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Ogl 481 - Mod 3 - HR Frame Worksheet

The document discusses a situation where a non-profit children's museum furloughed staff due to lack of funds from the pandemic. It describes how the human resources manager helped employees apply for unemployment and how some staff returned with a government loan. However, funds were used for renovations instead of focusing on employees or long-term goals. The recommendation is that the organization should have evaluated employee value and allowed private sessions to employ more staff.

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56 views

Ogl 481 - Mod 3 - HR Frame Worksheet

The document discusses a situation where a non-profit children's museum furloughed staff due to lack of funds from the pandemic. It describes how the human resources manager helped employees apply for unemployment and how some staff returned with a government loan. However, funds were used for renovations instead of focusing on employees or long-term goals. The recommendation is that the organization should have evaluated employee value and allowed private sessions to employ more staff.

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© © All Rights Reserved
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Chelsea Velasquez

OGL 481 Pro-Seminar I:


PCA-Human Resource Frame Worksheet

1) Briefly restate your situation from Module 1 and your role.

In 2020 the non-profit children’s museum I was employed with furloughed myself and
the rest of the staff due to lack of funds available to pay us. I was in an internal
administration position as an Outreach and Programs Specialist. The situation in question
leaves room for speculation of the what if outcomes that could have ensued had some
minor adjustments been made with the funds allocated to the museum.

2) Describe how the human resources of the organization influenced the situation.

The museum is a rather small organization in comparison to others of its kind in


California, nonetheless the employees play a crucial role in guest satisfaction. When the
pandemic hit it was fast, the museum held on to the very last minute until the government
implemented the stay at home order. Our human resources manager did an excellent job
at getting us all ready for applying for unelmployment as she would have to do the same
in order to survive the lockdown. A month later when we were given a loan from the
government to continue to pay employees for work the necessary precautions were taken
and a handful of employees were back in the museum working on projects. Our HR
manager kept a close eye on the amount of hours we all worked, and more so how it
affected our unemployment checks since we needed both to survive.

Moreover, our HR manager was influential in the move to bring some employees back
as efficiently as possible in order to utilize the funds allocated appropriately. The
unfortunate truth is that the board and the executive director did not expect the lockdown
to last as long as it has. Therefore these two highly powerful forms of leadership only
focused on short term goals, which included focusing on renovations in some of the
exhibits. These renovations were costly and the funds were being taken from the loan.
Even with the valid effort from the HR manager the direction of the museum was not
focused on the long term outcomes and the employees.

3) Recommend how you would use the human resources for an alternative course of
action regarding your case.

Indeed the circumstances surrounding this situation were unpredictable given the
climate of the pandemic. Even so, the alternate course could have been too thoroughly
evaluate the employees and their value. Considering that my role amongst the
administration team allowed me to be in the know of our financials I felt that the move to
focus on projects in the museum was not the most wise choice. With the re-opening date

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still uncertain the team could have focused on alternatives to bring in guests for private
sessions. Therefore allowing some staff to work during these sessions.
Bolman wrote about basic human resource strategies and specifics on how to
implenment them, such as “keep them” and “empower them” (Bolman & Deal, 2017, p.
139). In this context, the HR manager and the executive director did indeed re-design
work to adjust to the circumstances, but what could have helped is looking at the
longevity of the scenario. Along with that thought, it would have been a big help to be as
transparent as possible given the situation. Recognize how the funds were being used and
ask the employees for input.

4) Reflect on what you would do or not do differently given what you have learned
about this frame.

Ultimately there was nothing that I could have done to change the mindset of the
decision makers in the situation. Though the one thing I would have done differently had
I been the director or HR manager, is create a plan for a long term goal instead of a short
term one. A plan that would include some of the practices mentioned in the text including
the idea of “promoting egalitarism” (Bolman & Deal, 2017, p.151). With this idea as
written in the text “employees are an integral part of the decision making process”
(Bolman & Deal, 2017, p.151).

On that same perspective if I could not have moved forward with a decision that
allowed me to keep the employees on payroll then I would have ensured that they
understood why. A clear line of communication is important to create between the
employees and the leadership of and organization. Particularly in these times of the
pandemic where uncertainty is already luring in everyones day to day lives. Especially if
the right people were hired for the positions on the team then I would adhere to their
needs.

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Reference or References

Bolman, L. G., & Deal, T. E. (2017). Reframing Organizations: Artistry, Choice, and

Leadership (6th ed.). Hoboken, NJ: John Wiley and Sons.

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