Professional Objectives Program

Human resource professionals have become business partners over the past decade, demonstrating the value they can add to the business

Take advantage of data to offer customers useful and relevant experiences. Learn how to maximize your company’s

What activities or organizations have you previously participated in? Please include offices or positions held. You may include off-campus jobs, internships, leadership opportunities or work study.

In applying for this program, I understand the academic challenges and feel I am well suited for the rigorous academics, along with the high expectations. Skills I possess that will aid in my academic success include self motivation, time management, and prioritization. Being self motivated, I reach to achieve my academic goals and deadlines which engenders success in the academic field. Time management is salient to my academic achievement, it allows for attainable project deadlines and work organization. Being able to prioritize my time and work is a vital skill to academic success which I work hard to attain. In addition my ability to think critically along with my desire to commit will aid in my success in this program.

CLM Designs Unlimited is the premier design firm of the Southeast United States. They have over 2,000 clients and growing. The clientele is not just in the states but does include overseas customers as well. There have been instances where they have been unable to locate information at the time when it was needed. This is not to say that the information is not accessible; but, there is a need for the overall information system to provide insight into utilizing business analytics into the business. Business analytics is used in order to provide awareness into the market that a particular business is involved. It can be used to report on historical data as well as providing information related to future events by adding value and insight (Stubbs, 2013).

I first became interested in psychology while enrolled in a grade eleven introductory course. Learning the basics about human behaviour and mental processes fascinated me, and from there I began to explore the ways in which psychology could become a lifelong career. Fast-forward seven years and I have witnessed this passion flourish through the completion of my Bachelor of Arts Honours degree in Psychology and my Developmental Services Worker Diploma. In addition to my schooling, I have made a conscious effort over the past two years to gather research and clinical experience to better understand my research interests and career goals. Moreover, I seeking admission into the MSc: Couple and Family Therapy program because I believe it is the ideal way for me to further develop my knowledge base, research, and clinical skills in the areas of psychology and counseling.

Discuss your professional objectives both short and long term. What has motivated you to apply to this program?

Traditional approaches to human resources metrics have proven to be inadequate. Businesses have been measuring and reporting on the same data for the last two decades or more, i.e., turnover rates, costs per hire, FTE, and total compensation, but still have “an inability to directly measure HR’s impact on the bottom line” (DiBernardino, 2011, p. 45). With advances in technology, the rudimentary evaluation of metrics can be expanded to more broad categories, and across functions that allow organizations to quantify the value-added component that HR has on each function within an organization. Conversely, with initial and continuously large investments in human capital for most organizations, a failure to measure and optimize financial performance may translate into huge losses, and certainly sunk costs. Therefore, it would make better sense for organizations to focus on human resources, not as a necessary expense, but as a needed investment in this current economy. By focusing on not only what is there, but what is missing in the measurement of metrics may allow businesses can begin to uncover the true intricacies on the value-added impact of the human resources function, and allow human resources to become a full and strategic partner in building blocks to the planning processes for businesses.

Reading the mind of the consumer and giving them the things they want and need most are all at the helm of driving a company’s business model for maintaining a competitive edge needed for success and economic growth. As businesses strive for survival with other related retail and consumer goods industries in today’s global marketplace, the need for data analytics has taken center stage as being necessary for staying productive and competitive. Data analytics is the strategic, complex approach a company uses to review large sets of collected data with consumer buying and spending habits, even watching tendencies of online searches. This data helps to make better predictions of customer preferences and market trends that help businesses make future plans for improvements to help increase revenue. (Rouse, Oct. 2015).

"This presents an interesting dilemma: The asset which is most important is the least understood, least prone to measurement, and, hence least susceptible to management." He goes on to commend the co-authors of The HR Scorecard for three specific contributions: their development of causal models which illustrate the relationship of HR value drivers with business outcomes and thereby take the Balanced Scorecard to the next level of sophistication; their research on the drivers of highperformance organizations to provide a framework to decision-makers with which to formulate and implement strategies for human capital growth; and finally, their insights into the competencies required by HR professionals, competencies which can enabler an organization to deliver on the promise of its measurement system. In essence, the co-authors of The HR Scorecard identify and explain linkages - indeed the interdependence -- between and among people, strategy, and performance. Only by understanding these linkages and their independence can decision-makers in any organization (regardless of size or nature) accurately measure the nature, value, and impact of human capital on the bottom line. Moreover, decision-makers can then make much more accurate measurement of each individual in

Enhancing customer satisfaction and retention using data tools provides many organizations steps in creating a service environment that knows who its customers really are and how it plans to retain those customers. Many service organizations has implemented customer relationship management tools. These tools are used to keep track of customer needs, access multiple sources of customer information, for example; credit reports, past contacts, and voice and e-mail messages to record service provided. Using these data tools could be a crucial element for providing

Very few companies realize that the real asset and competitive advantage a firm has is its workforce. Having a highly productive workforce is a directly proportional to an engaged workforce, for achieving this I want to play an instrumental role. There is an immense reliance on data on every aspect of business, human resource is no exception to it. To elevate the Human Resource department to the strategic table workforce analytics is the roadmap.

A detailed analysis of customer data is needed to understand the value of the customers, their buying behavior, motivators and patterns. Business intelligence can be gained by analyzing the relationships between various data sets and by performing a regression analysis on certain data sets to view changes over time. It is said that the 80% of profit to any organization is generated by 20% of their loyal customers. So its really important to indentify an organizations loyal customers and serving to their needs.

The world is rapidly changing and to be a success, there must be maximum use of all resources (physical, financial, information, and human resources) whether for a nation, organization or individual. After huge investments in the physical, financial and information and knowledge resources, the human resources which comprises the workforce of an organisation remains the leverage point where significant differences can be made in the lives of the employees, their careers and the organisation.

The future looks even more exciting and threatening. Organizations are gearing up for the difficult times ahead by tapping all the resources on hand. Organizations realize that their people or employees would be one of the prime resources for establishing a competitive edge in the future. Consequently, organizations would require workable strategies to align the individual talents/strengths of their people towards business goals. This is where Human Resources professionals can play a deciding role.