Networking Flashcards
(11 cards)
Networking
defined as a process of developing mutually beneficial contacts through the exchange of information.
External customers
include those receiving or purchasing the organization’s products or services and those who seek a return on their investment in the organization.
- Customers tend to define value in terms of their needs, which may include economy, convenience, reliability, responsiveness, or innovation. HR can help communicate customer needs to new employees, recruit the type of workforce that can deliver customer service, and develop customer service skills.
- Shareholders may see value as monetary (a dividend or an increase in share value). They may prioritize short-term returns or long-range growth. Some shareholders may also expect results from the organization’s corporate social responsibility strategy in the form of improved environmental and social impacts. HR can help unify the organization behind strategic goals and build organizational competencies.
- Donors to nonprofit organizations want to see results and are interested in the proportion of donations that goes directly to the organization’s mission. HR can manage executive compensation and support organizational performance.
Internal customers
include a number of roles in the organization.
- Senior management needs HR data on workforce capabilities and costs and HR expertise in identifying and managing risks related to human resources, acquiring and retaining talent, developing talent pools, managing relations with third parties (for example, unions and works councils, workforce suppliers), and aligning workforce size and skills to achieve organizational effectiveness and efficiency.
- Boards of directors rely on HR to attract senior management talent, support succession plans, develop competitive and compliant compensation plans, and support the organization’s ethical environment and governance system.
- Functional leaders rely on HR for support in staffing, development, and employee relations.
- Employees of the organization and the HR function seek economic stability, fair and transparent treatment, safe conditions, fulfilling work, and opportunities for development. Different employee groups may have unique needs, such as work flexibility, support for diversity, opportunities to affect society and the environment, and so on. HR can help address these perspectives through its policies and programs.
Suppliers
include short- and long-term staffing suppliers, vendors providing or managing benefits, or internal functions like IT that provide necessary support. Suppliers tend to value economic stability, fair treatment, and control over their businesses.
Communities, political groups, religious institutions, and governments
focus on shared interests:
Communities see an enterprise’s value as a source of employment and neighborhood enrichment and stability. As part of its portfolio, HR develops and maintains relationships with groups within the community, such as educational institutions that develop future talent and workers or partners in corporate social responsibility programs.
Political groups seek support from the business community in making changes in laws and regulation. HR’s relationships with these stakeholders can improve the success of lobbying efforts on behalf of the organization and the HR profession.
Religious institutions seek support for their own community goals and can benefit from improved employment opportunities and corporate volunteer programs.
Governments value “good corporate citizens” that build communities, strengthen economies, and support the rule of law. HR monitors the expectations of government agencies and fulfills its legal and regulatory obligations (for example, compliance with employment laws and laws on visas and workplace safety).
Common values.
Finding commonalities helps overcome the sense of “otherness.” People trust people who are similar to themselves.
Aligned interests.
When individuals share a common purpose, they can see similarities and often find common ground to work together and to find commitment to stakeholders. Trust is possible to construct across differences in beliefs, experiences, or culture; it simply takes time and communication.
Benevolence.
A benevolent person is perceived as having genuine concern about another’s well-being, above or at least equal to his or her own interests.
Capability or competence.
People must feel that an individual can deliver on commitments. People who over-promise or do not follow through do not merit trust.
Predictability and integrity.
A trustworthy person reliably “walks the talk”—there is consistency between values and behavior. Occasional acts of integrity are not enough.
Communication.
Trustworthy people communicate often and fully. They listen and respond to what they hear. They reveal things about themselves, and they are open to hearing about how others see them.
