Using Mind Maps in Human Resources
Using Mind Maps in Human Resources
Introduction
Mind Maps are charts used to represent information or tasks for clarity. In recent years, due to changes in life styles people tend to absorb multiple information and concepts concurrently, Mind Maps can help establish consistency and clarity simultaneously. With the various attributes of mind maps, it is easier to represent information in charts graphically an aspect that characterizes innovate way of representing information. Using mind maps is not only instrumental but also helps in clarifying the significance of certain theories. It can also be as part of time management strategy as represented in the diagram below. In a world where information and how it is managed has become the backbone of things in our daily lives and work environment, mind maps are essential to help hasten corporate activities and manage time effectively and efficiently. This essay would attempt to discuss the usage of Mind Maps in human resource management with a close view on the UK.

Figure 1: mind up of time management
Definition of mind map
Mind maps are graphical techniques used to organise and present knowledge and information. They comprise of concepts usually, enclosed in boxes and interactions between ideas designated by line that links the notions. Words on the lines are known as connecting words or phrases, demonstrate the association between two or more ideas. In addition, an idea is described as a recognised regularity in the occurrences or objects, accounts connected by a label (Beirute and Mayorga, 2004). For most ideas, a label is represented in the form of line or image and in some instances more than one word can be utilized. Consequently, propositions or accounts about objects or result in the world, which can be occurring naturally or built. They entail more than two ideas attached by linking words to create a significant statement, popularly called semantic components (Berk and Winsler, 1995).
Figure 2: mind up of time planning

Figure 3: mind up on population growth and the planet
Definition of Human resources
Human Resources in the context of an organisation according to Tracey, (2007) is defined as people and personnel that run the organisation, in comparison to the other resources of the organisation such as financial and other material resources. As an extension the function that coordinates and managing of HR is human resources management.

Aims and objectives
· To establish how mind maps can help understand concepts in a given working environment
· To determine how mind maps can be used to manage processes in corporate organisation.
· To demonstrate circumstance of using mind map in the context of human resources management

Mind map – Characteristics and features
Mind map are concepts that are represented in a hierarchical design containing inclusive, and specific ideas at the top and less general ideas arranged below the map (Bloom, 1956). For a given domain the hierarchical composition relies on the context in which the domain understanding is being used or measured. Thus, it is imperative to create mind maps with reference to specific question it endeavors to answer, commonly known as focus queries. Mind maps according to Beirute and Mayorga, (2004) may be relevant to some occurrences that we are attempting to comprehend via organisation of skills in the structure of mind map, hence provide the context for these maps.
The following are some of the key features of using mind map in the work place:
1. Retention and Recall: When important information is being recalled from memory, mind maps would allow the main ideas to be quickly identified as they happen, in a systematic and organised manner and basis. There would not be the need to write ideas in full sentences on matters under discussion. It enables the quick and efficient means of reviewing and therefore allows recalling information effectively and efficiently.
2. Creativity: In a work environment, such as in a design studio where creativity is to essential, the use of mind map allows the person using it from linear thinking, by allowing key ideas to flow in a responsive and quick manner.
3. Problem solving: In a work environment, mind map would support in showing the relationship between the issues at hand and how they relate to each other. It allows a rapid and quick overview of the situation, and their relative importance.
4. Planning: In a work or business environment all the relevant information are down in an organised manner much more easily. It can then be used in the conceptual stage and as part of the planning process where any piece of writing such as a report and also a script of a film.
5. Presentations: In presentation of complex information to an audience, for example scientific information or topic can used to help organising the ideas coherently; the visual representation keeps complex ideas in context.
Mind maps can also be integrated into specific examples of measures or objects important in the clarification of a particular concept (Ausubel et al, 1978). Normally, these are not in boxes, because they are exact measures or objects and therefore they do not symbolize ideas. Mind maps were initiated in 1972 in Novak’s exploration program where he followed and comprehended changes (Novak & Musonda, 1991). During analysis, these scholars found out that it was intricate to identify changes particularly in children’s understanding. According to their study, learning involves assimilation of new ideas and propositions into the existing theory and propositional framework held by the leaner. This knowledge structure held by the learner is also called cognitive arrangement. Out of the need to find a suitable technique to demonstrate theoretical understanding materialized the notion. Hence mind map gained more recognition and acceptance not only for use in investigation, but in other uses in the work place including human resource.
Capturing and Archiving Expert Knowledge
The use of mind maps has equally risen in Human resource and is used to capture and relay information. It is used to represent and breakdown complex information and processes and articulate and disseminated it to others (Derbentseva et. al, 2006). Information and knowledge acquired over years of practice by a person with specialist knowledge can now be represented even to the lay person without an expert and specialist knowledge with sensitivity. Nonaka and Takeuchi (1995) highlighted the significance of using mind map on product design using information from the design team in an organisation. Most of the techniques applied before to theories including diverse forms of interviews and reviews with experts, including triangulation studies of how professionals accomplished some outstanding accomplishments can be represented using mind maps (Edmondson, 2000). These techniques continue to be hugely popular with cognitive experts in harnessing and nurturing specialist information and complex knowledge on which theory mapping are anchored. In human resource, interviews are employed to determine professional know-how required to carry out assigned duties (Anderson, 1992).

Human resource Planning
Increasing attention is being accorded to motivational aspects of the employee in the working environment, especially the need for self-respect, group association as well as self-actualization. This element and evolution in personnel management cuts across all countries and cultures Edward and Fraser, (1983). This aspect expanded the scope of applying elements of human resource administration and of human capital development in corporate organisations. The evolution of persons, their competency, as well as the process evolution of the collective corporate are the central to the development of employee productivity at the work place Carvaiho et, al. (2001).
Mind maps help human resource managers to recall information regarding employment advertisements, job description among other things without necessarily writing detailed sentences. This acts as an essential approach of reviewing. With the speedy variations in technology, demands of clients, market situation as well as aggressive environment, scheduling for human capital has become an imperative challenging task for the success of most organisations.
Human resource capital encompasses plans for future demands of workers, their needed expertise, recruitment of employees, as well as growth of workers. Human capital predications as well as human reserve inspection are the two most imperative elements of this form of scheduling (Bascones and Novak, 1985). Human resources predictions refer to forecasting a company’s future manpower demand for diverse classes of employees. The analysis of future requirements has to be employed on evaluation of the current and future policies as well as growth patterns. Forecasting entails the formal expertise survey and skills audit in an organisation and mind map could be deployed to assess all the likely permutations; reviewing financial plan, manufacturing and production planning as well as market conditions.

Staffing and training of employees
Staffing is imperative in choosing the accurate kind of personnel. Since most skilled jobs require technical expertise, the commitment and enthusiasm for training and acquiring new skills is an essential element of an effective manpower pool. Therefore appropriate selection structure is fundamental to ensure the right staffing procedure is in place. To encourage innovation human resource managers can use mind maps to stimulate the mind in order to allow the flow of new concepts. They could utilize every event on the map as a precedent of another event or object on the map. The achievement of most organisations is heavily anchored and dependent upon the staffing of competent and motivated personnel. Additional conduits of selection are enhancing the skills and competencies of existing staff but also through advertisements, expertise search companies, and academic organisations. Nevertheless, training of new recruits contributes straightforwardly to the evolution of human capital within corporate structures. Tutoring schemes are oriented towards sustaining and enhancing current job performance, while evolutionary development schemes endeavor to nurture competency for future jobs. Training begins with the classification of training demands through performance analysis and corporate review Bransford and Cocking, (1999). Immediately the training demands of corporate personnel have been determined, the next step is to organise training schemes. Approaches such as games, role playing, simulation practices and triangulation studies can be ideal to develop learning situations relied mainly on expertise. Training based on actual and work place experience should be stressed.
Performance evaluation
The critical measure of successful human capital within any corporate organisation is the performance of the employees. In this case, performance assessment is imperative for effective human capital development. Performance analysis is a process of appraising employee competency with a view to guiding and nurturing the employees’ potential. According to Bransford and Cocking, (1999) human resource managers can use presentations to create a mind map to help them coherently organize concepts and also understand what they are talking about. The competency review entails; presenting feedback and guidance, setting performance objectives, determining training needs and presenting inputs for management of pay control, rewards and promotion. In the event, human resources managers are faced with challenges and use mind maps help them to perceive issues and how they are connected to each other. In addition, they can rapidly have an overview of various aspects and their significance. Performance measurements help to determine whether an organisation is receiving expected contributions from its workers Coffrey et. al, (2003). This is imperative in that, the management comes up with relevant strategies in order to address the various situations arising.
Performance measurement also helps in evaluating the company’s planning structures and its contracts with respective shareholders. As far as coordination is concerned, it puts attention to the company’s goals (Coffrey et. al, 2003). Besides, it also does act as a monitor. This is to say, it weighs and gives the feedback performance in tandem with the corporate expectations. Performance measurement (Bransford and Cocking, 1999) also has a role in promoting understanding of how various processes affect learning and performance in organisations Bransford and Cocking, (1999). Another objective of performance measurement is to give guidance in the designing and execution of various activities that contribute heavily to the organisation’s secondary objectives.
Case study of the use of Mind map in Human resources in the work environment
Tesco supermarket Plc is a leading major UK retailer and grocer. It is known for its innovation in the retail grocery market and has the status for innovative ideas which has revolutionized the UK grocery sector by using information about its customer who participate in its ‘Clubcard’ scheme as one of the core aspects of its marketing strategy. The retailing giant uses the ‘Clubcard’ scheme as a platform on which it reviews and monitors some aspects of its marketing strategy Derbentseva et al, (2004).
Given the strategy of Tesco’s continued expansion of its retail outlets not just across the UK but beyond, the company had encountered shortage of skilled employees, the retailer thus used the strategy of enhancing productivity of existing staff and expected the staff to be multi skill in its bid to address the skill shortage. According to Derbentseva et. al, (2004) one of the concepts used by Tesco Plc is the use of Mind Maps to help achieve the following objectives:
Recruitment process
· Job advertisement
· Job description
· Skills assessment

Diversity and inclusion
· Equal opportunities
· Prejudice
· Race
· Gender
· Disability
Union Recognition
· Contracts
· Health and Safety
· EU regulations
· Code of conduct
Grievance Procedures
· Dismissal
· Opportunities
· Promotion procedure
· Personal career growth
Rewards structure
· Compensation
· Benefits
Training programs
· Innovative skills
· New programs
· Increase efficiency
· Continuing Professional Development (CPD)

Trade Unions
· Responsibilities
· Consultations
Productivity
· Output per worker per period of time
· Measuring performance
· Appraisal
· Motivation
Selection
· Short listing
· Interview
· awarding
· In-Tray practices
· Psychometric assessment
· Aptitude test

Conclusions
The main asset of an organisation is its employees and enhancing their competencies to work effective and efficiently is the goal of successful corporate organisation regardless of size. This essay highlighted some elements of human resources management namely; human resource scheduling, performance analysis as well as staffing and training employees where mind map may be appropriate to be deployed and used. These factors are imperative in supporting the human resources practitioners to enhance their human capital structure. The proper scheduling and execution of the human capital structure culminates in holistic advancement of employees.
This essay attempted to present the hypothetical basis and the origins of what is known as concept maps or mind maps. Whereas at first glance concept or mind charts might seem to be simply another graphic representation of data, comprehending the basis for this equipment and its proper use will make the user to examine that this is really a philosophical and influential tool. According to Ausubel, (1963), it might easily appear a simple arrangement of words into a hierarchy, although when caution is employed in arranging the theories characterized by the words, and the suggestions or thoughts are shaped with well chosen linking words, one starts to examine and perceive that an excellent mind map is somewhat easy to understand, but nevertheless stylishly intricate with philosophical connotations. Mind mapping is core in helping learners grasp theories, scholars and academics to develop knowledge, and managers in leadership roles to better systems and manage commercial organisations, writers to document and assessors to reprise learning. As with any instrument, it can nevertheless be misused. Finally, this document can be employed as the basis for additional experimentation, critique and well as dialogue concerning the function of this tool.
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