when it attains its goals with the best utilization of capabilities and resources.

Development: Performance goals, assignments, official communication, and status meetings are some opportunities to integrate the challenges of the organization with individual expertise, teaming, mentoring, and training. In addition to increasing retention, job challenge is the first motivator for many staff, and teaming and learning opportunities encourage success.

Compensation: Measuring and recognizing success are critical in an integrated approach. Reward individuals for preparing and participating in success. Say “thank you”, give spot rewards, and encourage individual growth. Promote team successes. Think forward with a delivery bonus or team awards and especially in performance reviews and pay. Establish best practices for highly productive teams.

Summary

Commitment and fit are very significant factors in individual retention and accomplishment. Moreover, individual effectiveness depends on environment and the quality of resources, notably human resources.

An integrated human resources approach can be expected to increase individual job satisfaction and motivation, improve group morale and goal success, and effectively advance organizational strategies and objectives.

An integrated human resources approach will:
Identify qualified individuals who fit the organization.
Communicate and synchronize organizational, strategic, workgroup, and individual objectives.
Team, mentor, and train individuals to meet the challenges of the organization.
Measure success and reward individuals for preparing and participating in success.

References

The University of Minnesota Retention Study ~ HRRI Survey 1
www.csom.umn.edu/Assets/3917.pdf
The University of Minnesota Retention Study ~ HRRI Survey Final, Fall 2003
www.csom.umn.edu/Assets/15044.pdf

Notes

The thoughtful and balanced HRRI Survey, by Dennis A. Ahlburg, Brian P. McCall, and others, brings insight to human resources management. Over six hundred participants completed the 20-month study, in addition to 98 participants who voluntarily left employment.

Turnover was specifically not linked with gender, ethnicity, age, marital status, having children, education level, professional experience, or job switch history in the initial and final HRRI survey reports.

~o~

Copyright © 2002-2008 OP!DEV ®, All Rights Reserved

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Article Tags: alignment, employee commitment, employee satisfaction, goals and objectives, human resources management, human resources policy, interpersonal relationships, meaningful opportunities, minnesota study, motivation, organizational effectiveness, organizational goals, point of view, preferred work style, productivity, resource approach, staff selection, university of minnesota, wh, work tasks



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