When I first started here at MetroPlus, over a decade ago, it was a much smaller and less complicated organization. We occupied less floor space at 160 Water Street, we offered less products and we had roughly one quarter of the staff that we have now. Then, it was easier to learn people’s names, their departments and their roles and responsibilities. I even got to meet co-workers’ families and learn a little bit about their personal interests. Things have changed. Now, MetroPlus is a much larger, more complex organization. We have quadrupled in size, introduced several new product lines, we have taken over additional floor space in 160 Water Street, we rent space in two other buildings, we have acquired store fronts and we have over 1100 employees that work throughout the 5 boroughs of New York City. And, it has become much more difficult to learn everyone’s name, much less their roles and responsibilities. Nevertheless, I am committed to study this organization and its people - learn your names, your roles and responsibilities in hopes that I can better serve you.
Just like the rest of MetroPlus, Human Resources and Organizational Development (HR & OD) has grown in size and scope. In fact, worldwide, HR & OD as a discipline has come a long way, even from 10 years ago. Here, at the “50,000 foot” level, I’ll share some of those changes, and some of my insights concerning the evolution of HR & OD.
Human Resources (HR) is often used to describe both the people who work for a company or organization, and the department responsible for managing resources related to employees. A human resources department is an essential, if not critical, component of any business, regardless of the organization's size. HR responsibilities include, but are not limited to, compensation and benefits, recruitment, training, organizational development, on-boarding, off-boarding and keeping up to date with any laws that may affect the company and its employees.
As mentioned above, Human Resource Management has changed dramatically in recent decades. It was once largely a transactional administrative function. Today, changing labor market conditions and new business thinking call for Human Resources & Organizational Development (HR & OD) business strategies. These business strategies include concepts and practices that guide and align tactical planning and behavior with the strategic and long term goals of the organization, with a focus on human capital.
To be effective, HR & OD must care, not only for each individual employee’s personal and professional concerns, we must also give direction on how to build a competitive advantage by creating an effective employer brand, an effective organizational structure/design, a distinct culture, employee value proposition, a strong leadership thought process, and an appropriate communication strategy that prepares an organization for a changing landscape. So, Strategic Human Resource Management emphasizes managing the impact of societal changes on business decisions, and “leads the charge” with respect to improving the quality of life of employees, and creating an environment where people want to give their best for their employer.
I have heard it said that “Communication is the key to life.” Whether you agree with that assessment or not, I am sure you will agree that communication is important in all aspects of life – in your career, your marriage, with your family, your friends, etc. To that end, I believe that it is essential for me, as your Chief Human Resource Officer, to clearly and transparently communicate all things related to Human Resources and Organizational Development. This website is one of the tools that I plan to use to do just that.
On this site, you will find contact information for your HR & OD staff, updates on HR & OD strategies, notification regarding employee events, access to forms, and more!
Please use this website, and let us know if there is anything that you would like us to add to it.
Ryan Harris, Esq.
Chief Human Resource Officer