HR Professionalism: Models, Team Building, and Influence Analysis

This report delves into the core aspects of successful HR professionalism, emphasizing the importance of communication, strategic alignment, and the ability to influence. It explores various models such as concentric circles and the Ulrich model, highlighting their significance in organizational structure and HR management. The report also examines the characteristics of effective teams within the HR context, including transparency, communication, feedback, collaboration, and trust. Furthermore, it analyzes the application of the SMART model and SWOT analysis in project management, along with their relevance to HR initiatives. The report concludes by discussing the crucial roles of influence, persuasion, and negotiation skills for HR professionals in achieving organizational goals and fostering client relationships. The provided references support the concepts discussed throughout the report.

What is meant by successful HR Professionalism?
Successful HR Professionals are able to talk with everybody and are available to speak
the CFO’s Language. The presence of a successful HR professional can help the company attain
a great competitive advantage in the business. According to, Glaister (2018) the management of
the organization recognizes the competition for talent and expects HR and marketing to work
together and attract the targeted as well as the potential customers of the organization. The
professionalism of a Human resource professional can be defined as the process by which the
Human Resource professionals collectively strive to achieve the recognition and status that can
collectively help to define the profession of the particular person.
Concentric Circles, Thinking performer and other models. Explain.
A Concentric organizational chart is used to represent the structure of the company and
the hierarchy of the company. The main aim of the concentric circle is to ensure the creation of a
blueprint by the labors of the management and the division of the work among the different
people involved in the business organization (Hughes and Stephens 2016). The circular structure
of the concentric chart helps to ensure the traditional top down approach to the management of
the business organization.
An effective team management can be achieved by a number of different manners. This
includes the likes of,
a. Being Transparent
b. Proper and effective communication
c. Providence of valuable feedback
d. Encouragement of collaboration

Ulrich model on the other hand generally talks about the importance of HR management
which acts as a business arm and the business is unable to perform without the following. The
HR plays an important role in the success of the business organization. A HR professional thus
needs to have the best qualities in him to collaborate with the business management and ensure
better results for the business organizations.
What makes Effective teams in Human Resource?
The building of an effective tem in the Human Resource Management model will involve
a number of different steps. This includes;
a. Consideration of the ideas of each of the employees must be given due priority
b. Clear communication in the organization
c. Being aware of the feelings of the employees
d. Ensuring the presence of trust and communication
e. Sharing of information mutually
f. Decision on problem solving tasks
g. Clear idea of accomplishment
Link to Bell and Hart’s Model.
Both Bell and Hart have stated different causes of conflicts in their model. The example
provided here have showed conflict of interest among the people and thus, the conflict led to the
suggestion for the creation of the action plan. The creation of the action plan can thus be said to
be a clear link in between the two models as both the models states the different areas of interest
which can be solved accordingly (Brewster Mayrhofer and Smale 2016). Thus the action plan is

the clear link to both the models. The creation of the action plan is one of the important
necessities for the HR manager or the project manager in order to avoid conflict of interest.
SMART Model and SWOT Analysis
The SMART Model is as follows;
 Specific- Creation of Specific process maps Measurable- Creation of tracker to easily measure the progress of the project Attainable- The time schedule set was quite less as the time schedule was totally
attainable. Relevant- The project was very much relevant and catered to the modern day needs. Time-Based Goals- The time was set by the management and the project had a specified
time schedule.
STRENGTH OPPORTUNITIES
 Maintenance of time
 Creation of tracker
 Communication build up
 Attaining new challenges
WEAKNESSES THREATS
 Short deadline
 Lack of Quality
 Lack of Quality was threat to the
project
 Absence of standardization process
threatened the project

Application of influence, persuasion and negotiation by HR Professionals
The HR Professionals must be able to negotiate, persuade and influence the people to
reach agreements. In some cases these skills of the HR professionals can also lead to the
effective internal management of the business organization (Brewster Mayrhofer and Smale
2016). Apart from the need of the organization, the company also needs to convince the clients
and make them invest in the company. Client convincing can help in the growth and the success
of the business which will ultimately lead to an increase in productivity of the business
organization. The HR services must be provided to the clients by means of long negotiations and
persuasions. The capability of the HR to persuade and convince the clients will ensure business
success. Targeting, understanding, convincing and then implementing the skills are the different
steps followed by the HR Professionals to ensure success of the organization.

References
Brewster, C., Mayrhofer, W. and Smale, A., 2016. Crossing the streams: HRM in multinational
enterprises and comparative HRM. Human Resource Management Review, 26(4), pp.285-297.
Glaister, A.J., Karacay, G., Demirbag, M. and Tatoglu, E., 2018. HRM and performance—The
role of talent management as a transmission mechanism in an emerging market context. Human
Resource Management Journal, 28(1), pp.148-166.
Hughes, C. and Stephens, D., 2016. Use value and HRD and HRM flexibility: Implications for
HRD practice. In Bridging the Scholar-Practitioner Gap in Human Resources Development(pp.
181-199). IGI Global.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource management:
Gaining a competitive advantage. New York, NY: McGraw-Hill Education.