Human Resource Management Competencies
Challenges faced in Human Resource Management in the Workplace Romonia Fullenwilder HRM5004 Human Resource Management Email:[email protected] com Instructor: Dr. Jean Gordon Abstract Today the Human Resources Management (HRM) professional role is integral with the strategic growth of an organization by managing its Human Capital. Human Capital is defined as “the knowledge, skills, and capabilities of individuals that have economic value to an organization (Bohlander & Snell, 2010).
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According to a recent poll of executives conducted by the Society for Human Resource Management (SHRM), “making the most of their investments in human capital will be the greatest challenge for organizations in the next 10 years” (Schramm, 2010). This challenge will undoubtedly expand as more companies meet the need to move toward globalization. The key competencies of the HRM professional role in human capital management involves: 1) current business trends, 2) issues, and 3)opportunities for organizations.
Role of the HRM professional in Human Capital Managemet Competing for people is the central theme of Human Resource Management (HRM). Top talent, innovation, and creativity continually contribute to an organization’s success. HRM professionals are responsible for recruiting, training and developing internal employees and external candidates to strengthen an organization (Bohlander &Snell, 2010).
HRM professionals perform various functions such as implementing and enforcing company policy, acting in the capacity of employee advocate and serving as a consultant to line managers, supervisors and executives. Looking at the role of the HR Business Partner, it sums up the mastery that Bohlander refers to. Bohlander also possesses the skills that Pilenzo (Pilenzo, 2009) refers to as the new paradigm of HR. Pilenzo’s theory introduces three elements that HR professional would need to possess.
These elements are very similar to the mastery competencies that Bohlander refers to. Pilenzo’s elements are: to substantially redefine the tactical, strategic, and operational role of HR in organizations, fully develop the concept of quantitative measurement of outcomes; and expand the body of knowledge in HR to include operational expertise and performance standards. Competencies of HRM profession in Human Capital Management Bohlander (2010) states, “Managers must acquire a complementary set of competencies. ” (p. 3) The set of competencies are business mastery, HR mastery, change mastery and personal credibility and is an arsenal of expert level skill needed by HRM professionals to effectively manage a human capital. Moreover, competitive challenges are a revolving force in human capital management. Due to technological advancement, HRM professionals are researching and using HR software systems such as HRIS to manage employee payroll and give employees access to their health and pension benefits. In the past, this was handled manually and was very-time consuming for HR professionals.
HRM professionals also have to consult with IT professionals to understand technological processes that help manage human capital and businesses. Zeidner (2008) states, “HR professionals considering any kind of system have had to become versed in the vernacular of information technology—learning concepts once strictly the domain of computer science majors—such as models for service delivery (e. g. , leased, hosted or licensed) and the risks, benefits and costs associated with any selection. ” Trends and Opportunities of Organizations
Other challenges Human Resource Management ( HRM) Professionals face include competing, recruiting and staffing globally, constraining costs, responding to the market and managing talent. As the business environment, types of jobs, and types of workers evolve the HRM profession and skill set will become increasingly critical to the success of a company. Differentiation and competitive success is increasingly driven by a company’s ability to hire and develop employees to a specific skill or method of operation and then to also retain those employees.
Not only will the HRM profession focus on strategic planning but it will continue to be essential to focus on employees, their concerns, and their needs. With the global economy rapidly shrinking the globe and therefore increasing the number of companies competing for the same individuals, organizations will need to be fierce in creating a value proposition for their employees to ensure that they remain with the organization. Future Roles in Human Resource Management
In addition to the needs for talented staff in a global market, today’s HR professionals must meet the demand for knowledge workers. Technological advances that include the internet, data management, computer networking, etc. have increased the need for workers to possess more advanced skills. According to Bohlander and Snell (2010), the knowledge worker is one whose responsibilities “include planning, decision-making, and problem- solving”.
As technology continues to move forward, the skill level for knowledge workers will also continue to increase, and thereby the need for an increase in the knowledge of HRM. In some other readings, other firms believe that many of the functions of HRM will become automated or outsourced. Technology is the leader of that change. According to one source, some of the technologies that HRM could see, include: ASPs and technology outsourcing, voice recognition, eLearning, virtual shared service centers, web portals, streaming desk-top video, mobile web, and electronic signatures.
In closing, the Human Resources (HR) professional role is integral with the strategic growth of an organization by managing its Human Capital. Human Capital is defined as “the knowledge, skills, and capabilities of individuals that have economic value to an organization. As the face of HR continues to evolve, HRM professionals are going to have to research and keep abreast of the latest trends and technology to have a curve on their competitors. Citations Bohlander, G. , & Snell, S. (2010). Managing Human Resources (15th ed. . Mason, OH: Cengage Learning. Pilenzo, R. (2009). A new paradigm for HR. Organization Development Journal, 27(3), 63. Retrieved from http://proquest. umi. com. library. capella. edu Schramm, J. (2010, November). HR’s Challenging Next Decade. HR Magazine , 55 (11) , 96. Retrieved from ProQuest, DOI :2175431821 Zeidner, R. (2008, May). Introduction to the discipline of human resources technology (SHRM online). Retrieved from htp://www. shrm. org/hrdisciplines/technology/Pages/TechnologyIntro. aspx