Overview
First, introduce yourself to the class and discuss anything you would like to share about yourself.
Next, consider a current or previous employer and identify an organizational issue or strategic goal that was significant for the employer (for example, low employee engagement, high turnover, issues with finding talent, pay equity, and so forth). Briefly describe the issue and develop a response using these guiding questions:
What strategic initiatives did HR implement to resolve the organizational issue or achieve the company's strategic goal?
What behavioral competencies did HR professionals need to demonstrate to gain management buy-in and successful implementation of the HR initiatives?
What might the impact be if HR initiatives are not developed across an organization? (For example, what would happen if the organizational issue were employee retention, but HR only focused on talent acquisition and the hiring of individuals with the right skill set?)
In response to at least two of your peers, discuss your assessments of their posts. Share your recommendations for improved resolution to the organizational issues or strategic goals that they identified in their initial posts. Name the areas of competency and knowledge from the SHRM model that would be used to help address the issue or achieve the strategic goal. To complete this assignment, review the Discussion Rubric.
PEER1 –
My name is Tizshera Brown and I am born and raised in Frederick, MD. I have two children that are young adults as of now, and I have three dogs and one cat. I am currently enrolled into the Master of Science program for Healthcare Administration recently graduated from SNHU for my Bachelors of Science Degree in Healthcare Administration in 2025 decided to go back one last time that's when I enrolled into the master's program. I have worked in the healthcare field foe 17 years onsite- now I am trying to transition to remote work, but it has been extremely hard trying to find employment, and with a Bachelor of Science degree which can be overwhelming and disappointing.
HR didn’t just fix one problem—they usually put several strategies in place that all work together. For example, if a company is struggling with retention or performance, HR might improve hiring practices, offer better training and development, update pay and benefits, and create programs to boost employee engagement. They may also redesign performance management so employees get regular feedback and understand how their work connects to company goals. The main idea is that HR aligns its strategies with what the business is trying to achieve, instead of treating issues separately (Society for Human Resource Management, 2022).
To get management on board, HR professionals need strong behavioral skills. They have to think strategically and show how their ideas will benefit the business, not just employees. Communication is also important—they need to clearly explain their plans and use data to support them. Building relationships and trust with leadership helps a lot, along with being able to influence decisions and manage change. Without these skills, even good ideas may not get approved or implemented (Chartered Institute of Personnel and Development, 2021).
If HR initiatives are not developed across the whole organization, the results are usually ineffective. For example, if a company focuses only on hiring the right people but ignores why employees are leaving, turnover will stay high. This wastes time and money because the company keeps replacing employees instead of fixing the real issue. It can also lead to low morale, poor performance, and a weak company culture. Overall, HR strategies need to be connected and organization-wide to actually solve problems and support long-term success (Gallup, 2023).
References
Society for Human Resource Management. (2022). Developing and sustaining employee engagement.
Chartered Institute of Personnel and Development. (2021). The HR profession map.
Gallup. (2023). State of the global workplace report.
Thanks,
Tizshera Brown
PEER2-
My name is Eunice Jimenez, and I work at a mortgage company as an escalation loan processor. I’ve been there for 13 years, and it’s a large company with a lot of team members, so everything really depends on people working together. I handle more complex situations and work across different teams to keep things moving, especially when things get backed up.
Before this, I had a leadership role in a family-owned restaurant when new owners took over and didn’t really know what they were doing. There was no HR, it was all run by the owners, so a lot of things were unstructured. I stepped in and basically helped run the place, working long days almost every day. That experience really showed me how important structure, communication, and employee support are, especially when there’s no formal HR in place.
One issue I’ve seen in my current job is burnout, mainly from overtime. I don’t think we have a staffing issue, but unlimited OT can wear anyone down over time and affect performance. Our HR team is actually pretty good and offers support like mental health resources, but burnout can still happen when the workload stays high. I’ve also seen how just checking in on teammates and supporting each other can make a difference.
HR could continue to support those programs, look at workload balance, and encourage more check-ins across teams. Even small changes can help prevent burnout and keep people engaged.
For that to work, HR needs strong communication and people skills. They have to be able to explain to leadership why reducing burnout matters and how it still supports productivity and business goals.
If HR only focuses on hiring and ignores things like burnout, the problem won’t really go away. Employees may stay, but their performance and engagement can drop, which still impacts the company overall.
Overall, I see HR as being way more important than people think. When it’s done right, it really does impact how well the whole company runs.