OGL 481 Pro-Seminar I:

PCA-Human Resource Frame Worksheet

Worksheet Objectives:
1. Describe the human resource frame
2. Apply the human resource frame to your personal case situation

Complete the following making sure to support your ideas and cite from the textbook and other
course materials per APA guidelines. After the peer review, you have a chance to update this and
format for your Electronic Portfolio due in Module 6.

1) Briefly restate your situation from Module 1 and your role.

The organization recently implemented several critical upgrades to its recruiting applicant

tracking system (Taleo) and Contingent Talent Management. TALEO is a human resource

software utilized primarily by an applicant to apply for a company position. The significant

changes to both systems created additional steps instead of streamlining the process or create

efficiencies. Before the upgrade, many of the functionalities within these systems were very

automated. However, after these upgrades the recruiting application process have become more

manual. The change affected how recruiters interact within these systems. Once the changes

were made, recruiters reached out to management with their frustration, the answer was you need

to figure it out yourself. When I noticed my system changes, the reaction was, "recruiter X,

figure it out, so can you." My frustration grew even more after contacting our IT department, and

they pointed me to the system administrator assigned to my department. However, no recruiter or

manager knew who the existing system administer is up to this day. Therefore, the recruiter was

left to learn what changes were made as the situation arises. I think this was a failure of

management and the organization. Changes to any system utilized by employees in

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accomplishing their duties should be broadcasted prior and in detail, or the organization should

offer a quick guide reflecting these changes

2) Describe how the human resources of the organization influenced the situation.

The human resource frame is "center on what organizations and people do to and

for one another" (Bolman and Deal, 2017, p.113). Taking this quote from the text and

applying it to my organization, the organization provides the employees with the tools,

programs, and structure needed for recruiting. In turn, the recruiters provide the

organization with the necessary qualified candidates to fill the billet openings. The

human resources of the organization failed to provide tools and applications to enable the

recruiter’s success. The failure happened on two fronts, inadequate prior communication

before the upgrade rollout and managers responses to employee clarification and

questions.

First, let us examine the managers' response. The instruction provided by

leadership was to figure it all out yourself. From the human resource assumption of the

class text, as an employee, one can conclude that she was focused on the mission of

meeting recruiting numbers and not any application issue. In orders, employees are

merely objects or tools, "important not so much in themselves as in what they can do for

the organization" (Bolman and Deal, 2017, p. 117). The attitude taken by management in

this situation is one example of the border attitude. A regional director once told a

recruiter that his job function is to direct recruiting efforts and not to train or hold their

hand. Therefore, she needs to focus on accomplishing her assigned monthly metric.

Nevertheless, to say that the employee was significantly discouraged afterward.

The employee still works for the organization today, which feeds in the comment of

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human need offered in the text. The text notes about "people's willingness to trade off one

thing for another (time for money or sleep for entertainment)" (Bolman and Deal, 2017,

p.117). The organization's bonus structure is one thing leadership pushes whenever a

questionable situation arises about tools the organization can provide.

The second failure was in communication. The organization's human resource

structure does not provide a precise alignment as to who the system administrator for the

department is. The organization is considered a secondary entity apart from the larger

corporation. However, functionalities like information technology share components,

with direct reporting falling on the main corporate structure. Therefore, a system

administrator is less inclined to be responsive to immediate department needs because

there is no fear of reprisal.

3) Recommend how you would use the human resources for an alternative course of
action regarding your case.

One recommendation I would have is a better attitude on the part of organization

leadership when addressing subordinates. As leader one should know or seek to

understand the human capacity of the member of their team. Understanding the team

capabilities allow managers to identify weakness and strengths of team members.

Identifying those weakness assist managers in developing an implement training

opportunity to better enhance the team’s overall capabilities. Recuriters are not IT experts

and managers should never treat them as so. Bolman and Deal notes how “skill

requirements have been changing so fast that individuals are hard pressed to keep up”

(2017, p.129). I can say this was not the case in the situation provided.

The organization last year loss several employees and management have been

slow in replacing the staff. Resulting in recruiter taking on additional recruiting areas of

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responsibilities. Having a lean organization with a proficient staff is great and can

function effectively. However, in order to do I recommend the communication between

leadership and supporting corporate entities drastically improve. As the text points out

“downsizing works best when new technology and smart management combine to enable

people to do more” (Bolman, 2017, p. 131).

4) Reflect on what you would do or not do differently given what you have learned
about this frame.

Reflecting on the human resource what I have learned during the this week’s

reading is that there is much that can be applied as leaders. In my own development I

need to strive to understanding the relationship between employees and organization. As

a leader one should never view subordinates as just objects or tools within a organization.

However, both must exist within the large organzition to meet the strategic goals of the

organization. Looking back on the situation describe I can probe my managers a little

more for clarity on issues that might arise.

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Reference or References

Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership

(6th ed.). San Francisco, CA: Jossey-Bass (Perusall Version Only)