• Category:
  • Document type:
  • Level:
  • Page:
  • Words:

University Affiliation

As the Australian Human Resources Institute (AHRI) depicts, despite the fact that the postings and operational activities of HR managers differ in various organizations, there are some consistent and common capabilities a general HR officer must poses. Actually the core and fundamental capabilities that define a particular Human resource manager are the same. Again, a human resource manager capabilities are emphatically and directly proportional to any organization’s performance. In this paper I will focus on three capabilities that a typical Human Resource manager of any organization should have. This include being Business driven, a change and cultural leader alongside being a stakeholder mentor and a coach.

The capability of a HR being a cultural and a change leader entails a number of sub capabilities within it. In terms of leadership and administration as Saa-Perez argues, a HR manager ought to be change driven and understand clearly the culture of the organization. Change in terms of new administration strategies and continues improvement of old policies and methods with new ones that will contribute to the growth of the organization (Saa-Perez, 2002). Meaning leadership skills and people management is a vital competency for any HR manager. This is because HR administrators need to coordinate the exercises of the HR office thus they require the sort of leadership initiative and abilities that indicate dedication in the HR division and organization’s goals. As a change oriented leader, A HR manager gets confronted by changes from diverse bases, I.e. change of product brand, changing executive staff, organization software, operational tools, additional product to offer or even a new business direction (Ulrich,1995). Regardless of the purpose and source behind the change, a HR officer has the responsibility to embrace the change and as a leader who understands the organization’s culture spearhead it until the transition is over. By concentrating and analyzing the aspired change he or she should have the capability to foresee potential challenges in the entire procedure or conceivable resistance and estimate possible outcomes. From which he or she will then be able to come up with plans within the organization and build up an answer. Therefore it is important for a Human Resource Manager to have this capability as it will help him or her to overcome obstacles and blocks that hinder change in an organization. In numerous circumstances, employees depend on the HR professionals for solutions and leadership. Actually this capability will give the HR officer self-confidence as mainly a Hr. is viewed as an expert in a number of organizations problems and topics. Again it will aid the Human Resource manager in shaping the organizations culture by acting as role models and being among the first to adjust to change themselves. During recruitment of a HR manager, demonstrating the capability of a cultural and a change driven leader is one of the key selection criteria. From a personal experience and perspective, during recruitment to prove I poses this capability I can give examples of my past experience as a university club leader, the mistakes that were present and the resolution I offered and this will prove my accountability.

The other capability as illustrated by the AHRI Model is the aspect of being Business oriented, this means being in capacity to ensure and keep in mind the end goal of being a HR manager is to fulfill business necessities of the organization (Guest,1997). Regardless of whether it’s within the domain of operations, administration, marketing sector or even sales, the fact of the matter is to ensure as the HR manager you convey improvements that will take the firm or the organization nearer to its business objectives (Purcell, 2007). In a general view regarding what this this capability entails, perceiving the organization’s main objectives and visions and being in apposition to influence and control its resources and utility by making crucial policies and decisions. Meaning he or she must figure out how to oversee viably the organization remains competent by planning, organizing and laying certain structural procedures that will the organization thrive and perform under competitive market share. The aspect of being business driven is very important for a Human Resource Manager. This is because it helps the HR manager to develop a comprehension of the organization and its techniques and comprehend the requirements for HR administration by viewing the organization in a business perspective. Again, another importance of being business driven is that the HR manager is able to define and coordinate hierarchical objectives, HR methodologies and the related intentions and targets of the organization. Furthermore comprehend the significance of creating and keeping a business oriented motive and working environment and within the HR administration (Hussey, 1996). Aspects to consider here during recruitment may include past successful business ventures and strategies .For example using my own experience to run a successful business unit that serves the society. Finally, being business driven aids a HR manger to create and keep up business systems and connections and increasing organization trust alongside overseeing troubles into positive results.

Conner elaborates more on the importance of a Human Resource Manager being a stakeholder mentor and a coach in a given organization. Being a couch and a mentor to all the stakeholders, i.e. the organization itself, its owners and society in general (Conner, 1996). This capability entails concentrating and being a guide on the accomplishments of every stakeholders and planning for the workforce through a coordinated relationship that is non-undermining and non-judgmental to everyone. It incorporates the ability to recognize potencies, drawbacks, objectives, and requirements of diverse employees regularly through a progression of planned and continuous sessions. The importance of this capability to a Human Resource manager is that it helps him or her in offering encouragement, bolstering, modeling and achieving step-by-step advancement within the organization (Legge, 1995). But the major aim of a HR possessing coaching and mentoring capability is to offer guidance and direction on how they can better utilize their abilities and knowhow in the most effective way possible. The HR manager when equipped with Coaching and mentoring skills helps him or her in enhancing or creating performance of the entire organization irrespective of its domain. The coaching and mentoring processes by the Human resource manager concentrates more on inspiring, informing what levels to achieve and eliciting handwork but not instructing employees what to do (Dyer, 1987). For example is am applying for a graduate HR position, for me to ensure I qualify regarding this capability I would present my certificates on the extra people management courses I have taken. This is because the ability to coach requires technical capability to be able to handle you audience and professional experience in order to deliver substantial knowledge in the respective domain. Therefore, a HR who presents this described capabilities amidst others, such a candidate can help enhance worker relations and categorically influence efficiency and organization benefits benefit


Conner, J., & Ulrich, D. (1996). Human resource roles: Creating value, not rhetoric. People and Strategy, 19(3), 38.

Saa-Perez, P. D., & Garcia-Falcon, J. M. (2002). A resource-based view of human resource management and organizational capabilities development. International Journal of Human Resource Management, 13(1), 123-140.

Alfes, K., Truss, C., & Gill, J. (2010). The HR manager as change agent: Evidence from the public sector. Journal of change management, 10(1), 109-127.

Ulrich, D., Brockbank, W., Yeung, A. K., & Lake, D. G. (1995). Human resource competencies: An empirical assessment. Human Resource Management, 34(4), 473-495.

Guest, D.E., 1997. Human resource management and performance: a review and research agenda. International journal of human resource management, 8(3), pp.263-276.

Purcell, J., & Hutchinson, S. (2007). Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence. Human Resource management journal, 17(1), 3-20.

Hussey, D.E., 1996. Business driven human resource management. John Wiley & Sons.

Dyer, L. and Holder, G.W., 1987. Toward a strategic perspective of human resource management. CAHRS Working Paper Series, p.451.

Legge, K., 1995. What is human resource management?. In Human Resource Management (pp. 62-95). Macmillan Education UK.