Sean Carlo S.

Manansala
B113
Assignment 1 - Information for Making HR Decisions

● HR as Activists
“I know more because I'm older.” Ageism is unfortunately common in the workplace. Due
to an increasing number of younger people being hired for a higher-level position, older
and more experienced staff have been discovered to perceive the younger ones as being
less knowledgeable in their profession. Although younger workers might have less
expertise in a certain profession, owing to working for a shorter period of time, age does
not define competence. Break the stereotype. In HR we should take a stand and we
should take an action. Communicating upward is an essential factor in establishing
yourself and creating a safe ground for your workmates. It is just as vital to listen to the
response as it is to speak up. In that way, we can make our workplace a lot better not
only for today’s generation but also for the succeeding ones.

● Time for some Real Empathy

Empathy is a crucial HR leadership ability. It promotes and sustains excellent workplace
connections, promotes equality and diversity, encourages collaborative efforts, and aids
in dispute resolution. Most people say, "Organization first, People second," yet our
country needs an organization that focuses on our capabilities and future demands.
Especially now that the pandemic came, our Filipinos want someone who sees them. An
organization that would connect, provide and sustain their needs. Someone whom can
they lean on. Moreover, it is also a reminder that we should first visualize and try to fit in
their shoes so that we can see and understand their demands. It is a design thinking
process that would be beneficial in creating an organization today and for our future. To
conclude, I am believing that it is possible to show some real empathy to connect with
them as we provide something that would truly help them. We may not be needing it now,
but we will, someday.

● HR for the Ecosystem

During the COVID-19 epidemic, researchers and practitioners confronted serious
difficulties that took a heavy strain on both businesses and personnel. The increased
complexity that surrounds organizations necessitate unique methods of comprehending
the future of work and its components. HR plays a vital strategic role in helping firms
adapt to diverse difficulties and develop methods for managing people when uncertainty
reigns. Over the past years, the "ecosystem" has arisen as a term that has driven
theoretical and HR strategy discussions. Its development reflects an increasing interest in
the interconnection of components, structures, and individuals across groups and
activities. When companies are considered as systems, the only way for them to adjust to
unpredictable events is for their subsystems to interact strongly. As a result, the capacity
to change jointly and the rate of adaptation is the major performance measures for these
systems. HR, as a dynamic system, should be able to satisfy the demands of such
complicated settings. In this context, HR and its subsystems must develop strategies and
methods to meet the various and quickly changing demands of both internal and external
stakeholders.