Human and Organizational Resources
The Human and Organizational Resources competency area includes knowledge, skills, and attitudes used in the selection, supervision, motivation, and formal evaluation of staff; conflict resolution; management of the politics of organizational discourse; and the effective application of strategies and techniques associated with financial resources, facilities management, fundraising, technology use, crisis management, risk management, and sustainable resources. [1]
In meeting the human and organizational resources competency areas, there are several means that have aided my growth and development. Part of this professional competency portfolio has been designing a professional development plan. Advising a sustainability-focused student group, and serving on the student green initiative fund have provided insights into effective and innovative methods of campus sustainability. In several roles, I have been tasked with using technological resources for the betterment of that office, whether that be employing mail merge, utilizing Twitter as a recruitment and management tool, or complex content management systems to update departmental websites.
Still, the role in which I refined and achieved my exemplary level of competency in human and organizational resources was as a graduate hall director. In that role, I was responsible for the supervision and development of eight undergraduate resident assistants in a residence hall that housed over 200 students, primarily sophomores and juniors. This role challenged me to build community, properly train the staff, and demonstrate an effective supervisory style.
I was also tasked with developing and refining my motivational techniques with a student staff, as individuals and the group, at various times, struggled with their positions in residence life, their status as students, and their general development of purpose and integrity in their lives. By employing a transformational style of leadership, in which I spent significant amounts of time building rapport, as well as discovering strengths and weaknesses. In then employing that rapport, along with appropriate levels of challenge and support, I was able to personalize my approach in guiding my students to development and success.
Another function of that role was serving as the hall budget manager within the residence life structure. The hall budget was a several thousand-dollar budget, the largest I’d ever managed. Using frugality, strategic apportioning of the budget between the staff, and encouraging stewardship, I managed the budget effectively and within means for the year.
One of the most difficult roles of the position was disciplining staff members. By process of building strong, healthy relationships with each staff member, a sense of mutual responsibility and trust to one another, and the group, was created. Whenever that trust was broken, in some cases by poor grades, and in other cases by breaking policies, it was initially difficult to not take those failures as personal faults of my own. However, in having those disciplinary, developmental, educational conversations with my staff members regarding their actions, I was able to realize that in holding staff members accountable for their actions, a mutually beneficial end result was possible.
Finally, in that position, I helped implement inclusive and effective recruiting strategies, had the opportunity to interview prospective student staff, graduate staff, and professional staff. I worked to create a greater enthusiasm and understanding for sustainable practices within the department, helped to refine and better the departmental and campus protocols for responding to significant incidents and crises, and worked to create as many opportunities for collaboration as possible. Ultimately, though, this role is one of many invaluable experiences and positions in which I have served that come together to make a holistic being that is prepared to continue growing and developing as a professional, both generally and within the human and organizational resources competency.
Still, the role in which I refined and achieved my exemplary level of competency in human and organizational resources was as a graduate hall director. In that role, I was responsible for the supervision and development of eight undergraduate resident assistants in a residence hall that housed over 200 students, primarily sophomores and juniors. This role challenged me to build community, properly train the staff, and demonstrate an effective supervisory style.
I was also tasked with developing and refining my motivational techniques with a student staff, as individuals and the group, at various times, struggled with their positions in residence life, their status as students, and their general development of purpose and integrity in their lives. By employing a transformational style of leadership, in which I spent significant amounts of time building rapport, as well as discovering strengths and weaknesses. In then employing that rapport, along with appropriate levels of challenge and support, I was able to personalize my approach in guiding my students to development and success.
Another function of that role was serving as the hall budget manager within the residence life structure. The hall budget was a several thousand-dollar budget, the largest I’d ever managed. Using frugality, strategic apportioning of the budget between the staff, and encouraging stewardship, I managed the budget effectively and within means for the year.
One of the most difficult roles of the position was disciplining staff members. By process of building strong, healthy relationships with each staff member, a sense of mutual responsibility and trust to one another, and the group, was created. Whenever that trust was broken, in some cases by poor grades, and in other cases by breaking policies, it was initially difficult to not take those failures as personal faults of my own. However, in having those disciplinary, developmental, educational conversations with my staff members regarding their actions, I was able to realize that in holding staff members accountable for their actions, a mutually beneficial end result was possible.
Finally, in that position, I helped implement inclusive and effective recruiting strategies, had the opportunity to interview prospective student staff, graduate staff, and professional staff. I worked to create a greater enthusiasm and understanding for sustainable practices within the department, helped to refine and better the departmental and campus protocols for responding to significant incidents and crises, and worked to create as many opportunities for collaboration as possible. Ultimately, though, this role is one of many invaluable experiences and positions in which I have served that come together to make a holistic being that is prepared to continue growing and developing as a professional, both generally and within the human and organizational resources competency.
BasicOne should be able to:
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Intermediate One should be able to:
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Advanced
One should be able to:
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