HRM Skills Portfolio Essay Example
HRM Skills Portfolio
HRM Skills Portfolio
AHRI’s Model of Excellence requires human resource management to be business driven. This capability entails acquiring an in depth understanding of the operations, products and services of an organisation. A human resource manager should understand not only the core HR functions but also the environment in which the business operates and the competitive advantages held by the firm (AHRI 2017). Practitioners should also understand and anticipate the influence of external factors such as political, technological, social, environmental, economic, and legal changes. Importantly, the practitioner should also understand an organisation’s internal environment because of its considerable impact on not only human resources but also overall organisational performance (AHRI 2017).
Ulrich et al. (1995) argue that it is essential for a human resource manager to be business driven because it allows them to adapt to changing business conditions. Ulrich et al. (1995) define being business drive as knowing the strategic, technical, organisational, and financial capabilities of a firm. It is essential for human resource managers to understand each of these functions for them to be successful in their core functions. For example, understanding that the business is in a weak financial position will allow a human resource manager to find ways of reducing expenses until the firm retains financial stability. Similarly, an understanding of the technology employed by a company allows human resource managers to predict gaps in the workforce and thus recruit the required talent to facilitate the achievement of organisational objectives. It is worth mentioning that HR managers do not have to be able to do all business functions, they only have to understand them (Ulrich et al. 1995).
My current education provides sufficient evidence of being business driven. As part of my training, I have done courses that have given me an in depth background in functional areas like management theories, business policy and strategy, finance, and marketing. As a HR manager, I will be in a position to understand the organisational context and objectives which will facilitate the creation of appropriate human resource policies.
The Model of Excellence expects human resource professionals to build, maintain, and apply HR knowledge (AHRI 2017). This capability entails employing and continuously growing knowledge in areas like industrial relations, employment relations, HR, people management, and leadership. Practitioners should also understand the extent of their knowledge so that they can seek assistance from specialists in both HR and other functional areas of an organisation (AHRI 2017). It is acceptable that the human resource profession is subject to changes in global trends and technological advancement. The expert practitioner capability requires that a professional should understand and predict such changes and their effects on the workplace and the workforce (AHRI 2017). Another requirement is that HR practitioners should be skilled problem solvers when it comes to people management. Overall, the expert practitioner capability deals with translating the wide-ranging human resource theories into successful practice.
Ulrich et al. (1995) note that HR practices can be grouped into six areas namely staffing, rewards, appraisal, development, communication, and organisational design. These six areas remain relevant to the present human resource practice. According to AHRI’s Model of Excellence, human resource professionals should be competent in seven areas that extend from having business knowledge to being an ethical activist and a change leader. It is arguable that being an expert practitioner is the most important capability because without it, an individual cannot design and implement human resource systems (Ulrich 1995). For example, a HR manager cannot become a workforce designer if he/she does not understand all human resource functions. Similarly, lack of understanding of human resource theory will limit a HR manager’s ability to understand the impact of internal and external forces on the workforce.
A core function of AHRI is accrediting HR qualifications at Australian Universities. This accreditation is sufficient evidence that my education provides adequate coverage of human resource theories and skills that can be transferred to the workplace. My work experience has also given me the opportunity to apply the HR knowledge that I have acquired to managing people and being a leader. Thirdly, I have had the chance to work in groups in various courses at the university. These experiences have given me the opportunity to become a problem solver and use my judgement to influence decisions, skills that are components of being an expert HR practitioner.
Ethical and Credible Activist
AHRI argues that it is essential for HR practitioners to be ethical and credible activists. The capability entails displaying personal values such as integrity, accountability, ethical behaviour, sound judgment, and advocating on behalf of the organisation. The capability also extends to being a professional at all times and respecting the code of conduct that governs the human resource profession (AHRI 2017). It is acceptable that an organisation consists of many different individuals and groups that pursue different objectives. AHRI Model of Excellence requires that HR practitioners can identify conflicts of interest between people and groups and find ways to manage these conflicts in a balanced, rational and ethical way (AHRI 2017).
The ethical and credible activist capability is essential for a human resource manager due to the role they play in an organisation. The HR function comes with numerous ethical and professional dilemmas, with their resolution determining organisational performance. For example, a HR manager can be under pressure to employ an unqualified individual that has been recommended by a senior executive. HR managers also have access to detailed personal information which can lead to privacy and confidentiality concerns. Changes in the operating environment can also necessitate retrenchment of workers who have made massive contributions to an organisation. Evidently, having the ethical and credible activist capability is essential as it gives a HR manager the tools to deal with the numerous ethical and professional challenges in human resource practice.
I have acquired the ethical and credible activist capability through experience in my personal, university, and work life. I have always strived to go beyond following rules and regulations by doing what is right and moral. In my school life, I have prioritised competency, open communication, respect, and trustworthiness when I have worked in groups. This approach has ensured the realisation of group objectives. I have also been a good example to colleagues whenever I have had the opportunity to work in an organisation.
AHRI Model of Excellence. 2017. Australian Human Resource Institute. Available from <https://www.ahri.com.au/__data/assets/pdf_file/0016/40255/MOE_layers.pdf>
Ulrich, D., Brockbank, W., Yeung, A.K. and Lake, D.G., 1995. Human resource competencies: An empirical assessment. Human Resource Management
, 34(4), pp.473-495.
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