Application of Frontline Success System in Human Resource Management

 A graduate of George Washington University with an MBA in business and organizational development, Chandi Chandra Krohl serves as an administrative officer at MPA - The Association of Magazine Media. Chandi Krohl has built a human resources career of more than two decades, using various tools, such as the frontline success system.

The frontline success system integrates mobile-first software and services into a single accessible platform for human resources departments. It simplifies various HR functions, including onboarding and offboarding processes, pay summaries, PTO requests, and shift management. In addition, the platform streamlines administrative tasks for frontline workers and enhances their overall work experience.

Real-time communication is at the heart of the frontline success system. Some HR departments use group messaging, daily stand-up briefings, and pulse surveys to facilitate instant information sharing and collaboration. During the COVID-19 crisis, organizations required channels to ensure unconstrained by physical location, enabling cross-team collaboration to occur anytime and from anywhere. Furthermore, the platform is crucial in crisis communications, allowing HR to rapidly disseminate critical information during emergencies, prioritizing safety and well-being.

Reasons for Engaging Young Employees in HiPo Programs

An accomplished professional with a diverse background in human resources and talent management, Chandra "Chandi" Krohl serves as an administrative officer at MPA - The Association of Magazine Media. With extensive experience spanning over two decades, Chandi Krohl has held key roles in renowned organizations, including Clarabridge, where she oversaw leadership development, talent reviews, and HiPo initiatives.

HiPo initiatives help organizations retain employees with high potential to excel in target roles. These initiatives aim to match employees with suitable roles and drive long-term operational efficiency.

With the increasing number of people approaching retirement age, identifying high-potential employees based on their future potential rather than solely on their past performance allows organizations to consider younger talent for leadership development programs. This approach eliminates the traditional notion that employees must spend a long time with a company before being considered for such opportunities.

Organizations can better retain and engage these high-capacity employees by including younger individuals with leadership potential in emerging leader pipelines. Young talent often seeks challenging and fulfilling work, and by providing them with opportunities to develop their leadership skills, organizations can keep them motivated and less likely to seek new job opportunities elsewhere. This is particularly important for Millennials, who, according to a Gallop report, are known for being open to job changes.

Organizations engaging and developing their young, high-potential talent benefits them in two significant ways. Firstly, it helps retain these talented individuals, ensuring they remain valuable assets to the company's success. Secondly, it widens the leadership pipeline by tapping into a previously untapped pool of talented employees.

Three Primary Functionalities of HRIS

 An experienced HR professional with a diverse background in human resources management, Chandra "Chandi" Krohl has held leadership positions in various companies throughout her 25-year career. Chandi Krohl also has extensive experience driving organizational change and managing a human resource information system (HRIS).

HRIS is a digital tool that helps store, track, and manage data related to human resources operations that are relevant to employee management and organizational success. While HRIS doesn't have the gold standard features or exhibit custom-tailored functionalities, such as workflow automation and employee training, that vendor organizations and clients require, many HRIS feature database management, time and labor management, and benefits management functionalities.

Database management is the core offering of HRIS. This functionality helps store and manage personnel data effectively. These include emergency contact details, compensation information, performance review scores, and learning metrics. With effective database security and user access controls, authorized users can obtain information from the database anywhere and anytime.

Some HRIS with time and labor management functionalities keep employee logs for tracking employee activity and performance. Based on this information, managers can determine whether to approve leave requests, how much pay an employee deserves, and compensation for punctuality and dutifulness, among others.

Many HRIS also offer benefits management functionalities such as retirement investments, medical benefits, query processing, and feedback processing. This improves recruitment success and transparency, which consequently enhances employee satisfaction.

Talent Management in Human Resources

 Chandi Chandra Krohl is a Virginia-based human resources professional. She holds a bachelor’s degree in English literature and MBA in business and organizational development from George Washington University. Chandri Krohl has worked in human resource management roles, including as the director of talent management at QuadraMed Reston for four years.

Human capital is arguably an organization’s most valuable asset. Therefore, human resource management is a crucial component of any organization. HR management involves managing, organizing, recruiting, and developing the workforce. Thus, companies employ various processes, including talent management.

Talent management on the company’s workforce talents and skills. It identifies talent gaps for recruiting purposes, establishes training exercises, and retains skilled employees long-term.

Successful talent management processes start with hiring. The hiring process focuses on necessary skills and organizational and cultural fits. It provides incentives productivity incentives and encourages employee retention. In addition, talent management helps develop staff so that organizations attain their goals, encourage innovation, and stay competitive.

Badgers on the Ball - Six Great Wisconsin Quarterbacks

 A seasoned human resources professional, Chandi Chandra Krohl formerly served as the director of talent and culture at Clarabridge, a call center solutions provider. In her spare time, Chandi Krohl supports the athletes of her alma mater, the University of Wisconsin. The Badgers are a perennial football power, benefiting from the prowess of several outstanding quarterbacks. Three sports websites have ranked six of them as the school’s finest.

All three sources agree on who is first, second, and third best. Their unanimous choice for the top leader is Russell Wilson, who had a tremendous impact despite having only one season (2011). Transferring from North Carolina State, Wilson surpassed all other Wisconsin QBs in touchdowns (33) and yards completed (3,175) for a single season. He led the Badgers to a Big Ten championship and a trip to the Rose Bowl before embarking on a stellar NFL career.

Coming in second, Brooks Bollinger (1999-2002) led Wisconsin to three consecutive bowl victories. Having won the school’s most career victories (30), Bollinger also broke records for rushing yardage (1,767) and on-the-ground touchdowns (26). The conference Freshman of the Year, his pro career spanned seven seasons with a 74.6 QB rating.

The third-ranked choice, Darrell Bevell (1992-1995), is the all-time Badger QB in three categories, with 7,686 passing yards, 646 completions, and 59 touchdowns in the air. He guided Wisconsin to a dramatic Rose Bowl win over UCLA in 1994. He did not play in the NFL, serving instead as an offensive coordinator.

Three other players also deserve mention. After the Badgers’ dismal 2008 season, Scott Tolzien helped produce 9-3 and 11-2 records, compiling the program’s highest-ever completion ratio at 72.9 percent. In 2005, John Stocco threw for one of Wisconsin’s best seasons before Wilson, contributing 21 touchdowns. A final standout, Joel Stave started as a walk-on but won second place in Badger history for passing yards (7,635) and touchdown passes (48).

Vacation and Time-Off Policies in Companies

 An MBA graduate of George Washington University, Chandra “Chandi” Krohl is a human resources professional with experience directing corporate talent acquisition and management efforts. She formerly served as director of talent and culture at Clarabridge. Chandi Krohl has also coached and counseled executives on employee relations and corporate policies.

Vacation and time-off policies are integral parts of HR policy and usually are included in the employee benefits portion of HR policy. Some employers, however, develop a separate policy on time off.

Vacation and time-off policies typically include circumstances or events that justify an employee's absence from work. These policies include sick days, maternity leave, holidays, and vacation. Policies also specify whether an employee will be paid during a leave of absence. The acceptable durations and frequency of leaves also are communicated in policies.

Time-off policies necessitate procedures. For example, a female employee about to become a nursing mother is entitled to maternity leave, but these employees need to know how to request time off. The procedure may involve writing a request or filling out an online form. Employees also may need to know the appropriate time to submit the request.