1. 62 ISSUE 16.1 HRMASIA.COM
HR YOUNG GUNS
63ISSUE 16.1 HRMASIA.COM
Learning involves integrating
experiences with concepts,
and linking observations to actions.
Between conceptual knowledge and
experience, is there greater emphasis of
one over the other?
“Conceptual knowledge” has a
multitude of interpretations. According
to the Association for Supervision
and Curriculum Development (ASCD),
Conceptual Knowledge is a connected
web of knowledge; a network in
which the linking relationships are
as prominent as the discrete pieces
of information. As for me, conceptual
knowledge is the inter-relationship of
concepts across multiple domains.
Complementing conceptual knowledge
with experience
Is theoretical foundation imperative
before beginning a job? In class, we are
given step-by-step guides on how we
should resolve conflicts, or deal with
other human relational issues. Models
and theories have formed the basis of
our knowledge. However, when the
situation arises in the real world, we
may fumble and these step-by-step
guides turn into an elusive theory.
To equip ourselves with the ability
to fine tune theories to meet and act
accordingly to the real-life situation,
we began to contextualise the concepts
with experience. This allows us to put
the theories into practical use.
However, does the reverse apply?
While being armoured with years of
experience, are we able to conceptualise
them? In particular, for those who
have been in the industry for years,
experiences have piloted decisions.
However, in a dynamic workplace,
basing our decisions on long-term
stored memory that has been primarily
acquired by associative learning will
present its limitation in terms of
relevance. The world is shifting rapidly
and the pace of change is increasing;
we need to look ahead. Thus, with
the assistance of frameworks, we can
harmonise experiences, and enable
practitioners to better meet the needs
of their organisations.
Case in point
Till now, what I have shared may sound
too idealistic, but is it practical? In
December 2014, working with a retired
childcare teacher and an art student, I
started “Tweety Tots”.
It is a playgroup service for toddlers
to develop a love for books and the
passion for reading through story-
telling and dramatisation.
Similar to a case report, we did the
necessary research in the initial stages
of our entrepreneurial journey and on
paper, our idea seemed brilliant. Models
were created, theories formulated
and philosophies crafted. However,
human relational matters were not
all predictable. Stretching resources
and maximising what we had required
experience and resourcefulness.
Having had several years of teaching
under her belt, the teacher’s ideas were
based on past successes. However,
having no prior experience, the art
student and I had to come up with ideas
based on what we had researched.
The best results were achieved when
we integrated experience with fresh
ideas to formulate the most beneficial
programme for our toddlers.
How can it be achieved?
In knowing its importance, it is
What attracted you to HR? Why are
you studying it?
Purpose painted with a smile:
Every morning while I was on the
bus, I used to observe my fellow
commuters. It saddened me to see
how depressed the majority of them
were. Singapore has been ranked as
having the longest working hours
in the world. It was unacceptable to
me to see people so upset heading
to the place where they spent most
of their time. This sparked an
interest in me to make a difference.
Combining my strengths with my
purpose at 17 years of age, I deduced
that HR was my perfect fit. I have
not regretted that decision ever
since.
What aspect of HR do you hope to
specialise in upon graduation?
I intend to kick off my career as a
generalist. Once I can appreciate
the roles that a HR practitioner can
take on, I will probably specialise in
recruitment and selection, followed
by talent management. I want to
inspire and assist clients to pursue
meaningful jobs that are not solely
defined by their academic results,
but also by their characteristics and
interests.
The top three things you want from
HR career?
Firstly, I want to uncover passions
within individuals. I want to help
individuals find jobs that they
can be passionate about, and
for organisations to bask in the
benefits of having passionate
employees.
Secondly, being a mentor is
important to me. I would like to be
Hobbies or inspiration?
I love playing soccer. Being able to
“dance” with the ball and having to
think on my feet on what my next
move is to get away from opponents
sends an adrenaline rush down my
spine.
My inspiration is in appreciating
the success in failure. The most
valuable lessons I have learnt are
from my failures. In the presence
of fear, having the courage and
fortitude to emerge from a state
of vulnerability unearths the most
profound lessons.
a mentor to aspiring individuals
to pursue their passions while
balancing them with their
strengths.
Thirdly, self-fulfilment. People
need to be driven by purpose and
for me, it needs to be beyond
monetary gains. I want to come to
work because that is where I hope I
can unleash my potential.
What challenges do you anticipate?
One is on career planning and
talent management. Uncovering
what employees want from their
professional goals is a process which
will require the employee to be
honest with themselves. Being in a
dynamic workplace and enveloped
with exposure, the probability of that
goal altering is increased. Having to
convince them that they can meet
their professional goals within the
organisation will give them purpose
and drive up productivity and
commitment levels.
Another aspect will be aligning
HR practices with organisational
goals. Competitive advantage is
achieved through the unison of
activities across the organisation.
It is in the collaborative efforts
and integrated systems that
an organisation sustains its
competitive advantage.
Finally, I expect a challenge in
leveraging on an inter-generational
workplace. During my internship,
I was tasked with conducting focus
group discussions. Having a room
with a single generation was easy, as
I could adjust the manner in which I
facilitated the discussion. However,
having a mix of generations was less
straight forward.
Every month, HRM speaks to a young university talent hoping to carve out a career in HR upon graduation
insufficient to be just encouraged; but,
to practice it till it is second nature.
Below states how we can develop these
skills on an individual level and apply
them at an organisational level.
Individual level
The Experiential Learning Theory is an
adult learning theory that highlights
how experience and concepts may be
integrated. This model consists of a
four-stage learning cycle.
Firstly, Concrete Experience requires
us to be open-minded as we go through
experiences. Secondly, Reflective
Observation focuses on thinking about
the experience, and highlights the
importance of reflection in learning.
Thirdly, Abstract Conceptualisation
emphasises the importance of
transforming our reflections into
general theories. Lastly, Active
Experimentation requires us to test our
theories and to reaffirm or reject them.
Organisational level
Managing diversity, particularly in
an intergenerational workplace, is a
common problem. By allowing the less
experienced to present frameworks
learnt in institutions and the more
experienced to beef up these frameworks
with experience, HR teams can create
a platform for an integrative learning
environment. This allows organisations
to reap the benefits of integrating
conceptual knowledge and experience.
Conceptual knowledge and
experience should complement one
another and not compete against
each other. If learning is viewed as
a continuous and holistic process,
segregating these two components can
result in missed opportunities.
By Mary Clare Abraham
Mary Clare
Abraham
Final Year Business Administration
Student, Majoring in HR Consultancy,
Nanyang Business School,
Nanyang Technological University
HR FROM THE CLASSROOM A web of knowledge