Core Competencies Need by Human Resource Specialist Essay

Human resource departments today have a more distinct, calculated position within organizations, and human resource strategy influences the bottom line. “One of the challenges for HR leaders is convincing executive leadership teams that human capital is one of the most important resources in which the company can invest” (Mayhew, 2014, p.). Subsequently, “this return on investment is an essential part of the argument for including HR as part of an overall business strategy” (Mayhew, 2014, p.). Human resource departments utilize the information given to them from company executives and leaders, coupled with their respective expertise on all things personnel, and they plan and implement staffing concerns for the betterment of the organization. From preparing job analysis, to comparing inventory and forecasting, it is the responsibility of human resources to consider the objectives of an organization and fulfill those goals while operating the specific planning relative to HR.

1. Ch 1, page 60-61, question 4: What is “evidence based HR”? Why might an HR department resist becoming evidenced based?

The human resources department needs to be viewed as a staff of internal consultants who work alongside managers to achieve long-term company goals and plans. “Firms are more likely to succeed when human resource practices are aligned with the needs of internal and external customers” (Wang & Niu, 2010). Managers should be given more independence when making hiring, appraising, and compensating subordinates.

“Human resources (HR) are the people that an organization employs to carry out various jobs, tasks, and functions in exchange for wages, salaries, and other rewards” (DeNisi & Griffin, 2016, p. 4). Human resources contain a variety of key components that are essential to the success of any business. These key components include planning, job analysis, recruiting, selection, orientation, employee and labor relations,

Human resources involves workers who are in charge of the organization and responsible for implementing strategies and policies that relate to the management of individuals. It is a very important part of a company’s success and ultimately decides how much the company can grow and achieve (Vasquez, 2003). Human resource managers seek to achieve this success by arranging the supply

Human Resources plays a crucial role in harnessing the company’s human potential. Human Resources decides in determining the future success or failures of an employee’s performance by training and developing them effectively. Do you know what four basic skills are needed to become a human resources professional?

Turning toward the human resources management (HRM) perspective, companies now include HRM as a strategic partner in accomplishing the goals of the organization. The human resources professional does not operate in isolation, but is an integral part of any organization’s strategic planning team. The human resources director “is first a business partner of the organization and then an human resources (HR) professional” (Purushotham, 2009, p. 177). The scope of the HR professional is to interpret the strategic goals of the organization, and create total compensation packages that will attract and recruit high-value targets for candidacy while being mutually beneficial for both the organization and the prospective employee.

Today’s business world is more complex with the increase of more sophisticated technology and knowledge. Human resource management (HRM) has taken on a more demanding role in all organizations. It is the human resource professional contribution that contradicts rather or not a company will succeed or fail. The human resources have two main statuses: generalists and specialists. Each professional’s objective is to assist in the success and development of the company’s growth and goals. They accomplish this by recruiting highly intelligent and skilled individuals to join their team members. With the use of two articles Generalists versus specialists: Lifetime work experience and chief executive officer pay and Specialists vs. Generalist, this paper will discuss the similarities and differences between generalists and specialists in the HR profession.

In an era of increasing competitiveness, globalization, economic rationalization, deregulation, technological revolution and changing workforce there is an ever-increasing need for human resource management to be able to capitalize on the special challenges that this changing environment brings. For a company to be able to successfully keep ahead of the competition, human resource management is seen to be a significant contributor.

Planning skills are any skills that allow someone to look ahead and accomplish goals or avoid emotional, financial, physical or social hardship (Thibodeaux, 2017). Especially for the leaders, planning skills let them make and implement right decisions. Planning skills relate to seven areas of core competencies. The first is to set goals. To do this, someone must have a concept of what they want to do or a holistic vision. The next areas of competence are organization, analysis and data collection. Other capacities include diagnosing problems and causes; Predictions and projections; Communication; Evaluation and comparison; And implement and monitor actions. (Power, 2017). Competency is defined as a “manifest constellation

Given that the essential mission of a human resources management department is to maximize employee contribution in service of an employer 's strategic objectives we could say that therefore managing employee performance is one of the core mission of a human resources department. (Johnason, 2009). Some changes in the business environment such as globalization and deregulation of markets are fostering companies’ internationalization. At the same time the decreasing barriers for new entrants is significantly increasing the competitiveness. To succeed in a highly competitive and international environment is nowadays more important than ever to maximize employee performance. In this report we are going to see how we can improve

These aims are not simply laudable in their own respect; the failure to manage human resources internationally is increasingly recognised as a major contributor to the success or failure of international companies, a shortage of such leaders is a major constraint on growth in the globalised economy and the inability to recruit and manage transnationally competent staff will inhibit implementation of international business strategies (Scullion & Starkey 2000; Stroh & Caliguiri 1998).

The role of the Human Resource Professional is evolving with the change in competitive market environment and the realization that Human Resource Management must play a more strategic role in the success of an organization. Organizations that do not put their emphasis on attracting and retaining talents may find themselves in dire consequences, as their competitors may be outplaying them in the strategic employment of their human resources.

In recent years due to the factors like globalization and removal of trade restrictions have created fierce competition in the domestic market for the well-established domestic firms. So, this competition has encouraged many domestic producers to enter into the international business through exporting their product to the different parts of the world or licensing or joint ventures to gain higher profit. By following the paths of international business may encounter the new challenges that are coming along with international human resource management. International human resource management is the set of distinct activities, functions and processes developed by MNC’s, to attract, develop and maintain their human resources. (Taylor et al, 1996) The IHRM mainly deals with six core activities. They are recruitment and selection, training, career development, compensation, performance management and employee relation management.

Human Resource Management is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value. Thus, the scope of Human Resources Management becomes more extensive as management endeavors to meet the needs and goals of its people in the organization.