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Cross-functional teams, comprised of a myriad of members that have varying expertise and are subject matter experts from different, yet interrelated subsets, strategically pool and align varying knowledge and perspectives to create greater synergies, effectiveness, and productivity that may not have occurred if done separately or in a homogeneous group. Utilizing cross-functional teams would serve as an informal method of cross-training employees and would imbue employees with the tools to be versed in several areas of the organizations. Blindenbach-Driessen (2009) reinforced the notion that cross-functional teams have the responsibility to generate new knowledge with the functional expertise of each member (p. 1). This well-roundedness would allow individuals to be more apt to respond to complex multi-subjected problems with certainty and accuracy. Additionally, cross-functional teams take on the increasingly
important role of improving a work process. Although it works especially to solve a specific problem, the end-goal should also yield a standard practice that can be applied uniformly throughout the entire organization for an overall increase in efficiency. Ideally, it would be beneficial if the department could create several “super teams” that minimally consisted of a planning, production, infrastructure, and resource allocation-positioned employee. Such a team would allow for consistent monitoring of projects and well-guided crosschecks to ensure that projects are efficient and well aligned the first time around. Coaching/mentoringCoaching/mentoring is another strategic human resources management tool for non-profit/public organization because it mentally prepares employees. The tool allow employees to be mentored by senior and tenured and introduced to new perspectives about how to operate within the organization. This not only gives them helpful operating tips, but also imbues employees with a confidence that help motivate them. Moreover, coaching and mentoring is a useful SHRM tactic because it allows the organization to mold employees according to their liking. Sometimes workshops and training are not successful in giving employee all the tools needed to complete the job. Because every organization has its own cultural nuances and unofficial inner-workings, training is not always able teach them. Coaching and mentoring allows the organization to teach employees the special tenets of the organization, so that external stakeholders, i.e. the general public, receive quality service despite differences in seniority and experience. Human Resource ProcessesDDOT does not have a flaw-free performance management process. Presently, the agency has been trying to navigate around the negative and efficient effects of performance management. In the agency, performance evaluations have been a source of controversy because they are done haphazardly.