Human resources (HR) play a role that can benefit teams of all sizes. Larger teams have a greater need for an individual in this position. With human resources playing such an important role, why are human resources important? What is the function of a human-resource representative? What concerns should a HR representative be aware of regarding team dynamics?
The role of an individual in human resources is to address the people issues in a business. This function is to serve as an administrator to cover all the systems that affect behaviors of workers. Human resources support leaders in helping followers respond to changes and thus organizations of varying sizes can benefit from an individual in this role.
Typical responsibilities of an individual in human resources comprise recruitment, training and development, benefits, and performance reviews. A human-resource specialist will find success when they are capable of identifying individuals with desirable skills, provide encouragement and support, and be competent to increase retention rates.
In practice, human resources can boil down to 10 functions. These 10 functions may seem simplistic on the surface, but they play a significant role in building a successful team.
Since the role of this position is to identify and actively seek individuals to contribute to the team the human resources representative is likely going to be one of the first people an outsider meets. Moreover, HR is responsible for training; so new members spend time with these individuals at the early stages.
Each team and organization are unique. When teams can differentiate themselves, they have a competitive advantage that leaders can leverage. Human resources should seek to identify capable members who can assist the current team if they wish to succeed. This means that human-resource representatives should have internal understanding within the team, so they can make efforts to match potential members with existing members.
Human resources individuals should set standards when they provide training. It is important new team members understand job expectations from the onset. The ideal time to begin to establishing standards is through the employee handbook or manual. Human-resource representatives should explain acceptable standards for communication, attendance, and ethics. Establishing standards helps new team members increase their chance for success.
As a human resources representative, you are responsible for understanding people and discovering what motivates them. Team members value monetary rewards but people also like recognition for their efforts. Take the time to learn about the intrinsic rewards that motivate people. Leaders can As a human resources representative, you are responsible for understanding people and discovering what motivates them. Team members value monetary rewards but people also like recognition for their efforts. Take the time to learn about the intrinsic rewards that motivate people. As a human resources representative, you are responsible for understanding people and discovering what motivates them. Team members value monetary rewards but people also like recognition for their efforts. Take the time to learn about the intrinsic rewards that motivate people. Leaders can provide incentives when they know their team member motivation.
As a human resources representative, you are responsible for understanding people and discovering what motivates them. Team members value monetary rewards but people also like recognition for their efforts. Take the time to learn about the intrinsic rewards that motivate people. Leaders can provide incentives when they know their team member motivation.
Today, there seems to be a tool with the objective of making processes more efficient to respond to changes in the marketplace. One of the roles of human resources is to train and develop team members. This is not to say an individual in human resources must be capable of utilizing all the tools. However, they should identify key users who they can match with others to improve training and developing.
As team supporters, HR representatives should be open and foster dialogue with their team. When problems arise, team members must be able to share grievances, so they feel like individuals whom the team respects. Setting this tone of being open and responsive can be vital to the team culture because there is an increasing need for responsiveness by the customer.
One of the hats that human-resource individuals must wear is the development of a discovery and selection process to create a talent pool. People who work in human resources can leverage social media to create a brand but also call upon supporters and users to fulfill vacancies on the team. They must routinely reach out a hand to find new members who can contribute to the team.
Team members desire fairness and consistency. When it comes to policies and procedures, members want to know their application is the same across the board and there are no favorites. They need to know that specific actions will attract positive outcomes. Without consistency, people begin to lose respect and problems can ensue.
Everyone has unique skills and HR representatives should try to match people’s strengths with specific responsibilities. In some cases, a person in this position may need to recruit people from other teams in an effort to get the best people. Organizations and teams compete for finite assets, if your team fails to progress, they risk losing in the long term.
Individuals who participate in team activities learn about the team and potential opportunities. Engaging with the team allows HR individuals to anticipate changing demands. They also help team formation and sustainability of the team’s culture.
There are three human-resource concerns that should be under consideration when helping to form a team, and they are demographics, diversity, and skills or qualifications.
Demographics concern the individual characteristics of a team and may include age, sex, or social class. Demographics are a concern because it may influence costs or changing demands from the team.
Diversity refers to distinction within the team. It is not necessary that all teams comprise a great deal of visual diversity. However, organizations and businesses should have a team that reflects the target market. If the goal is to service a market, from a particular demographic, one will likely find more success when the team has a member who matches the demographic.
It is important to understand the law of supply and demand as it applies to staffing. Some jobs require a higher degree of expertise while others do not. When the demand for technical expertise is high and few people possess the necessary skills, human resources representatives need to find manners to provide more compensation. On the other hand, when the demand for technical expertise is low and there are many people available to fulfill the need it may not be necessary to provide as much compensation.
Does your team have a human-resource representative? What other functions does a human-resource representative play on your team? What other concerns should an HR representative be aware of regarding team dynamics?
Teamwork is the accomplishment of a universal goal by individuals who work together.
The use of the word teamwork seems to originate sometime in the 1920’s. The origination of the word in the 1920’s does not mean teamwork began in this capacity. Early civilization began with hunters and gatherers each playing a necessary role as a member of the tribe. When there were more members, groups could attain greater achievements. As groups grew in size, there was a demand for specialization to avoid duplication of work.
Teamwork occurs in primates like the chimpanzees. Chimpanzees will work together toward a common goal, even distributing and sharing resources as necessary to achieve a goal such as acquiring food or defending their territory.
There are different theories about teamwork that evolve around employee motivation, workplace culture, team development, and value of rewards and recognition. There are four core concepts in understanding teamwork so one can get the most out of using teams.
1. Leadership and follower interactions influence output.
When leaders have good working relationships with their followers, followers have increase in self worth. The thinking is that these interactions encourage followers to produce more in an effort to enhance their self worth and status within the team.
2. Organizational norms influence production.
Social norms set the standard for acceptable work. Therefore, high functioning teams continue to perform at high levels while poorly functioning teams continue to struggle.
3. Environments have traditions.
Members face both internal and external demands on performance. These demands shape the manner in which members achieve results thus creating habits.
4. There is an intrinsic need to receive support.
Members receive support through recognition, team security, and the emotional connection that accompanies belonging.
Teamwork begins with clear and open communication. Members should feel free to participate in the discussion and decision making process. This also means that as one person is talking the other person is present and listening to the other individual.
A team leader does not focus solely on their responsibilities but also the responsibilities of the other members. The leader provides the team with direction and helps remove distractions to that the team can focus on achieving the goal. Leaders should empower members to participate and encourage them by providing support, which leads to trust.
Empowerment can occur by providing team members with the opportunity to leverage their unique strengths. Allowing members the chance to work on unique projects provides them with an occasion for special recognition and emotional support.
The team objective must be a goal that unifies the team. As the team works together toward the unifying goal, it brings members together. This togetherness helps to unite the team and bring them closer together as they learn from one another.
Leaders should recognize wins and individual performance. Work relationships do not always look like a bed of roses. Sometimes the only way to get people to work together is with the use of incentives. Members need to know the value and reasoning why they should put forth effort. Note that monetary rewards are not always necessary. Leaders need to take the time to identify what motivates a person and use that knowledge to their advantage to achieve a team goal.
Reevaluate progress and set new goals or develop manners to achieve existing goals. As new information is available, existing plans may need to change. Internal or external demands may influence the performance of an individual. You should always include a review period into any group work.
In order to encourage teamwork, here are some motivational quotes concerning teamwork.
Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishment toward organizational objectives. It is the fuel that allows common people to attain uncommon results. ~Andrew Carnegie
“Teamwork divides the task and multiplies the success.” Unknown
“Teamwork is the secret that makes common people achieve uncommon results.” Ifeany Enoch Onuoha
“The best teamwork comes from men who are working independently toward one goal in unison.” James Cash Penny
“Talent wins games, but teamwork and intelligence wins championships.” Michael Jordan
“Good teams incorporate teamwork into their culture, creating the building blocks for success.” Ted Sundquist
“Teamwork. A few harmless flakes working together can unleash an avalanche of destruction.” Justin Sewell
1. The planning and synchronization of resources for the achievement of a goal. The resources can include people, machinery, materials, as well as capital.
2. The course of changing resources into something useful.
3. Utilization and connection of responsibilities to organize, plan, control, and direct as necessary for goal attainment.
Origination of the term manage stems from the Italian word Maneggiare meaning, “to handle” in the 1560’s. Using this term occurs generally with horsemanship. This term was expanded in the 1570’s to include objects or business. In the 1650s, the term was slang for “get by.”
The historical development of management began with Frederick Taylor and scientific management. Scientific management consists of careful consideration toward the development of a job description accompanied by job responsibilities. Once the job expectations are clear, the manager could incentive an individual to enhance performance.
Another development important to management is the administrative approach by Jules Henri Fayol. According to his view, management is necessary in occupations. The basic functions of a manager consist of planning, organizing, commanding, coordinating, and controlling. This perspective opens the door to learning the necessary skills to be a manager.
Max Weber introduced the bureaucratic approach to management. Bureaucratic approach is the perspective that divisions and hierarchies are necessary to establish authority. Different positions possess different levels of control and require different decision-making capabilities based on importance.
A significant approach toward management is the human relations movement brought forth by Elton Mayo. His focus was on understanding motivation from the individual perspective. His research was on the connection between emotion and productivity. This approach shifted energy from job requirements to helping individuals appreciate their work and obtain more involvement and connection with the outcome of their efforts.
There are a couple of similar themes found in managerial work. First, a manager will have a set of regular duties they typically fulfill each day. However as new information comes to light, which is typically the case, they must adjust their plans accordingly. Second, work is usually brief as they delegate responsibilities and there is variety to the workday as problems or concerns arise. The skills necessary for managerial work consists of interpersonal skills, knowledge management, and decision-making.
Different people have conceptualized the management roles in different formats. Some of the influential people in this area include Mintzberg and R. L. Katz.
Mintzberg’s list of managerial roles:
C) Resource Allocator
Three different skill sets that managers need to be successful according to R. L. Katz:
Conceptual and Design
Both models of managerial roles include planning, organizing, staffing, leading, and controlling. Planning consists of the formulation of a strategy to achieve a set objective. Organizing involves acquiring the necessary resources including people and materials. As necessary a manager will recruit, select, train, and develop people under the category of staffing. To ensure the requirements of the job are being met the manager must serve as a leader. Finally, the manager needs to evaluate progress and take corrective action by controlling the process.
An individual can acquire management skills while attending a college or university. The curriculum pertains to technical, human, and conceptual skills to enhance competency. The American Assembly of Collegiate Schools of Business (AACSB) encourages schools to offer courses in leadership, self-objectivity, analytics, behavior, communication, and tolerance.
There are three different levels of management. Top-level managers focus on organizational oversight. An example of top-level manager is a CEO. Middle-level managers implement executive directions according to organizational policy. A general manager would be an example of a middle-level manager. Lastly, low-level managers should concern themselves with controlling and directing direct reports. A low-level manager would have a title such as supervisor or lead.