BUSI751A2

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Performance Management, Development, and Branding in Strategic HR 1 Performance Management, Development, and Branding in Strategic HR Assignment Faizan Malik School of Business Liberty University Author Note Faizan Malik I have no known conflict of interest to disclose Correspondence concerning this article should be addressed to Faizan Malik

Performance Management, Development, and Branding in Strategic HR 2 The Performance Management and Appraisal Process In his text, "Every Good Endeavor: Connecting Your Work to God's Work," Keller elaborates on several of man’s problems with work which lead to a sense of futility towards the work God has intended for him. He explains that work becomes fruitless or pointless for man when it becomes disconnected from a larger sense of purpose of serving others and loses its true meaning, as intended by God. “But if you do your work so well that by God’s grace, it helps others who can never thank you, or it helps those who come after you to do it better, then you know you are “serving the work,” and truly loving your neighbor” (Keller, 2012). Performance management, or the process of continual employer-employee feedback in terms of organizational objectives (Harris et al., 2003), may be used by organizations as a means to reconnect our work with life’s larger process by setting meaningful goals for the employee. By establishing meaningful goals, employers, and human resource (HR) departments can help their employees understand their impact on and significance within the organization. Valentine et al. highlights the significance of performance standards when conducting performance management, which provides the employee with the benchmarks used to evaluate their job performance, and the strategic approach to performance appraisals, which “create [a] line of sight that helps employees to see how their own performance impacts bottom line results” (Valentine et al., 2020). Keller further explains that inherent selfishness also drives our outlook on work when our motivation is based solely on financial or personal success. Selfishness further disconnects us from God’s intention for work by forgoing our decree to serve others and our communities to achieve the common good. Man’s inherent selfishness also reveals idols in his work, as explained by Keller, in which anything that gives our life purpose other than God can be seen as an idol. When man’s work provides him with a sense of identity, financial gain, and security, the

Performance Management, Development, and Branding in Strategic HR 3 work itself can become idolized. When man becomes fixated on his success, he loses sight of any existing values or understanding of ethics. “Idols of power and approval, on the other hand, can lead us to overwork or to be ruthless and unbalanced in our work practices. Idols of control take several forms—including intense worry, lack of trust, and micromanagement” (Keller, 2012). Valentine et al. correlate ethical behavior and performance management through means of performance appraisals. Establishing a code of conduct based on ethical behavior, as well as discussing ethics during performance appraisals, “can provide useful company guidelines on ethical behavior, training can teach important workplace ethical values, and communication of ethical approaches to recurring workplace problems can help promote an ethical culture” (Valentine et al., 2020). Employee Training and Career Development Process Similar to Keller, Hardy maintains in "The Fabric of This World: Inquiries into Calling, Career Choice, and the Design of Human Work," that our work is intended as a means to serve God. Citing Martin Luther, Hardy further elaborates that work should be completed honestly and diligently, regardless of the nature of the work or one’s socioeconomic status, as it is a calling from our Lord. "For Luther, then, work is not just a means to an end, but an end in itself. Work is a way of loving one's neighbor and serving God. Consequently, every task, no matter how seemingly insignificant, is an opportunity to demonstrate faithfulness to God. This means that work must be done diligently and honestly, with an eye toward serving others" (Hardy, 1990). To complete one’s work with integrity, man requires the necessary skills and knowledge to perform his work, which often requires proper training within an organization. Training, as explained by Valentine et al., provides employees "with specific, identifiable knowledge and skills for use in their present work situations," while additional talent development programs can

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Performance Management, Development, and Branding in Strategic HR 4 "help employees succeed in their present jobs, as well as prepare them for future growth opportunities" (Valentine et al., 2020). With the necessary and proper training, the organization can provide its employees with the necessary tools to perform their respective duties in a manner that aligns with Christian values and allows them to use their work as a means to serve God. Hardy goes on to explain his stance on the callings provided to us by God in terms of our work and vocation, both of which can have multiple manifestations throughout our lives. As such, Hardy implores readers to consider their God-given skills, experiences, and passions, as they allow them to seek alternative avenues for their vocation or in their work through a career change. “Polydexterity, or the ability to engage in multiple careers or vocations over the course of one's life, can be a valuable and enriching experience, allowing individuals to develop diverse skills and perspectives that can be applied in a range of contexts” (Hardy, 1990). Valentine et al further speak to this belief when explaining differing views of careers in today’s workplace, in which employees having the contemporary view highly value “intangibles like work–life balance, making an impact, working on projects you are passionate about, and long-term professional growth” (Valentine et al., 2020). These intangibles allow employees to perform their work to the expected levels while maintaining their faith and greater purpose in life. Branded Approach for Employee Recruitment and Selection With workers having a plethora of organizations to join and the internet making the application process seamless, many organizations have shifted to a more strategic approach to employer branding as it relates to employee recruitment. By utilizing a branded approach, organizations can differentiate themselves from competitors by illustrating to potential candidates that the firm’s values and culture align with their personal values and career goals.

Performance Management, Development, and Branding in Strategic HR 5 Valentine et al. explain that a significant effort is needed by an organization to attract top recruits, often requiring “time, effort, and monetary investments, much like developing a brand for a company’s products” that work to create a positive image of the firm “by highlighting its commitment to individual excellence and development, as well as the benefits and opportunities offered to employees” (Valentine et al., 2020). One key differentiator of a branded approach is the candidate experience, which entails the entirety of the hiring process, from the initial recruitment to through and beyond onboarding. With recruitment extending well beyond the application process, organizations utilizing a branded approach can attract top talent by creating a positive image of the organization. “It’s clear now that the ability to attract high-quality talent is contingent on the engagement level of the job seekers. If they’re not engaged, they’re not applying” (Ravalli, 2021). In a branded approach, organizations must emphasize creating a positive and engaging experience for potential candidates, which can include timely communication and personalized interactions. By doing so, businesses can create a positive image of the organization for all candidates, regardless of who is hired, which can serve to increase return applications to future job openings and recommendations of the organization to others. Allden and Harris cite building relationships with potential candidates as a “critical element because talent sourcing is neither B2B nor B2C but bridges the gap as companies engage with individuals for the purpose of building a business relationship. For a business to gain an advantage in the marketplace, it needs to engage and retain talent by denying competitors access to the best human resource assets, resulting in a ‘rush for talent’” (Allden & Harris, 2013). Another key differentiator of a branded approach is the emphasis on culture fit when interviewing and subsequently hiring a candidate. In this approach, organizations place equal

Performance Management, Development, and Branding in Strategic HR 6 emphasis on a potential candidate’s skills and experiences and how their values and beliefs align with those of the firm. Although organizational culture varies across firms and cultural fit can be seen as subjective, defining culture and hiring candidates that are in alignment serve to benefit both the employer and employee. By having employees that fit the organization’s culture, employers and employees can see boosts in employee engagement and productivity, work together to establish the organization's personality, which allows employees to see their work as more meaningful, and prevents large-scale or company-wide issues from employees who may not fit the culture. Hocking shares this sentiment by explaining that, although an organization’s leadership establishes the culture and enforces how it is practiced, it also benefits the employee by “increas[ing] the level of purpose [an employee] finds in [their] work and positively impact[ing] [their] well-being” (Hocking, 2021). This was echoed by Mendonca and Kanungo in a study that analyzed how cultural fit, in terms of recruitment, selection, training, and performance management in North America, can be applied to organizations in developing countries. “The question of cultural fit is most vital. The success of programs, techniques, and processes, particularly those relating to the social systems, presupposes an internal work culture whose norms, beliefs, and values are conducive to and supportive of the required attitudes and behaviors” (Mendonca & Kanungo, 1994). Qualifacts Systems Inc.: HR Recommendations Qualifacts Systems Inc. (QSI) is the largest and leading behavioral health electronic health record (EHR) software company, with over 50,000 employees spanning three countries. With an organization this size encompassing multiple cultural backgrounds, several key areas within the organization's talent management can be improved. Beginning with employee recruitment, QSI should look to define its job requirements, as vague language in job

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Performance Management, Development, and Branding in Strategic HR 7 descriptions can lead to qualified candidates not applying or unqualified candidates being hired. This should also entail including salary ranges on all job listings, as a survey performed by LinkedIn found that having a salary listed would impact the application decision for over 90% of U.S.-based job seekers (Padova, 2023). To improve employee selection, QSI should look to include additional stakeholders in the selection process, as this can be a more comprehensive evaluation of the candidate in terms of culture fit. Lastly, to improve performance management and appraisal processes, the organization should move to conduct quarterly reviews as opposed to the existing annual review process. Quarterly reviews provide the benefit of improved goal setting and adjustment, increased opportunities to provide feedback, and a greater sense of accountability for both the employer and employee.

Performance Management, Development, and Branding in Strategic HR 8 References Allden, N., & Harris, L. (2013). Building a positive candidate experience: Towards a networked model of e-recruitment. Journal of Business Strategy , 34 (5), 36-47. Hardy, L. (1990). The Fabric of this World: Inquiries Into Calling, Career choice, and the Design of Human Work . Grand Rapids, MI: William B. Eerdmans. ISBN: 9780802802989. Harris, H., Brewster, C., & Sparrow, P. (2003). International Human Resource Management . London, England: Chartered Institute of Personnel & Development. Hocking, S. (2021, October 11). “ Before saying "yes" to a job, consider company culture .” Harvard Business Review. Retrieved February 26, 2023, from https://hbr.org/2021/07/before-saying-yes-to-a-job-consider-company-culture Keller, T. (2012). Every Good Endeavor: Connecting Your Work to God’s Work . New York, NY: Dutton/Penguin Group. ISBN: 9780525952701. Mendonca, M., & Kanungo, R. N. (1994). Managing human resources: The issue of cultural fit. Journal of Management Inquiry , 3 (2), 189-205. https://doi.org/10.1177/105649269432010 Padova, N. (2023, February 11). “ This is why you should include salary ranges in your job posts . LinkedIn.” Retrieved February 26, 2023, from https://www.linkedin.com/business/talent/blog/talent-acquisition/why-you-should- include-salary-ranges-in-job-posts Ravalli, J. (2021, September 16). “ What your candidates say about your hiring process (and how to fix it) .” Harvard Business Review. Retrieved February 26, 2023, from

Performance Management, Development, and Branding in Strategic HR 9 https://hbr.org/sponsored/2021/09/what-your-candidates-say-about-your-hiring-process- and-how-to-fix-it

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