The Making Of A Human Resources Department

1732 words - 7 pages

Serving as a Human Resources Manager for a rapidly growing organization in Southern California often proves to be both challenging and rewarding. The organization I happily work for, New American Funding (NAF) is one of the nation’s leading mortgage bankers. Coming into this organization, I had spent time working in Human Resources Management roles, but in all fairness, nothing could have prepared me for the role with NAF.
When I was interviewed for the role as human resources manager, I was lead to believe by a rather persuasive recruiter that there were nearly 200 employees and the company was looking to double in the next year or two. I was nervous to develop a role in a company that was already this large where I would be managing the department. I had worked in large companies, but my role as a human resources manager had been with a company with only 100 employees. This was going to be a challenge, and I was a little nervous. The role of human resources management was not foreign to me. As the text describes HRM encompasses, “the policies, practices, and systems that influence employees’ behavior, attitudes, and performance,” (page 3) (Noe, R. A., Hollenbeck, J. R., Gehat, B., & Wright, P. M. (2014). I felt very comfortable with the role of human resources manager with NAF and was interested in pursuing the hiring process.
When we spoke of the role and what it entailed, I was informed that the role was ultimately new and that it would be up to me to develop the department, that at the current time, the department was primarily only working on onboarding, because there was a great deal of hiring. I interviewed with several people: the recruiter, the head of licensing, the head of compliance, the COO (who would be my boss) and the President, who also happened to be the owner. I never thought to ask anyone else about the employee count, and the lengthy discussions we had were really only about onboarding, and I was alerted to the fact that the company really only saw HR as a necessary evil if you will. At this time, I don’t believe that they saw the true value that an HR department would bring to an ever growing and changing organization.
It has been over two years since those interviews. When I joined NAF they had 384 employees, I ran a report last week and we had 903 employees. I was alerted to the fact that the mortgage industry experienced cyclical changes, but I was informed our company didn’t experience change like most in the industry. I have learned so much being with NAF.
In 2013 NAF experienced unsurmountable change, the company hired 699 people, unfortunately we also had a Reduction in Force due to the change in the market and mortgage rate increases. This created a huge difference in our call center division and we were forced to eliminate positions. In 2013 between hires, terminations, resignations and reduction in force position eliminations, the Human Resources Department had nearly 1200 employee transactions. Performance...

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