Human resource skills 2
Human resource skills
The Australian institute of human resource institute model of excellence is a graphical presentation that brings together what the human resource practitioners should have knowledge about, what they are expected to do and what their colleagues expect them to behave and their capabilities. The models sets out 10 behaviors and seven capabilities that have been confirmed as being essential to the human resource practitioners (AHRI, 2016). The idea of the model of excellence was developed as a result of two surveys carried out by the Australian human resource practitioners and the chief executive officers. There are currently over 35 academic institutions offering over 90 courses that have been accredited by AHRI. The model of excellence is the basis in which the assessment and the accreditation is done for all the human resource management programs in all the training institutions with the aim of giving an assurance to the industry that the graduates from the human resource training institutions have the necessary skills needed to operate in their field (AHRI, 2016).
The objective of this report is to discuss three capabilities of the model. The three capabilities include being; self driven, a strategic architect as well as an expert practitioner. The report will discuss what the report entails, why it is important for the human resource manager to have these abilities with the frameworks to support the arguments being used. Lastly the report seeks to identify the vital evidences that one would give so as to show that they have the capabilities.
The capability of being self driven
Being a self driven employee means that an individual is motivated to accomplish without there being any external reward. One can for instance be self driven in reporting to work early without there being any reward whether monetary or otherwise to motivate them (Holley, 2010) . A self driven capability is important in the organization in that the employees work with minimum supervision meaning that the organization will spend fewer resources in managing the human resources. A self drive employee who has the necessary support from the organizational management is likely to spur the organization to growth in sales and profitability. It is the concept of self drive that makes ordinary employees to become leaders in the same organization. It is an act that creates the difference between an excellent employee from an ordinary employee (Holley, 2010). An individual looking for a job can simply present their education certificates since the Australian human resource institute has a list of academic institutions that are accredited with it. For my case at an interview, the interviewing panel realized that being a graduate from a human resource graduate from an accredited institution.
Being a strategic architect
One area that has led to a shift for human resource professionals is the need to navigate from the tactical administration to focus more strategic and longer term roles of the organization. Simply referred to as the master planner, this capability enables the human resource practitioner to shape and share the vision of the organization in as far as the organization is concerned (Soltani, 2003). The competitive nature of the current business environment has pushed the human resource practitioners to play an active role in developing the strategy that will deliver value to the customers. In a case where one is applying for a human resource position, the presentation of certificates from an accredited institution is enough to convince the interviewers that you have the necessary capabilities to improve the organizations’ performance.
Being an expert practitioner
For a long time the capability of a human resource expert practitioner have been tagged as administrators. However organizations are now looking at the human resource practitioners as the providers of expertise on how one can leverage the human capital. In the long run, the level; of competition in the environment that firms face today has created a new mandate for the human resource practitioners and has necessitated changes to the structure and the role of the human resource practitioner (Du Plessis, Paine, & Botha, 2012) . The human resource practitioners are playing an active role in the implementation of human resource practices because of their expertise. The quality they posses, their knowledge and experience, training and education believing in their ability to initiate positive changes has had a positive impact on their ability to successfully implementation of human resource practices. A human resource practitioner applying for a job will showcase their capabilities by showing how well knowledgeable they are by answering any human resource management questions that they come across.
The model of excellence formulated by the Australian human resource institute is the basis in which the assessment and the accreditation is done for all the human resource management programs in all the training institutions with the aim of giving an assurance to the industry that the graduates from the human resource training institutions have the necessary skills needed to operate in their field. The report has concluded that the human resource practitioners need to be self driven, strategic architect and an expert practitioner. In a case of an application to become a human resource position in an organization, one will always present their certificates if they come from a credible institution.
AHRI 2016, Model of excellence. Available at: https://www.ahri.com.au/about-us/model-of-excellence (Accessed: 15 August 2016).
Du Plessis, A.J., Paine, S and Botha, J 2012, ‘The role of human resource practitioners maintaining sustainability in Organisations: Some empirical evidence of expectations, challenges and trends’, International Journal of Contemporary Business Studies, 3(4), pp. 16-34.
Holley, N 2010, ‘HR centre of excellence HR models – lessons from best practice’, HR Centre of Excellence.
Soltani, E 2003, ‘Towards a TQM‐driven HR performance evaluation: An empirical study’, Employee Relations, 25(4), pp. 347–370. doi: 10.1108/01425450310483370.