Сrеdiblе Асtivist Аnаlysis

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Сrеdiblе Асtivist Аnаlysis

Competencies for a credible activist

One of the key competencies that make up a credible activist is education, training and certification [ CITATION Ulr07 l 1033 ]. Basing on this, professional HR in organizations relay creative and innovative ideas in an organized manner if they are well trained and educated. Having the professional credibility coupled with the interpersonal skills allows the professional HR to take up positions through challenging the assumptions within the organization and consequently influence the employees making up a credible activist [ CITATION Sal15 l 1033 ].

A HR credible activist focuses on relevant business activities or options that are of benefit to all partners in the company and bears profit though influencing the operation of other departments that are controlled by HR. According to Ulrich et al, (2007), it has been noted that professionals have to demonstrate competencies that portray them as both credible and active. The credibility in the HR is demonstrated by how the professional deals with people in the business sphere through concern, compassion and communication care [ CITATION HoM15 l 1033 ]. Through demonstrating these values, the professional gains respect amongst employees and admired.

A credible HR activists must be able to understand the procedures involved in the operations of various processes and the transactions done in the departments within an organization so as to ensure harmony and smooth working. The tendency of the employees having disagreements on pay and other financial misunderstandings will greatly be reduced when the transactions involved and the production costs by the company’s units is well understood by all the stakeholders. This can be through inventory controls, income statement calculations, and balance sheet which help in promoting trust among the parties involved [ CITATION Aqe15 l 1033 ].

Also, credible HR activists share with other parties the benefits of certain actions to the entire organization other than the HR department only. Through this, cooperation from other managers is won thus influencing the progress of the company.

In addition, credible HR activists have a strong ethics system which acts as a guide for the employees to adhere to the company’s goals and avoid distractions that may divert the attention from the initial plan and the set goals. They observe the ethical issues and ensure the regulations and practices that are not accepted are not undertaken so as to maintain the company’s reputation.

Similarly, Cohen, 2015, posits that a professional has to be viewed as active within the organization in order to create much impact within the organization. As such, the professionals have to be at the forefront in designing strategies within the organization that meet the customer expectations and delivering them. Thus, professionals demonstrating these competencies influences the employees to listen to them [ CITATION Cas16 l 1033 ].

Interpersonal competencies by successful HR professionals

Ulrich et al, (2007), establishes that there exists five competencies that should be demonstrated by successful HR professional. Successful professional HR have to be strategy architects whereby, the professional should demonstrate a vision for the future success of an organization. These strategies involve the professional HR examining the social, economic and technological situation in which the company operates and how these factors can be useful to the growth of the business. Thus, the professional HR should appreciate the linkage between the business and customers to enhance the competitive dynamics in the company [ CITATION Sal15 l 1033 ]. Competent HR professionals must be strategic architects. Their functions should be in line strategies of the business. For instance, they help the company to adjust so as to accommodate the market changes that may arise, through modification of its hiring recruiting, compensation and training functions so as to meet the new changes.

Furthermore, the professional HR should be a change champion in a company by leading in shaping the culture which develops a strong brand name. As culture stewards and change champions, the professionals should demonstrate commercial representativeness to enhance seamless change in the company which focusses on developing competitive and sustainable business environment. Successful HR professionals should be able to appreciate the cultural diversities among their employees and be able to use the diversities to create an enabling environment for everyone in the organization. The differences in the backgrounds of the employees may lead to conflicts but under successful HR professionals, employees are helped to cope with different cultures, thus making good opportunities from the different perspectives. It also maintains the organization’s culture by ensuring new cultures are incorporated but their influence should not interfere with the organization’s goals[ CITATION Mas15 l 1033 ].

Another competency HR professionals should possess is business ally according to Ulrich (2015), where they know the company’s position financially, the company’s advantage over the competitors and they know the business’ stability in terms of cohesion among its staff. They focus on developing effectiveness and efficiency in the business environment resulting in sustainable and competitive advantage for the company [ CITATION HoM15 l 1033 ]. Since they possess knowledge on finance, research and development, they should utilize the knowledge to integrate the various segments to work together and make money for the company.

As operational executor, the professionals utilize the available resources like technology and policies to orchestrate an effective organization [ CITATION Cas16 l 1033 ]. Besides, the drafting, adoption and implementation of operational aspects are to be undertaken by the professional demonstrating speed, purpose, efficiency and innovativeness to create a well-built company.

Moreover, the professionals have to present themselves as organizational designers by inculcating theory and practice into talent management in the design of how the organization works. It can be established that both talent and organizational design are interdependent in that the professional with a talent needs an enabling organizational design for enhancing the talent [ CITATION Coh15 l 1033 ]. Furthermore, the professional should connect the firm and the people through technology like social media so that the business can link with the external environment, that is, the customers, who will provide useful feedback and impact positively on the talent growth and ultimately high performance in the fundamental work of the company.


Conclusively, it has been established that credible activists have to combine both the knowledge they possess through training and experience together with the manner in which to deliver their innovativeness to the employees to allow the employees to perceive them as credible and active within the company [ CITATION Ulr07 l 1033 ]. Furthermore, besides the credible activist, the professional HR should demonstrate more interpersonal skills like creativity and talent development to reflect the changes in the business through aligning the strategic goals for seamless management of companies [ CITATION Sal15 l 1033 ].


Aqeel, A., Kausar, A. R., & Sarwar, A. (2015). HR Professional’s Effectiveness and competencies: A Prcetual Study in the Banking Sector in Pakistan. International Journal of business and society, 201-220.

Cascio, W. F., & Boudreau, J. W. (2016). The Search For Global Competence: From International HR to Talent Management . Journal of World Business, 103-114.

Cohen, D. J. (2015). HR Past, Present and Future: A call for consistent Practices and a Focus on competencies. Human Resource Management Review, 205-215.

Ho, M., Nguyen, D., Lo, K., McLean, C., & Teo, S. (2015). Research note: The State of Human Resource Competency Research. Charting the Research Development of Research competencies and Examining the signals from industries in New Zealand. New Zealand Journal of Employment Relations.

Masud, M. K., & Uzma, M. (2015). Evolution of Strategic role of Organization’s Human Resource Management: An Overview. Journal of Business and Economics.

Saleh, N. S., Yaacob, H. F., & Bin Rosli, M. S. (2015). Critical Review: Assessing and Seeking the Intricacy or Discrepancy of Ulrich Model of transforming Paradigm in Organization Human Resource. Mediterenean Journal of Social sciences, 324.

Ulrich, D., Brockbank, W., & Younger, J. (2007). Human Resource Competencies: Responding to increased Expectations. Employment Relations Today, 34(3), 1-12.