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Human Resource Management

The Australian Human Resources Institute (AHRI) comes out as the national association representing a human resource, as well as people management professionals. In the course of executing its goals, the institution, has been able to generate the model of excellence. The model of excellence demonstrates a graphic representation with the ability and potentiality to combine what the HR practitioners need to know, their expectations, and behaviours, as well as capabilities. From this perspective, the model highlights ten behaviours and seven capabilities, which are vital for the HR professionals or practitioners. The purpose of this essay is to evaluate three capabilities from the model for the effective and efficient understanding of the model in the achievement of its goals and targets.

Culture and Change Leader

The objective of this capability is to facilitate the realization of the productive, as well as sustainable organisational culture. In this context, it is the obligation of the HR practitioners to demonstrate an understanding of the components of the productive and sustainable organisational culture. The HR practitioners need to enhance their ability to engage in designing and delivering the innovative HR solutions, thus, the platform to translate culture and values into workforce and workplace practices. Additionally, the practitioners will have the opportunity to manage, as well as support innovative and values promoting the organisational culture. The competency is also ideal in the monitoring progress, as well as the success of the change processes to facilitate sustainability of change in the midst of the HR solutions (Ulrich, Brockbank, Ulrich, & Kryscynski, 2015).

The HR practitioners need to have this capability to facilitate effective and efficient implementation and management of change within the organisation. One of the models highlighting the influence of this competency is the Kotter’s 8-step change management model, which aims at minimization of the resistance during the implementation of change (Hornstein, 2015). Similarly, Hofstede’s cultural dimensions theory demonstrates the influence of understanding organisational culture by the HR practitioners or professionals with the objective of maximising the output in agreement with the demands of the consumers (Wilbur, 2013). From this perspective, it is ideal to elaborate on the awareness of the HR professionals on cultural diversity and change management for sustainability and enhanced profitability.

If I were applying for a graduate HR position, I would offer diverse evidence to show that I possess this capability. In the first instance, I would highlight my awareness of the valuable models for change management and organisational culture. Secondly, I would demonstrate the role I did during my University life while operating as a member of a task force aiming at initiating change in the mode of communication between the educational professionals and students.

Ethical and Credible Activist

The objective of this capability is to influence the operations and engagements of the HR professionals or practitioners through the provision of valued insights contributing to the achievement of personal and interpersonal objectives. From this perspective, HR practitioners have the obligation to use knowledge with the intention of offering candid insights towards influencing the quality decision-making (Batocchio, Ghezzi, & Rangone, 2016). Similarly, HR professionals should be able to advocate on behalf of the company or sector while displaying high order personal values, integrity, and ethical behaviour, as well as accountability for the people practices. Evidently, HR professionals and practitioners have the obligation to demonstrate accountability to their actions or behaviours in pursuit of the organisational goals in the modern society.

This capability plays a critical role in the realisation of the goals and targets of the companies or institutions in the contemporary society. According to the HR research practices, employees are the most valuable resources in enabling the organisations to achieve their goals in the globalised community. In this context, it is ideal to elaborate on the growing influence of the business ethics in improving the image and reputation of the business entities in the modern world. From this illustration, business ethics enable employees to demonstrate honesty, morality, integrity, and accountability in the execution of their duties, responsibilities, and roles in agreement with the demands and expectations of the consumers.

If I were to apply for a graduate HR position, I would highlight my awareness and possession of this capability through illustration of the influence and importance of the business ethics to facilitate the realization of the goals and targets. Secondly, I would describe instances where I have led by integrity at home, group works, and university life. These aspects have been essential in enhancing my capability to demonstrate ethics in the leadership position, thus, effectiveness and efficiency of ethics in the operations of the HR practitioners.

Strategic Architect

The objective of this capability in the model of excellence is to enable HR practitioners to contribute effectively and efficiently to the development and implementation of the organisational strategy in its translation into HR strategy (Malik, 2015). In this context, HR practitioners need to have the capability to interpret the internal and external environments influence the functioning of the HR, thus, utilisation of the people perspective to achieve the organisational outcomes. Additionally, HR practitioners need to demonstrate awareness in the development and implementation of the HR strategies to improve the values and opportunities for the achievement of the organisational goals. HR practitioners should also demonstrate an effective understanding of the implications of business digitisation on the HR solutions (Davidson, 2012).

Strategies form the basis to which organisations achieve their goals and targets in the modern context. In the context of HRM, there are various strategies such as selection and recruitment strategy, training and development strategy, performance management strategies, compensation strategies, marketing strategies, and promotion strategies among others. These strategies have enormous implications on the output of the employees in agreement with their expectations and duties. From this illustration, this capability proves to be one of the cornerstones for the improved efficiency among the HR practitioners in pursuit of competitive advantage. Acquisition of this capability enables the HR professionals to manage and drive the HR activities to improve the image and reputation of the firm.

If I were to apply for a graduate HR position, I would demonstrate my understanding of the capability through illustrating awareness of the strategies determining the role and influence of the HR practitioners. I will be able to highlight diverse strategies in the traditional context, as well as digital era aiming at improving efficiency in the HR department or sector enabling the organisations to achieve their goals in the globalised economy.


Batocchio, A., Ghezzi, A., & Rangone, A. (2016). A method for evaluating Business Models Implementation Process. Business Process Management Journal, 22(4).

Davidson, P. (2012). Preparing the next generation of HRM professionals: an international comparison of tertiary HRM programs.

Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298.

Malik, A. (2015). The Role of HR Strategies in Change. Organizational Change Management Strategies in Modern Business, 193.

Rola-Rubzen, M. F., & Burgess, J. (2016). Human Development and Capacity Building: Asia Pacific Trends, Challenges and Prospects for the Future. Routledge.

Ulrich, D., Brockbank, W., Ulrich, M., & Kryscynski, D. (2015). Toward a Synthesis of HR Competency Models: The Common HR» Food Groups». People and Strategy, 38(4), 56.

Wilbur, D. S. (2013). Leveraging Hofstede’s cultural dimensions theory to improve the quality of information operations. Journal of cultural psychology, 119(2), 32-39.