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HR Management

HR MANAGEMENT 3

HRManagement

HRManagement

Aprofessional map is a map that captures the knowledge, ideas, andbehaviours that different professionals need to meet the requirementsof professional membership team. Ideally, it defines and depicts whatan effective HR management practice should be like and it describesthe fundamental behaviours of good conduct. An efficient HRmanagement system should consider knowledge, skills and experiencediversity. According to the CIPD (2016), a professional map should beflexible which means that one can choose what to concentrate ondepending on the level of work, the accountability standards that onemust have in his or her role and depend on what ambitions one hasconcerning career development. This paper has two parts question 1and question 2. Question 1 discusses the extent to which behavioursin a professional map are essential for an efficient HRprofessional’s team with examples of why I agree or disagree withthe above statement. Question 2, on the other hand, evaluates thedifferences between competencies as discussed by David Ulrich (2016)and those that have been identified by the Chartered Institute ofPersonnel and development. In this part, one is required to determinethe Ulrich model as a focus on the responsibilities of the HRprofessionals and what the HR needs to do while the CIPD identifieshow to do it.

Question1

Thebehaviours of a professional map include probing criticalintellectual, role model, experienced influencer, individuallyreliable, ambitious to distribute, brave to hardship, and cooperative(Tosey,Anderson, Elliott, Harrison, and Valentin 2015, n.d).A curious decisive thinker is future engrossed, liberal inclined andpursues new inventive techniques to improve worth to the association.He or she also exhibits the capability to scrutinize information andstatistics instantly. For HR professionals to be effective, a curiousdecisive thinker must not avoid sensitive issues, must focus oncauses rather than symptoms, must make important faults in dataanalysis, must accept information without assessing the foundation,and they must also understand the overall decision-making process.Curious decisive thinking is important in that it enables aprofessional to use his or her creative or critical thinkingabilities to determine the solution to a problem. Without thisbehaviour in the HR professionals, the management is bound to fail.

Second,a paradigm is a person who constantly leads by example. Ideally, thisperson shall act with integrity, independence, impartiality,balancing individual, legal parameters as well as organizationalparameters (Spence2013, n.d).For HR professionals to be active, a role model must lead by example,be preoccupied with the needs of the entire organization rather thanhis needs, acts consistently and must not overlook minuteinappropriate behaviour concerning the corporation`s values,processes, and expected behaviours. Lastly, a role model enforces theHR and organizational processes while considering the impact it mighthave on persons as well as the relations with their individualvalues. A role model is, therefore, essential for an effective HRprofessional since it builds trust on management as they can dependon him.

Third,a skilled influencer is a person who influences others to gaincommitment and support from all stakeholders with their diverseskills, knowledge, and experience in their pursuit of the value ofthe organization (Caldwell2010, pp.40-58).A skilled influencer is important since he or she motivates theemployees to perform better and work harder for the achievement ofthe overall organizational goals. This individual is important for anHR professional to be efficient since he or she shows the staff howwork they perceived to be hard could be done in an easy way.

Fourth,personally credible professional is that person who builds anddelivers competence by relating HR and commercial proficiency tobring worth to the company, its shareholders, as well as its peers(Sun,and Shi 2008, pp.353-362).Without credibility, everything one says to its investors, potentialpartners and its employees can be questionable. This behaviour is,therefore, important as it helps the investors, stakeholders and itspeers to build trust in the company and therefore trust a firm onsome matters. For example, if a corporation were personally crediblethen a shareholder would believe it with the funds they invest.

Fifth,an individual who is ambitious to provide, exhibits his purpose,purpose, and resourcefulness to achieve the best results even inharsh environmental conditions. This person will do anything toensure that a company thrives on success and meets its overallstrategic objectives (Brockbank, Ulrich, and Beatty 2009, pp.111-117).Driven to deliver behaviour is, therefore, important as increasesmotivation among the employees thus increasing the level ofproductivity and hence the profitability.

Sixth,a person who has the bravery to hardships, displays self-confidenceto speak proficiently while inspiring others when challenged withunacquainted situations. Ideally, this type of an individual shouldtake a clear stand, should not avoid difficult confrontations, andshould show confidence in his judgments, knowledge, and abilities(Caldwell2008, pp.275-294).Courage to challenge is, therefore, important since it enables thecompany to partake challenging situations increasing competitiveadvantage and building on an active HR professional team.

Lastly,a collaborative person works efficiently and includes a range ofpeople inside the organization such as employees and outside theorganization such as investors, experts, and creditors to achieve theoverall organization’s objectives (Tosey,Anderson, Elliott, Harrison, and Valentin 2015, n.d).It is, therefore, important as it encourages teamwork and team spiritwithin the business.

Behavioursare adamant in the senior HR roles as they are the ones who areinvolved in the primary decision-making process (Spence,2013, n.d).These behaviours may somewhat vary depending on the organizationalcontext. Finally, one individual does not need to have all thesecapabilities, but they should be shared across the HR professionalteam.

Question2

Accordingto David Ulrich (2016), there are six competencies of the HR team.They include reliable activist, premeditated situated, competenceconstructer, modification supporter, HR visionary and integrator, andtechnology advocator (Caldwell2010, pp.40-58). The HR needs to think and act from the outside-in, build theirpersonal trust through business acumen, and define and buildorganization capabilities. He also needs to make sure thatindependent and isolated actions of the company are integratedthrough a disciplined change process, understand past historicalresearch on HR, and use it to incorporate HR endeavours intoresolutions to be able to solve future enterprise problems. Lastly,the HR needs to use technology to deliver administration systems ofthe HR more efficiently (Caldwell2010 pp.40-58).These management systems include processing of payroll, benefits,health care costs, and so forth. This David Ulrich model is differentfrom that established by CIPD since Ulrich model considerscompetencies at the individual level while CIPD considers skills atthe corporate level or strategic level.

Thedifference between these two models is that Ulrich finds credibleactivist while CIPD considers personal credibility (Sun,and Shi 2008, pp.353-362).An example on this is building company trust through business acumenand delivering professionalism to bring value to the firm. The seconddifference is that CIPD considers courage to challenge while Ulrichfinds HR innovator and integrator (Sun,and Shi, 2008, pp.353-362).An example would be where CIPD encourages employees to take onchallenge and HR integrates that problem in the administrationsystems to promote innovation. The third and the last difference isthat CIPD focuses on driven to deliver challenge while Ulrich focuseson capability builder (Sun,and Shi, 2008, pp.353-362).For example, a company can concentrate on their employees building ontheir ability that is skills, knowledge, and experience by trainingand developing them while still focusing on delivering on theorganization`s goals and objectives.

Conclusion

Inconclusion, a professional map is that map which shows the behaviourof HR professionals in different organizational contexts. Accordingto the Chartered Institute of Personnel and development (CIPD), keycompetencies in the HR professional that a hiring manager should lookfor are a role model, a curious decisive thinker, personallycredible, skilled influencer, driven to deliver, collaborative andcourage to a challenge. With these competencies, a company canimplement an effective HR practice. The Ulrich model, however,differed on. David stated that the skills should include strategicpositioned, dependable activist, proficiency constructer, HRinnovator and integrator, change champion, and technology proponent.Based on these two models one can conclude that a professional map isimportant for a company to operate efficiently and more. Withoutthese, an organization is deemed to fail.

References

Tosey,P., Anderson, V.A., Elliott, C., Harrison, P. and Valentin, C., 2015.HRD program provision in the UK: past, present, and future. In&nbsp16thInternational Conference on Human Resource Development Research andPractice across Europe.Retrieved on 27thNovember 2016 fromhttp://www.cipd.co.uk/cipd-hr-profession/profession-map/

Spence,L., 2013. The role that senior management, organizational structure,and policies play in the success of retention strategies and thereduction of retention rates. Retrieved on 27thNovember 2016 fromhttp://www.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2013/01/29/rolecall-2005-06.aspx/

Caldwell,R., 2010. Are HR business partner competency models effective?Applied HRM Research,&nbsp12(1),pp.40-58. Retrieved on 27 November 2016.

Sun,L. and Shi, K., 2008. The human resource competency studies and theIPMA-HR competency training and certification program inChina.&nbspPublicPersonnel Management,&nbsp37(3),pp.353-362. Retrieved on 27 November 2016.

Brockbank, W., Ulrich, D. and Beatty, R.W., 2009. HR professionaldevelopment: Creating the future creators at the University ofMichigan Business School.&nbspHumanResource Management,&nbsp38(2),pp.111-117. Retrieved on 27 November 2016.

Caldwell,R., 2008. HR Business Partner Competency Model: Re-contextualizingEffectiveness. Human Resource Management Journal, 18(3), pp. 275-294.Retrieved on 27 November 2016.