Human resource management is a vital department in every organization based on the critical roles bestowed on it for the organization to run smoothly. Human resource personnel is exemplary in their leadership; they embrace problem-solving rather than react to change. They are inspirational over their people, influencing others to find opportunities in problems (Vardarlier, 2016). Additionally, they play a critical role in enhancing cohesion and discipline within the organization. It is because they develop a cushion for the employees, have a persuasive influence over people through inspiring change management, encourage the development of trust across the organization, are visionary, and initiate organization-wide innovation through the development of people. Therefore, this article focuses on my future career position in the human resource sector, where I aspire to hold a human resource director position, which is vital for me in achieving organizational targets through control, organization, planning, and leading through formal authority.
The position of human resources director requires underpinning educational and experimental experiences that enables an individual to undertake all the key role and responsibilities in a professional way to increase the profitability and reduce the cost of production in an organization. As a way of clinging this position, my educational qualifications are greatly streamlined towards these specific requirements. My bachelor’s degree directly articulates the requirements for this my future HR position dream. I am a bachelor's degree holder, whereby I graduated in 2017 with a Bachelor of Arts (BA) Television & Radio from Brooklyn College. With my history in the arts field, my future HR skills have been greatly natured and influenced by the artistic practices and principles learned in gaining human resource skills.
Moreover, my experience of working with Nike Inc. as Accountant assistance elevated my professional experience and shaped me well for my future desired position. In this organization, I displayed accuracy, speed, and skills in handling daily transactions, providing training and assistance to new staff while alleviating the workload of supervisors and managers. I also initiated timely payroll management and maintained attendance logs and entered punches into the timekeeping system. I handled and resolved complaints or questions regarding discrepancies in payroll. Such effective professional skills are essential in my pathway towards attaining my dream HR position because they constantly and progressively add value to the theoretical human resources ideas and basic knowledge learned in class.
KSAOS (Knowledge, Skills, Abilities and Other Attributes)
Some of the critical attributes necessary for me to perform the job successfully are the strict application of various leadership styles in my future human resources position of being a director. Being a human resource director of an organization, primarily in the human resources department, entails some of the crucial activities and practices that directly affect the operations of the origination (Yahaya & Ebrahim, 2016). Leadership styles can impact the achievement of targets in a decision-making process, depending on its suitability. Autocratic, paternalistic, laissez-faire, democratic are some of the most prevalent leadership styles found in most organizations. However, the application of any one of the four leadership styles in my dream organization will entirely depend on the sources of power available for me, and the suitability of that leadership style to the situation at hand.
In an autocratic leadership style, the supervisor is the sole decision-maker, has a direct supervisory role upon staff, the leader is the only source of power in the organization. There is minimal tendency to supervise; consequently, the style has the impact of influencing a rise in productivity, the decision-making process is quick because of the absence of consultation, increased product quality, and has potential to mitigate inefficiencies in the production process (Yahaya & Ebrahim, 2016). With the skills obtained from my previous organization, I realized that some of the decisions need only the human resource team to make key decisions for an organization to progressively achieve its goals. In this matter, as an HR director, I will utilize this style towards the attainment of the best for the organization. However, the approach has the downsides of causing fear and mistrust in the working environment, great staff demoralization, which could lead to high turnover, an increase in staff absenteeism, and reduction in creativity and innovation among staff.
Paternalistic Leadership Style
The paternalistic leadership style assumes a parent-child relationship between the leaders and the subjects. Accordingly, the leader has minimal or does not delegate duties to staff, the decision-making process is in the hands of the leader, and a deep concern for the needs and the welfare of personnel. Based on this assertion, as a human resource director, I will inspire positive working conditions that cultivate loyal staff who follow their leader. Organizations with leaders who support the paternalistic leadership style encourage employee retention, develop employee trust and loyalty, improve relationships between the management and their staff, and encourage motivated employees in an organization (Yahaya & Ebrahim, 2016). However, the leadership style harms restricting innovation and creativity, the perpetuation of individualism, the lack of creativity, and innovation encourages staff dependence on their leader by reducing staff empowerment.
This type of leadership is the hallmark of shared power and the decision-making process. It will be highly applicable in my administration as a human resources director. Accordingly, the leader readily delegates duties through consultation with staff. Therefore, delegation and consultation encourage two-way communication through open debates and discussions (Fiaz et al., 2017). The democratic leadership style impacts creating highly motivated staff who are satisfied with their current responsibilities in the organization.
Consequently, high job satisfaction positively impacts productivity through the encouragement of creativity and innovation among staff. Additionally, the leaders encourage team members' professional and personal growth across their departments, or in the broader organizational setting (Fiaz et al., 2017). Conversely, the negative impact of such a leadership style includes a prolonged decision-making process because of the involvement of many stakeholders, and the management makes decisions based on the stakeholders' involvements' input. Additionally, the leadership style has potential failures in communication and incomplete projects and tasks in an organization (Guest, 2017).
Career Path and Professional Development
The career path and professional development plan that is most likely to lead to me towards realizing my future human resources position of being a director of an organization are gradually built from the basic skills learned in college and the entail organizations I have work with in the past up to date. They include the following professional route path I have encountered in my career journey.
Having worked as a junior human resources generalist at Baldor Specialty Foods, Inc. My professional development got empowered by performing an integral and all-encompassing payroll and benefits specialist role within the human resources department responsible for handling benefits administration encompassing managing FMLA, temporary disability benefits, life insurance, health insurance plans, and 401k across multiple locations. Communicate complex concepts regarding payroll and benefits for employee and management in a simplified manner while collaborating cross-functionally and interdepartmentally.
Secondly, working as a professional specialist at Nike Inc. is greatly contributing to forming a strong pathway towards achieving my career desire of being an HR director in an organization. In this organization, I was assigned progressive leadership responsibilities and earned promotion based on superior performance in the previous 'Accounts Assistant' role. Oversaw and managed a team of 5 to administer salary/payroll processing for 400-500 staff weekly. Strictly adhered to global & regional standards and complied with external regulations and internal policies, including implementing continuous improvements to service, efficacy, and efficiency.
Since this is a senior position in an organization, the salary for such a position as a human resources director is slightly higher. The average Human Resources Director salary in New York, NY, is $190,029 as of June 28, 2020, but the range typically falls between $167,629 and $216,007 (Kampkötter, 2017).
Barriers to Entry
There are some of the biggest background and KSAO gaps that I will have to fill for myself in order to be qualified for this position of human resources director. They include being aggressive to gain more professional experience that will catapult me to the highest position, which requires a high competency level due to its sensitivity, roles, and responsibilities.
Secondly, I need to have at least a Master's degree so that I will have an added advantage over my opponents. The position is highly competitive, and only those with outstanding qualifications fit. Therefore, based on the gaps in my background and KSAOs, I will improve every weakness and polish my strengths in preparation for my future human resource position.
Therefore, the human resource director position plays a critical role in an organization in ensuring the smooth mobilization of employees gets enhanced. As a result, the most positive aspect in this position is the core part of the organizational success achieved through the effective coordination of human resources (Vardarlier, P. (2016). However, the main challenge in this position is the failure to address employee grievances, which greatly paralyzes the organization's productivity.
Fiaz, M., Su, Q., & Saqib, A. (2017). Leadership styles and employees' motivation: Perspective from an emerging economy. The Journal of Developing Areas, 51(4), 143-156.
Guest, D. E. (2017). Human resource management and employee wellbeing: Towards a new analytic framework. Human resource management journal, 27(1), 22-38.
Kampkötter, P. (2017). Performance appraisals and job satisfaction. The International Journal of Human Resource Management, 28(5), 750-774.
Vardarlier, P. (2016). A strategic approach to human resources management during a crisis. Procedia-Social and Behavioral Sciences, 235(2).
Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: A literature review. Journal of Management Development.
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