Human Resource Frame

1) Briefly restate your situation

I am a Talent Acquisition Coordinator. I process new hires from offer acceptance until
their first day at Orientation for the medical industry. I ensure that all personnel have the
necessary licensure and certifications including education requirements for the position
they have been hired for. I also ensure that they complete their I-9 verification, receive
their employee ID badges, and are able to register for parking. The current issue we are
facing is finding ways to complete the on-boarding process remotely due to the COVID
pandemic. The specific situation is how to ensure the employee ID badge information and
badge photos are received by the Operations department via email so that there are no
delays to the new hire. The goal is to have a seamless positive new hire experience
throughout the on-boarding process.

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

Human Resources in any organization directly deals with the requirements of the people
whether they are internal or external consumers. They must gage, maneuver, and correct
human behavior so that it fits the culture, mission, and values. The Human Resources in
my organization regulate the employee files and ensures that the staff are properly
credentialed for their positions in the event of a surprise audit by the state. They also
survey the staff regarding their hiring process, view of the organization and working
environment at the 90 day mark, and once more annually.

The current process of emailing photos to the Operations team was a directive from the
Human Resources Director as an initial solution to adhere to social distancing. The
directive was introduced and enforced within one week’s time. The first week that the
directive was initiated, we found that only 20 employee badges out of 75 were printed
and ready for Orientation. As a result, an HR rep had to walk the remaining 55 new hires
to the Operations department to take photos and have their employee ID badges printed.
This happened to fall in the middle of an Arizona Summer and the height of the COVID
pandemic. The employees were only allowed into the Operations office in pairs with a
restriction of no more than two people in the lobby. The HR rep kept the majority of the
new hires in the lobby of an adjacent building in order to keep them out of the heat and
had 6 at a time waiting in the heat for their turn. It took an hour and a half to get through
all new hires.

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

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 I would utilize the human resource frame to evaluate the process from the emotional
impact on a new hire when coming into an organization. In order to keep people, the an
organization must consider the needs of the people and talent hired. When reviewing the
situation, understanding the pros and cons of implementing a process without careful
consideration shows the lack of use of the human resource frame. The frame “highlights
the relationship between people and organizations” (Bolman & Deal, 2017). This
relationship begins from the moment the offer letter is accepted by a candidate. If the
hiring process becomes too difficult, the new hire then questions if they really want to
work there. Just as an organization carefully chooses who to hire, the new hire ultimately
decides whether or not to remain in the position. If the “fit between individual and system
is poor, one or both suffer” (Bolman & Deal, 2017).
As a new hire, when you are unable to complete the on-boarding tasks with ease,
you begin to feel as though the company doesn’t really need you or has forgotten about
you. It creates unnecessary stress when you wonder if you have done everything and
done it right. It also creates stress when you have followed all tasks and still are met with
items that are incomplete by the intended due date. It is the organizations responsibility to
welcome you and to make you feel as if you were meant to work there which is
controlled by the human resource frame.

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

After reflecting on the event, I would have met with the leaders of the Talent Acquisition
team, the Operations team, and the organizers of Orientation to discuss and review how
the process had been handled and to brainstorm on the best possible way to complete the
on-boarding process with minimal impact to the new hire. I would then encourage all
parties involved in the discussion to walk through the on-broarding process so that we all
can experience the actual process in its entirety. The experience of being a new hire in a
new environment is stressful. When looking at processes, managers tend to look at the
process on paper without factoring the emotional stress of finding your way around a new
location. I would also ask for the opinion of recent new hires so that the organization can
understand what they felt during the process. By bringing in active and recent detailed
experiences, it promotes egalitarianism. It creates an environment “where employees are
an integral part of the decision-making process” (Bolman & Deal, 2017).
Involving recent new hires and pairing their experience with the results of the
surveys is an informed way to “approach organizational improvement” (Bolman & Deal,
2017). Together we will be able to “define and achieve” (Bolman & Deal, 2017) the
organizations goals. Within the group the roles will develop “through phases of its work”
(Bolman & Deal, 2017). I have found in organizations that small groups of mixed staffing
levels are often underutilized. They can help the organization with innovation and
development in ways that go beyond what’s written on paper. It humanizes the issues

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 faced on a daily basis. “Groups can be both satisfying and efficient” (Bolman & Deal,
2017).

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 Reference or References

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