Human Resource Management: Models and Competencies

This report provides an in-depth analysis of Human Resource Management (HRM), focusing on the HR professional map, the Ulrich model, and the CIPD framework. It explores the key behaviors and competencies required for effective HR professionals, emphasizing the importance of strategic positioning, credibility, change management, and innovation. The report also compares the Ulrich model's focus on competencies with the CIPD model's emphasis on behaviors, highlighting their respective contributions to HR practice. The conclusion underscores the need for HR professionals to continuously develop their skills and knowledge to achieve long-term success.

Human Resource Management

Table of Contents
Introduction......................................................................................................................................1
Question 1........................................................................................................................................1
Question 2........................................................................................................................................5
Conclusion.......................................................................................................................................8
References........................................................................................................................................9
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Introduction
Human resource management is considered as a practice and discipline in the field of
management of people in an organization. It is a combination of a different area which can be
utilized by managements in different fields. All these practices and disciplines have gone through
a process of error or trial testing and theory building of different concepts by practising
academics and managers. The main forces behind the development and evolution of human
resource management have been an especially quest for knowledge, environmental and efficient
methods of utilizing and acquiring labour. In this paper, we will study the professional map,
Ulrich model and CIPD. Analysis of all these things helps the organizations in efficiently
managing their available human resources. The dynamic environment of the organization
enforces managers to improve efficiency in the service delivery processes and the production by
enhancing their ability to utilize the available practices of human resource management (Bratton,
2012). The different methods and techniques of human resource management play an efficient
role in improving production and costs of an organization. The introduction part of this paper is
specially designed to provide learners with an efficient information about the development and
evolution of human resource management and the method through which it influences the
management of an organization. This should be necessary to study before going brief into the
paper. Thus, we can conclude that human resource management helps the organization in the
efficient management of its available resources so that objectives of the organization can be
fulfilled as per the desired manner.
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Question 1
The HR profession map is known as a suitable framework which is based on extensive research
with HR professionals at all stages of their careers and set outs what makes great HR. It
suggested various ways with which one can significantly enhance their HR competency and also
add the sustained value to the organization in which it is working now, and in future. HR
professional map determines the greatest standards of professional competence for the
organization. It ensures that HR manager performs every task with high-level efficiency
(Coetzer, 2016). It recognized every aspect what effective, and successful HR people do and
deliver in their profession. Profession map is specially created to develop products and services
that accelerate and support the professional development of individuals. For example, CIPD
map, an online self-assessment tool provides different practical solutions and recommendations
to help obtain predetermined professional goals and also support a development of career. The
professional map is a combination of different components such as behaviours, professional
areas, or brand and transitions. The following are the key behaviour components of HR
professional map:
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All above-mentioned behaviours should follow by HR professions to deliver efficient work
outcomes. The importance of all these behaviours for an HR professional are following:
 Curious: It is the core behaviour which is required by every professional to achieve
successful L&D professional in the 21st century. In the absence of proper knowledge and
updates about the prevailing trends and scenarios, it is difficult for every HR profession
to get progress in their near future. L&d focus not only training areas but also other areas
of HR which enable an organisation to success in future.
 Decisive Thinker: Decisive thinking behaviour of HR professionals enhance their ability
to understand and analyse available information and data in an efficient manner. In the
absence of decisive thinker behaviour, HR professionals are not able to utilize available
information and their skills in a structured manner which arises various complexity and
confusions in their mind. Thus, it can be said that decisive thinker behaviour should be
there in HR professionals with which they can gather the required information and can
utilize them in a right direction.
 Skilled Influencer: It is considered a necessary behaviour for the HR professionals. With
the help of skilled influencer, behavior enables them to gain the required commitment
from the top executives and seniors of the management. Skilled influence behaviour is
necessary is critical for HR professional because it helps them in the utilization of logical
persuasion to support their opinion in front of their seniors. This will help them in being
confident while talking with others.
 Personally Credible: This behaviour of HR professionals helps them in adding value to
their performance and can successfully enhance their expertise level in a particular or
different fields. It is required to deliver and develop professionalism with which they can
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bring valuable changes in the environment of organization, peers, and stakeholders.
Personally, credible behaviour enforces the HR professionals to develop their own as
well as another HR capability to fulfil organization needs in a significant manner.
 Collaborative: Co-coordinative behaviour is very necessary for the HR professionals if
they want to build and sustain a healthy environment in their organisations. Collaborative
behaviour helps them works as per predetermined standards which ensure higher
performance. It is also required to deal with a different range of people inside and outside
the organization. Collaborative behaviour in HR professionals shows their sensitivity and
respect for other people of organizations. It is also necessary to formulate an effective
team to deliver tasks on the desired schedule.
 Driven to Deliver: Driven behaviour of HR professionals is necessary to demonstrate
resourcefulness, determination, and purpose to provide the successful outcomes for the
organization. With the help of such behaviour skills, they are able to focus more on their
own priorities and fulfil them as per agreed standards.
 Courage to Challenge: It is the most important skill which should be in an HR
profession. Confidence and courage ability of individuals makes them different from
others. Courage to challenge behaviour is required to show confidence and courage in
performing every task of the organization (Harrison, 2015). With the help of such
behaviour, HR, professionals can tackle with every unpredicted circumstances and
resistance.
 Role Model: This behaviour of HR professionals make them different from other
professionals. Role model behaviour of the HR professionals encourages them to lead by
examples consistently. With the role model behaviour skill one behaves in the direction
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of integrity, independence, legal parameters, impartiality, and balancing proposal. This
will provide a depth knowledge of their main values and personal boundaries.
If any HR professional has all such behavioural skills, he should share all these skills with their
team members who demonstrate high skills and high performance of their employees and timely
fulfilment of every business activity of the team members.
Question 2
Today HR is typically considered as an internal function of an organization that influences the
overall strategies of an organization. Nowadays, it becomes the standard way for the big
organizations. They manage their service delivery schedule under the circumstances of Ulrich
model. With the help of Ulrich model the organization can arrange its scheduled task in an
efficient manner. Ulrich model helps the professionals in identified four roles such as employee
champions, an academic expert, change agents, and strategic partner. Ulrich formulated the
different model in various years (http://www.apg.pt/downloads/file954_pt.pdf). Ulrich model
competencies are different from the CIPD model in the following manner:
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Nowadays, there are lots of HR professionals available in different organizations. Therefore, it is
necessary to determine the meaning of effective HR professionals. According to Ulrich, a good
HR professional is that person who has all mentioned qualities to manage the overall HR
functions in an efficient way. The main focus of Ulrich model is on HR professional’s
competency, on the other hand, CIPD mainly focuses on HR professionals behaviours which
should be in an HR for performing their tasks efficiently. Ulrich model demonstrates some
competencies which an HR professional must have. It significantly helps the HR professionals in
dealing with suitable business themes and creates sustainable value for the organisation. These
competencies are following:
Strategic Positioner: Efficient-performing HR professionals can act and think from the outside
and inside perspective of the organization. An HR professional who has strategic positioner
competency have an enough knowledge about the various internal or external business trends
and able to implement them into internal actions and decisions. On the other hand, CIPD model
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describes the behaviour which one should have in performing these competencies determined by
Ulrich model (http://www.hrmagazine.co.uk/article-details/exclusive-the-six-competencies-to-
inspire-hr-professionals-for-2012). A strategic positioner HR professional can identify the target
segment for an organization and can serve their needs in an effective manner.
 Credible Activist: Efficient HR professionals are also considered as credible activists. It
is because they are able to develop their personal trust through different business acumen.
Credible activist competencies of the human being make them successful in their
obtaining their career objectives. Credibility comes when HR professionals perform
every task as per their promise. This will develop personal relationships with different
customers and clients of the organization. On the other hand, personally credible
competency of CIPD model only help the HR professionals in enhancing their personal
experience instead of making them credible in the eyes of customers.
 Change Champion: As champions of change, HR professionals ensure that independent
and isolated actions or organization are sustained and integrated through disciplined
change procedures. Change champion HR professional can efficiently able to meet the
internal change capacity of the organization with the external pace of change (Ulrich,
2013). As per champion of change it ensures that every activity happens in a
predetermined manner. Apart of it, they manage the change with high sincerity and
developing an effective structure of an organization. On the other hand, CIPD model does
not follow such facilities. It only assists in behaviour which can be efficient in dealing
with different changes in an organization (Bratton, 2012). But, Ulrich model guides an
HR professional at every step while implementing change in an organization.
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 Human Resource Innovator and Integrator: High-skilled HR professionals have a
great knowledge about the history of HR, so they are able to integrate and innovate
healthy HR practices with unique solutions to solve a different problem of the
organization. But in the case of CIPD model, the HR professionals don't have any
knowledge, but they try to develop themselves at the HR level. Adopting required
behaviour help them in taking different solutions and developing different HR
competencies.
All these competencies are necessary to be the expert professional of HR. It will demonstrate
high business performance which is helpful in gaining a large share of existing market.
Conclusion
After studying all this, it can be concluded that both models are beneficial for the HR
professional. It is the responsibility of an HR professional to give more time to learn internal and
external environment of the organization. This will provide a deep understanding of the existing
business factors which can influence the significant performance of an organization. HR
professional should try to build all competencies which are required in an expert HR professional
(Purce, 2014). This can be efficiently done by enhancing its significant understanding and
innovative skills. Thus, it can be said the existence of all above mentioned behaviour and
competencies enable the HR professionals in gaining long-term success in their future.
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References
Ulrich, D., Younger, J., Brockbank, W. and Ulrich, M.D., 2013. The state of the HR
profession. Human Resource Management, 52(3), pp.457-471.
Coetzer, A., Ryan, M.M., Susomrith, P. and Suseno, Y., 2016. Challenges in addressing
professional competence expectations in human resource management courses. Asia Pacific
Journal of Human Resources.
colleagues, D., dala, f., & Royce, M. Exclusive: The six competencies to inspire HR
professionals for 2012. Hrmagazine.co.uk. Retrieved from http://www.hrmagazine.co.uk/article-
details/exclusive-the-six-competencies-to-inspire-hr-professionals-for-2012
Retrieved from http://www.apg.pt/downloads/file954_pt.pdf
Harrison, L., 2015. Professionalism in Human Resource Management: Evolution of a
Standard. People and Strategy, 38(4), p.9.
Ulrich, D., Younger, J., Brockbank, W. and Ulrich, M.D., 2013. The state of the HR
profession. Human Resource Management, 52(3), pp.457-471.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave
Macmillan.
Purce, J., 2014. The impact of corporate strategy on human resource management. New
Perspectives on Human Resource Management (Routledge Revivals), 67.
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