At my current organization working for higher education, the human resource management demonstrates a strong balance between focusing on employees and strategically supporting the entire organization. From an employee-centered perspective, the company invests in professional development, wellness initiatives, and open communication. Leadership frequently hosts mentorship training and provides resources for growth, showing that “Organizations must now view their employees as collaborators rather than competitors” (Baker, 2022). This collaborative spirit is visible in how they support career progression and personal well-being, creating an environment where employees feel like valued partners in the university’s mission.

Strategically, the HR team aligns workforce management with institutional goals such as expanding online learning, maintaining high retention rates, and strengthening community impact. My organization recruits individuals who not only bring skills but also align with the university’s Christian mission, ensuring long-term cultural fit. “Strategic partnerships inside the organization allow HR to drive business outcomes by unlocking human potential” (Baker, 2022) By shifting from a purely competitive mindset to one of partnership, my organization exemplifies how human resource management can simultaneously elevate employees and the broader institution.

Reference:
Baker, S. (2022). Chapter 14 – Shift 9: Competition to Partnership. In The Future of Human Resources: Unlocking Human Potential.