HRM SKILLS PORTFOLIO

  • Category:
    Management
  • Document type:
    Assignment
  • Level:
    Undergraduate
  • Page:
    2
  • Words:
    1188

3HRM Skills Portfolio

HRM SKILLS PORTFOLIO

In the olden days, the Human Resource Department was seen as a separate and isolated branch of a company. It was not involved in key company meetings nor were they asked to contribute their views in creating the company’s strategy (Walsh, Sturman & Longstreet 2010). However, much has changed since then. Nowadays, Human Resource personnel are a key part of every company and with that comes the need for them to have certain desirable qualities in order to be productive in the modern Human Resource setting. The capabilities that will be focused on will include being a strategic architect, an ethical and credible activist and finally a cultural and change leader.

An excellent Human Resource manager needs to be a strategic architect. Traditionally, Human Resource managers used to operate as a standalone entity of a company. Their main job was to conduct payroll duties and recruitment. As time has progressed forward, the needs of companies have changed. Human Resource Managers now play a proactive role of making long term strategy (Becker & Huselid 2006). The strategic architect role entails looking for strategies that can, in the long run, boost an employee’s productivity in the manner that enables the company to achieve its business objectives.

The strategies are important in that they create policies that improve the relation between the company and its employees. A Human Resource Manager who is a strategic architect has the ability to find the right balance between satisfying the employee and keeping the company stakeholders happy (Mayhew 2016). Moreover, achieving this balance should be done in a way that saves the company from spending too much in expenses but at the same time ensuring that productivity is increased in return. These skills go beyond simple hiring and firing of employees, it opens a new dimension of management that was previously lacking in the Human Resource Managers of yesteryear.

To demonstrate that a potential Human Resource Manager is competent at this capability, the person in question should have the skills in problem solving such that employees of different backgrounds can work in harmony towards a common goal; this also has the bonus of attracting diverse talent to a company. Moreover, he or she should show that they understand ways of minimizing safety risks to employees in a way that saves the company expenses emerging from work related injuries and fatalities.

Human Resource Managers need to have the capability of an ethical and credible activist. They should regulate their activities in a manner that ensures that they do not overstep the ethical lines. The capability entails the skill of treating people with professionalism and not using them as a means to an end. Additionally, it requires that Human Resource Manager to view employees as humans who have feelings, deserve respect and that they have a personal life outside the office.

The capability is important since it ensures that employee’s privacy is observed. Some businesses require that emails are scanned, phone calls are recorded and a lot of personal information is obtained from every employee (Sinha 2015). Such amount of data requires an ethical Human Resource Department to safeguard it. The situation gets more critical in the case of whistleblowers, having this capability will provide a secure and safe way to handle whistleblowers and the information they reveal. Being ethical and credible affords the employees a fair treatment regardless of their gender, race or hierarchy in the business (managementstudyguide.com 2016). Moreover, during restructuring and layoffs, an ethical Human Resource Manager is important to ensure that the genuinely productive people are retained by the company.

Evidence for this capability can be shown in the way a potential Human Resource Manager choses to cut costs of operation. Unethical people will only consider the numbers and not the people behind them such as outsourcing low labor at the expense of the laborers having poor living standards (Johnston n.d). Also, evidence of ethics can be seen in the choice of selection of people to employ from a diverse pool of applicants.

An excellent human resource manager needs to possess the capability of a cultural and change leader. This capability requires the Human Resource Manager to be able to harness the enthusiasm of his employees to follow the path that is desired by the company (Monks, Buckley & Sinnott 1996). This harnessing is done by cultivating a culture that will automatically drive and guide the activities of the employees. Culture in this case refers to the shared values and beliefs that mold the behavior of employees in a way that aligns with achievement of a company’s goals.

Exuding the capability of a cultural and change leader is important because it makes it possible for the Human Resource Manager to build a cooperate culture that defines how employees should carry themselves in the office. Some Human Resource Managers prioritize on maximum productivity on already set business criteria while others prefer an innovative culture (Adewale & Anthonia 2013). Successfully instilling the company’s preferred culture in the employees enables them to have the right set of psychological mindset that can help them achieve the results expected of them.

A graduate can prove that they have this capability by knowing the right techniques to apply in order to a build the culture preferred by the company. For instance, to instill a maximum productivity and competitive culture, a Human Resource Manager can introduce a pay-for-performance policy. In the same light, if the company wants to prioritize on the wellbeing of its employees, the Human Resource Manager may introduce free medical care as well as unlimited sick days.

In conclusion, a Human Resource Manager that applies these three major capabilities will ooze excellence in the profession. Having the qualities means little if the evidence of their application is lacking amongst the employees. To remain at the helm of the profession, the Human Resource Manager will require to constantly update themselves with the changes of this slowly transitioning career path.

References

Adewale, O & Anthonia, A 2013, Impact of organizational culture on human resource practices: A study of selected Nigerian Private Universities, Journal of Competitiveness> [18http://www.cjournal.cz/files/154.pdf, vol. 5, no. 4, pp. 115-133. Available from: < th August 2016].

Becker, B & Huselid, M 2006, Strategic Human Resources Management: Where do we go from here? Journal of Management, vol. 32, no. 6, pp. 898-925. Available from: <http://www.markhuselid.com/pdfs/articles/2006_Becker_Huselid_SHRM_JOM.pdf> [18th August 2016].

Johnston, K n.d., A List of Ethical Issues for Human Resource Management, Azcentral.com. Available from: < http://yourbusiness.azcentral.com/list-ethical-issues-human-resource-management-24052.html> [18th August 2016].

managementstudyguide.com 2016, Ethical issues in HR, Management Study Guide. Available from: http://www.managementstudyguide.com/ethical-issues-in-hr.htm > [18th August 2016].

> [18http://smallbusiness.chron.com/strategic-role-human-resource-managers-11782.htmlMayhew, R 2016, The Strategic Role of Human Resource Managers. Hearst Newspapers. Available from: th August 2016].

> [18http://doras.dcu.ie/2159/1/DCUBS_Research_Paper_Series_12.pdfMonks, K, Buckley, F & Sinnott, A 1996, Gaining Competitive Advantage through A Quality Culture: The Role of Human Resource Management. Available from:< th August 2016].

Sinha, K 2015, 7 Ethical Issues Faced by Human Resource, Your Article Library. Available from: < http://www.yourarticlelibrary.com/business/ethics/7-ethical-issues-faced-by-human-resource/64101/> [18th August 2016].

Walsh, K, Sturman, M & Longstreet, J 2010, Key issues in strategic human resources. Cornell University. Available from: < http://scholarship.sha.cornell.edu/cgi/viewcontent.cgi> [18th August 2016].