- What do you believe is the top human resources issue in the US at this time – and why?
An enormous sea change has occurred, regarding workplace human resource planning and human resource behaviors. From a March 2020 Forbes online article:
“The Covid-19 coronavirus is becoming the accelerator for one of the greatest workplace transformations of our lifetime. How we work, exercise, shop, learn, communicate, and of course, where we work, will be changed forever!” 
It is obvious that coronavirus has placed large numbers of serious alterations into effect in the workplace environment. The new standard of “work from home”, for instance, itself placed a requirement for not only vast increases of online infrastructures, but also a requirement from personnel to master many more online tasks and duties than ever before. Though IT professionals certainly have had these skills throughout their tenures, the steep learning curves that are continuously thrust upon previously “work at the office” employees, has been a recent ongoing new challenge for workplace efficiency and competitiveness.
- Synopses of 4 online articles
Article 1: “Why Now is More Important Than Ever to Measure Employee Satisfaction”
This article also addresses the Covid 19 pandemic and many of the deleterious effects the coronavirus has had on worldwide human resources. The primary thrust of the article, however, is the pointed series of messages that stress the importance of measuring employee satisfaction. From the article, possibly the single most telling passage is the following:
“For example, according to LinkedIn’s 2019 Workforce Learning Report, 94% of employees said that they would stay at a company longer if it simply invested in helping them learn.” 
The coronavirus pandemic only served to challenge human resource managers in many new and different ways that they had never, before, seen in the modern world. Employees had (and have) new considerations and concerns about the effects of the coronavirus on their lives, and from front-line managers to human resource managers to CEOs, all levels of virtually all business organizations have had to rapidly adapt to work environments that have changed as never before, and which will never go back to “the old normal”.
The satisfaction survey that this article references is an obvious and highly desirable activity for human resource managers to enact. “Whistling in the dark” is what can euphemistically occur when HR managers fail to take stock of their employees needs, desires, and goals.
Furthermore, the additional need to respond to those employees’ needs, in a concise and effective manner, also becomes a prime directive for HR managers to follow. This article summarizes these points in a salient manner.
Article 2: “HR Technology Landscape:2020 and Beyond”
The author of this article poses a series of questions regarding technological tools for human resource managers. His primary thrust begins with this concept phrase:
“There are four pillars of HR technology functions, without which it is hard to survive for HR teams. These functions are recruitment, human capital management, benefits management, and learning management.” 
From this launch point, he contrasts the difference between “all-in-one” suites of management software and higher quality single-point software technology that can deliver higher quality human resource management results. Combine with the concept that no one can make a perfect decision, this leaves managers at all levels, and human resource managers, particularly, with the challenges of matching budgets and skillsets to the appropriate technology solutions.
Depending on the actual digital/IT skills of the mangers who are involved, it is always better to pursue quality, but it may sometimes be necessary to implement technology solutions that are not quite ideal, but satisfactory enough to meet the needs and goals of business organizations.
Article 3: “25 Key Remote Work Statistics for 2020”
Assuming the statistics are all legitimately tabulated and accurately assessed, this article’s main feature is to fortify the desirability of telecommuting and other flexible work schedules. A relatively obvious fact emerges, and that is that most employees enjoy the ability to move somewhat more freely I their environments while staying on task for their business organizations. Everyone who deserves to be treated like an adult, in fact, appreciates being actually treated like an adult.
One other area that this article addresses is the carbon footprint issues that are positively affected through the practice of telecommuting and other remote working arrangements. One can agree that if both workplace morale and reduced carbon footprint are occurring, then a win-win solution has been implemented, and, in fact, has been implemented, to a great length, in today’s modern workplace environments.
Article 4: “Company Benefits That Your Employees Will Love in 2021”
The “summing it up” conclusion of this article is perhaps the most salient of the points that are made in the article:
“Employee benefits are always evolving and changing with each year. A flexible benefits program will give you the upper hand in making the necessary changes and modernizing it to make it more competitive. As a manager, it is crucial to know the developments that are happening around the corporate world. Get innovative and formulate ideas to develop a benefits package that your employees love and attract talented individuals for the organization.” 
HR resource books, articles, and other resources will variously address the benefit package aspect of employee rewards and wages. HR managers should always consider these elements.
- Employee sustainability is of a major concern based on the state of the unpredictable world and the workforce; spell out in detail how you will ensure your employees are satisfied (based on your scholarly findings, textbook, online resources, etc.). Place on your managerial hat!
The excellent thing about working towards a Bachelor of Applied Science in Supervision and Management, is that every single course is designed to make upcoming students into better supervisors and managers. In every aspect of supervision and management, opportunities exist to improve the quality of life for employees and other human resources (officers and directors of workplaces).
Specifically regarding HRM, diligence and attention to the wants, needs, and goals of employees, at all levels of their relationships with the managed workplace, falls under the bailiwick of the HR Managers.
A program to be personally used could be contained in the four articles that were previously examined. General guidelines abound. More pointedly, basic matters such as ensuring that Maslow’s Hierarchy of Needs, first and foremost, is satisfied on an ongoing basis would be paramount to the most primary requirement of keeping employee morale high.
Basics of the management sciences must never be ignored, for they provide the building blocks for greater and greater HR management successes.
Refining a strategy for maintaining employee satisfaction and morale, one should consistently review and apply each of the theories of motivation: Reinforcement, expectancy, equity, goal and agency theories 
Within these theories, and their offshoots, lie the kernels of knowledge that will allow successful organizational human resources morale and satisfaction. The refinement of any programs would depend, in large part, on the specific sector of business that was involved, along with various cultural and societal variables that would factor into specific HR management strategies.
- Based on current situations spell out your prediction of how technology and innovation will impact human resources. Specifically, your vision of what will the digital workplace look like?
It is interesting that Forbes, online, has numbers of articles about this phenomenon. The last paragraph of an October article from Forbes states this:
“If you want to prepare your company for a far-from-perfect future, think about how to move from one-size-fits-all, to individualized, real and sustainable relationships. Think about treating people as what they really are.” 
Prior to this final quote, the article goes into detail about the relationship of the employee to the company, and how this has changed and evolved over the decades. It seems obvious that, apart from the most primary infrastructure maintenance and service job sectors that provide primary support for the professional workplaces of the world, virtually all modern human resource management will entail more and more allowance for remote and telecommuting work of all types. This trend will accelerate. Visionaries must assuredly be creating, as this is written, more and better technological equipment, such as smarter and smarter television/computers, and better and better algorithms for rich communication forms.
The “Internet of Things” will be binarily engineered at a quicker pace, and this “Internet of Things” will be engineered and developed to be ever more supportive and helpful to the Internet of People.
Though there have been legitimate concerns raised about information/data harvesting of consumer behavior, and “spying/eavesdropping” considerations, it seems that the positives heavily outweigh the negatives, as more and more sophisticated equipment and software is developed. Whatever happens, it is certainly an interesting and wonderful time to be alive.
 Meister, Jeanne. (March 31, 2020). www.forbes.com. Retrieved from
 Carroll, Emily. (July 17, 2020). www.business2community.com . Retrieved from
 Dhaliwal, Lovepreet. (October 4, 2020). www.business2community.com . Retrieved from
 Rabha, Mrinmoy. (December 29, 2020). www.business2community.com . Retrieved from
 Denisi / Griffin. (2021). HR Human Resources Edition 5 (Chapter 13-2).
Boston, MA: Cengage Learning
 Denisi / Griffin. (2021). HR Human Resources Edition 5 (Chapter 13-3-13-4).
Boston, MA: Cengage Learning
 Dans, Enrique. (October 28, 2020). www.forbes.com. Retrieved from