Research Paper FINAL
People Operations vs Human Resources
Research Paper
Alma Wilson
Apw70666
MPA 643 HRM
Professor J. Tabin Cosio
April 23, 2014
Introduction: People Operations
Due to increased competition, budget cuts and streamlined positions, today’s work environment demands employees to increase productivity, perform multiple duties and no longer values expertise in just one area, as it did 30 years ago. In essence, employees are hired with less pay, and benefits while demanding a much higher degree of diverse productivity. The result is increased burnout, high turnover, decreased creativity and zero customer service and hence, public value. But one key thing that can make up for the losses is offering the opportunity of engagement. Engagement is a driving force that will move employees to perform their best work regardless of the traditional benefit system. But how do we find and foster engagement with the high demands and stringent systemic environmental expectations of cubicles, one size fits all policies and procedures, top down governance, power hungry management styles, merit systems, sterile work environments and dress codes? Furthermore, to offset the benefit changes, the workforce needs much more diversity in benefits than it did 30 years ago. Single parent homes, a need for multiple employment, stressful work environments leading to decreased health have all been factors that counter the successful work environment that businesses and organizations need. Businesses such as Google, are letting go of the traditional human resources management systems and have adopted a new course they refer to as “People Operations.” This style, in essence, is to “remove everything that might get in the employees way.” At Google, this includes offering employees free gourmet meals, exercise facilities, game rooms, laundry service, on site medical staff, and “up to 20 percent of their time to noncore initiatives of their own choosing toward its vision of
Research Paper
Alma Wilson
Apw70666
MPA 643 HRM
Professor J. Tabin Cosio
April 23, 2014
Introduction: People Operations
Due to increased competition, budget cuts and streamlined positions, today’s work environment demands employees to increase productivity, perform multiple duties and no longer values expertise in just one area, as it did 30 years ago. In essence, employees are hired with less pay, and benefits while demanding a much higher degree of diverse productivity. The result is increased burnout, high turnover, decreased creativity and zero customer service and hence, public value. But one key thing that can make up for the losses is offering the opportunity of engagement. Engagement is a driving force that will move employees to perform their best work regardless of the traditional benefit system. But how do we find and foster engagement with the high demands and stringent systemic environmental expectations of cubicles, one size fits all policies and procedures, top down governance, power hungry management styles, merit systems, sterile work environments and dress codes? Furthermore, to offset the benefit changes, the workforce needs much more diversity in benefits than it did 30 years ago. Single parent homes, a need for multiple employment, stressful work environments leading to decreased health have all been factors that counter the successful work environment that businesses and organizations need. Businesses such as Google, are letting go of the traditional human resources management systems and have adopted a new course they refer to as “People Operations.” This style, in essence, is to “remove everything that might get in the employees way.” At Google, this includes offering employees free gourmet meals, exercise facilities, game rooms, laundry service, on site medical staff, and “up to 20 percent of their time to noncore initiatives of their own choosing toward its vision of
Bibliography: Continued Vorhauser-Smith, S. (2013, August). How The Best Places To Work Are Nailing Employee Engagement. Retrieved from FORBES: http://www.forbes.com/sites/sylviavorhausersmith/2013/08/14/how-the-best-places-to-work-are-nailing-employee-engagement/ Figure 1