Organizational Learning Techniques New Skills and Software for HR Managers

Because the market for -- and development of -- HR technology is expanding rapidly, it is clear that companies have access to new and very effective software that can help HR directors manage their varied duties. Indeed it is a changing world for HR managers and directors. In Forbes, contributor Josh Bersin explains that "... we are seeing one of the most innovative times ever in the HR technology market" (Bersin, 2014). It used to be that HR software kept track of payroll, stored employee data, managed performance reviews, helped train administration and attendance issues, Bersin recalls. But today HR software systems are used by employees and the recruitment systems operate on mobile phones; a person can apply for a job without a resume, and do an interview over the smartphone video camera (Bersin, 3).

And for the HR director, he or she can keep track of time and attendance on a mobile app; interestingly, Bersin writes that companies tell him that "... their best candidates are those who apply from their mobile devices" (7). Because many more people are using HR applications, they are evolving into communication devices; companies that are moving away from "top-down organizations" and operating a system more peer-to-peer,...

The newest HR software allows for "employee feedback" in real time, and companies such as BlackbookHR, tinyHR, CultureAmp, and BetterCompany have software that allows HR managers to receive "immediate information about work and management issues" from workers (Bersin, 9).
Competency models, case-based decision-making and systems thinking: Competency models are a behavioral approach that show what good competencies should look like, according to Malathi.N (2006). Typically an HR manager can observe "useful competencies" through the following: a) showing "job-relatedness"; b) utilizing measurable and observable awareness as to the job standards or criteria; c) having the ability to improve via training and development; and d) providing "insights on determining how capable or fitness a person is to a job and an organization" (Malathi.N). As for building competency models there is the "Universal" approach (one size fits all; a single model with a set of competencies that apply to all jobs); and the "Multiple mode" approach (many models based on jobs and levels) (Malathi.N).

Case-based decision making: in reasoning things out using case-based thinking, the person doing the decision-making tries to…