1.

Intro

Founded in 2003, LinkedIn has come a long way in establishing its status as the worlds largest professional network on the Internet. With its success, the company has globalized and can be found across horizons. LinkedIn helps connects professionals to make them become more productive and successful. Through LinkedIn, an individual would be recognized professionally for their accomplishments outside its current organization and aboard. This aids professionals who wish to apply jobs across borders and allows prospective business partners to gather relevant information Building up a professional network of trusted connections grants the individual an advantage in your career, should they wish to switch careers or to seek pastures anew. Furthermore, LinkedIn means professionals are also able to keep in contact and reconnect with current and ex-colleagues, and also professionals whom they never met in real life. In increasingly competitive times, professionals recognize the need to create a professional brand and reputation to be known and recognized professionally on a global scale, thus they turn to LinkedIn to remain connected and network with related-industry professionals.

2.0

Analysis and Design of Work

Achieving high-quality performances requires organizations to match the right people with the job requirements and enhance their jobs increase productivity. Consideration of such elements such as skills and personalities are the focal point in analyzing work. In narrowing down to the suitable individuals for the job, an organization seeks to make their lives at work more efficient. (Noe et al., 2014, p.100)

2.1 Job analysis Job analysis is involved in comparing employees skills against the actual requirements of a job objectively in meeting organizational goals. This results in a job description containing a list of tasks, duties and responsibilities. The importance of job analysis cannot be undermined as it facilitates in multiple HR functions, including recruiting, workforce planning, performance appraisal and preparing training activities for employees. Gathering information, pertaining to the job, can be done by consulting managers or the incumbents, as the person doing the work understands the job scope the best. (Tyler, 2013) LinkedIn could also turn to questionnaires or benchmark against its successful competitors. Often, job descriptions arent reviewed or updated regularly upon completion and this puts the organizations at risk of legal implications. If an employees workload is increased and isnt reflected within the job description, the organization could be held accountable legally. Thus, LinkedIn has to be wary of updating its job requirements database. For LinkedIns, the job descriptions are found online. It provides in-depth information and touches on primary objectives, responsibilities, requirements required and a profile of the organization. It breaks down the list of tasks dependent on job scopes or positions in an objective manner. However, the structure of the information varies in relation to the nature of the jobs listed.

(Linked In, 2013) From the above, certain job openings even contain a breakdown of the tasks and what-to-expect within a timeframe of a 30-days progression. This timeline allows interested parties to puts things into perspective of what-to-expect. Furthermore as LinkedIn is a globalized company, it clearly states the position in which the employee would be based in too.

2.2

Job Design

While job analysis emphasizes on organizational expectations of jobs, job designs seeks to motivate and satisfy employees needs in enhancing organizational performances. Job design requires understanding the job workflow and involves job analysis, to be effective. There are various approaches to job design dependent on the organizations industry and its environment. At LinkedIn, it mainly leans towards design for motivation. Although the workload is challenging and isnt repetitive, deskbound jobs might generate restless employees. Motivation is essential in ensuring employees work efficiently and autonomously. (SHRM Motivation, 2010) By presenting opportunities for employees at LinkedIn to embark on projects till completion, it keeps employees motivated and grants a sense of satisfaction. With each succession of a project, managers can provide feedback and consider granting more autonomy and responsibility to its employees in the future. Furthermore, working in teams increases engagement and allows exchange of knowledge. Granting more decision-making authority would not only motivate employees but enriches their job as well. Moreover at LinkedIn, being involved with creating products which impact the lives of many professionals around the world makes an employees work more rewarding and enriching, increasing employees self-fulfillment and self-esteem. (Nankervis et al., 2005, p.161) LinkedIn employees should welcome and relish of the responsibility and opportunities they have. Currently LinkedIn has a Rotate[in] Program which is a model of job rotation. This program widens its employees horizons by shifting them among different jobs, and alleviates repetitive work. (Noe et al., 2014, p.114) An individual would be constantly in the learning phase which can be daunting at the beginning, but the experiences can be rewarding and benefit employees with greater skills variety. (Transformation, 2013) Job rotation also allows employees to gain different career experiences in sales, finance or HR, resulting in the possibility of switching career paths.

To prevent morale from dipping, organizations can choose to exercise flexibility in ensuring satisfied employees. LinkedIn can grant employees flexible work schedules through flextime or telework given technological advancements. This improves employees work-life balance and eliminates the hassle of travelling to work, however such flexibility should be monitored and not harm employees performances. LinkedIn also looks to create a healthy and comfortable work environment for its employees to thrive in. Providing larger monitor screens, adequate lighting, and comfortable chairs are just some measures to reduce mental fatigue while employees cope with the demands of their jobs. These alternatives mentioned however cant be readily implemented across the broad spectrum of job positions. The nature of work and job design has to align with the best interests of the organization dependent on the job scope and tasks involved.

3.0

Training and Development

Training and developing employees is a planned effort by organizations to maintain competitiveness and increase organizational effectiveness. Aside from equipping employees with proper skills and know-how, it also puts the organization in a better position and increase the retention rate. However for training to be effective, it has to align with an organization needs to enhance employees performances. Efficient training results in equipping employees with better skills, higher productivity and reinvigorates an employee. Training and development also safeguards productivity, as well as supporting the organizations goals, by preparing employees for future jobs and preventing skills shortages. (Redman & Wilkinson, 2009, p.119)

3.1

Training

Administering training programs consumes an organizations resources. HR has to assess the workforce and determine the training required. This involves evaluating the types of training and who would be selected, in light of the organizations strategy and its characteristics. Training is essential, and to be deemed effective and beneficial, HR should always seek to gain feedback and evaluate the results of training. At LinkedIn, its rapid growth and international operations resulted in a diverse workforce. To ensure employees of different backgrounds work together harmoniously, HR can turn to diversity training to create an inclusive working environment, which is free of conflicts, and aims to leverage on employees differences. This also breeds empathy and encourages thoughtfulness within a diverse workforce. Furthermore, it reduces the risk of organizations getting involved in legal lawsuits involving discrimination. Conducting training can be done in many different forms. As LinkedIn is a tech company, training and engaging its employees through videos, podcasts and Elearning would be ideal. Furthermore, information can be easily distributed and shared across internationally. The drawback would be that the onus is on the employee to participate. In modern times, organizations have recognized the importance of teamwork. To cultivate teamwork among employees, HR could turn to experiential programs such as adventure learning to foster bonding and engage employees in building trust and establishing cooperation. Through games and fun activities, these also help employees socially by forming friendships and improving their interpersonal skills. (Redman & Wilkinson, 2009, p.123) Furthermore, with LinkedIns Rotate[in] Program, employees are granted chances to expand their skills variety. In increasingly competitive times, training also ensures organizations are able to adapt to changes within the business environment.

3.2

Development

In contrast to training, development isnt necessary. While training is applicable across the entire workforce, development is tailored to an employees individual needs. Development programs prepare employees with learning, which allows them to grow individually alongside the organization itself. (Nankervis et al., 2005, p.271) This prepares employees to take on different roles and responsibilities in the near future. With talented employees seeking opportunities within competitive times, providing meaningful support helps to retain them. Furthermore, with the trend of young individuals nowadays job-hopping at an alarming rate. LinkedIn can also look to include fast-track management programs that enable individuals with high potential to advance rapidly, while ensuring fairness. To groom them further, HR looks to pair high-potential young individuals with mentors that can impart invaluable advice and provide guidance, through different job positions that provides them a better understanding of the organization. The approaches to employee development vary with the organizations strategy and industry. With technology ever-changing, coupled with new software available, Linked should recognize the need to constantly update its engineers through seminars or workshops of such advancements. Job rotation also helps employees to gain insights of different jobs. With vast exposure and different experiences gained through multiple roles, employees possess a larger skills variety. With LinkedIns globalization, HR can look to transfer competent employees abroad to take charge given their experience gained from job rotation.

Furthermore with a growing reliance on teamwork within a workforce, LinkedIn should recognize the importance of developing an employees interpersonal and soft skills. While job know-how is clearly essential, other skills such as communication, time management, interpersonal relationships and leadership are traits that allow employees to thrive. (Nankervis et al., 2005, p. 266) Plus, with business done on a global scale, providing employees the ability to understand, negotiate and communicate and manage individuals from different cultures is advantageous for an organization. (Nankervis et al., 2005, p. 165) However, the results of developing employees soft skills are often hard to measure and intangible. Ultimately, training and development serves an important and positive message of an organizations willingness to invest in employees. Aside from enhancing an organizations competitive position, training and development fosters a good reputation for being a good employer and helps in retaining employees. Furthermore, organizations should recognize the links between training and performance, and consequentially, ensure profitability.

4.0

Compensation

Compensation is viewed as an integral element of SHRM. It comprises of salaries and benefits that remunerate employees for their output. While pay is more appreciated due to its practicality, benefits are tax-free and offer social and economic security. Ultimately both contribute in attracting, retaining and motivating employees.

4.1

Establishing a Pay Structure

Establishing a pay structure within an organization is crucial to its performance. Pay influences employees attitudes and behavior easily and even cause employees to evaluate their opinion with their employer.

Pay has to fall in accordance with legal requirements. The Equal Employment Opportunity means HR has to define a fair and unequivocal pay structure. The criteria in determining an employees pay should be unbiased and objective. With a diverse workforce at LinkedIn, HR has to ensure that its pay structure complies with the legal environment and isnt discriminative of an employees wages. Pay differentials should only be linked with business-related considerations and must be justified due to legitimate factors such as education, job experiences or skills. For example, jobs that involve high risk or undesirable working hours are validated reasons for pay differentials to compensate workers for the working conditions. At LinkedIn, employees are often deployed to work abroad in a foreign country. Thus, they might be compensated with a higher salary due to being further away from home, despite the same workload. Ultimately, organizations should aim to provide equal pay for equal work and rid of any form of discriminatory prejudices within the workforce. Another aspect of pay structure would be the pay level, which decides what to pay. This is dependent on the industry and also the strategic direction of an organization. Being in a technology industry, LinkedIn competes with illustrious firms such as Google and Facebook, for a limited pool of highly skilled individuals who are innovative and tech-savvy to maintain its products and services online. With such circumstances, paying the market rate and above would be recommended. Aside from offering competitive salaries, pay equity is also decisive to employees performances. Often employees compare their pay with colleagues as well as outside organizations, regardless of positions. When employees feel under-rewarded, they are likely to reduce their efforts or consider leaving the organization. To counter issues of pay level and equity, LinkedIn should look to review their pay structure regularly and benchmark it against its successful competitors like Google.

4.2

Benefits

In a competitive industry where organizations offer similar wages, benefits can be advantageous. Attractive benefits create a positive influence and reflect well upon the organization. However, benefits offered require a substantial amount of an organizations budget. (GuidemeSingapore Benefits, 2013) Benefits come in an array of options and organizations should look to tailor the variety of benefits that meet employees needs. Benefits also serve to incentivized and motivate employees. With government regulations, certain benefits are legally required. In addition, certain benefits have become so common today that employee expect them. (Noe et al., 2014, p.400) At LinkedIn, it strives to have a balance of benefits ranging from providing economic security to improving work-life balance and quality of life at work. It is noted that an employees quality of life affects productivity. Furthermore with less to worry about, employees are able to focus more at work instead. (Drell, 2011) Currently LinkedIn offers a wide range of benefits consisting of amenities like health insurance, gyms, recreational centers and also provides transport and caters meals for their employees. Aside from leisure benefits, LinkedIn can consider offering employees economic security through a 401(k) savings plan or equity compensation that incentivize employees to perform in the best interests of the organization. (Schoenborn, 2009) Benefits can also be strategized in the long-run by rewarding senior employees with more annual leave, higher bonuses or granting entitled to more privileges. Additionally, LinkedIn can consider providing onsite childcare services. This would provide assurance and allow employees to dedicate more time to work. However, HR should study the number of employees that have kids and ensure its benefits cater to most of its employees by weighing up the marginal benefits and cost to ensure that its a justifiable choice.

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Benefits might occur in other forms as well. At Linked in, inDay grant employees a day off from their daily tasks to invest in their passions and interests. This happens once a month and allows employees to work on new ideas, pursue their interests, give back to the community or just have fun. This brings about larger engagement and interaction and creates a more lively work environment. inDay is a way for LinkedIn to demonstrate their appreciation for their employees and lets them work on things they are passionate about, to transform themselves and inspire others. (Lopez, 2011) Ultimately, attractive salaries and benefits not only reflects the image of an organization and how well it treats their employees, but helps to stimulate performances and also makes LinkedIn an attractive place to work in.

5.0

Conclusion

Creating a high performance work system in modern times requires HR to be strategic in implementing policies, which serves to motivate employee and monitor employees well being. Given the range of SHRM practices, organizations must consider the constraints and challenges faced when incorporating such practices such as limited land, a diverse workforce, industry its in and technological advancements. Furthermore, with such practices consuming and involving resources of time effort and money, HR has to monitor such programs and its effectiveness. Ultimately, SHRM practices are judged by its success of delivering tangible results that align with the strategic goals and performances of an organization.

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References Drell, L., 2011. Mashable. [Online] Available at: http://mashable.com/2011/10/17/google-facebook-twitter-linkedin-perksinfographic/. GuidemeSingapore Benefits, 2013. [Online] Available at: http://www.guidemesingapore.com/doing-business/hr/singapore-employmentact-guide. Lopez, B., 2011. LinkedIn. [Online] Available at: http://blog.linkedin.com/2011/12/21/indays-2012/. Nankervis, A., Compton, R. & Baird, M., 2005. Human Resource Management Strategics and Processess Fifth Edition. Noe, R.A., Hollenbeck, J.R., Gerhart, B. & Wright, P.M., 2014. Fundamentals of Human Resource Management Fifth Edition. Schoenborn, E.D., 2009. [Online] Available at: http://www.shrm.org/hrdisciplines/compensation/Articles/Pages/EquityCompe nsationatPrivateFirms.aspx. SHRM Motivation, 2010. [Online] Available at: http://www.shrm.org/research/articles/articles/documents/100235%20research%20quarterly-q2-fnl.pdf. Transformation, L.C.o., 2013. [Online] Available at: http://www.youtube.com/watch?v=Y8hRENh-rOg. Video. Tyler, K., 2013. [Online] Available at: http://www.shrm.org/publications/hrmagazine/editorialcontent/2013/0113/pag es/0113-job-descriptions.aspx.

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