This article discusses the competencies required for Human Resource Management according to AHRI's Model of Excellence. It explores the importance of stakeholder coaching and mentoring, cultural and change leadership, and ethical activism in improving organizational processes and employee development.
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Running head: HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT AHRI COMPETENCIES Name of the student Name of the university Author note
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1HUMAN RESOURCE MANAGEMENT Introduction The model of excellence developed by Australian Human Resources Institute (AHRI) provides several behavioral and capability associated competencies which should be known to the Human Resource (HR) practitioners (Salleh, Rosline and Budin 2015). Acquiring these competencieshelpstheHRpractitionerstoimprovetheorganizationsprocess,sothat employee’s skills could be enhanced and holistic development could be achieved (AHRI's Model of Excellence 2019). Thethree competenciesthat would be discussed in this paper arestakeholder coach and mentor,ability to become cultural and change leader, andethical and credible activist. Stakeholder coach and mentor As per this capability, the HR manager should be able to mentor and coach the employees so that they could pass on the knowledge, provide practical and relatable advices and complete support for overall growth and development. As perClarke(2018), competencies of mentoring and coaching help the HR managers to initiate individual achievement and motivate employees to work efficiently. Further, as perMcdonnell andSikander(2017), coaching or mentoring in human resource management is the cost-effective and beneficial way which help the employees with developing their knowledge, achieving higher success individually and for the organization and reduces their stress and anxiety related to unknown processes (Ulrich et al. 2015). Further, through this approach, stakeholder engagement increases, performance and productivity of the employees’ increases and HR managers are able to locate the areas where conflict could arise and solves them by utilizing their coping and sustainable outcome strategies (Clarke 2018).
2HUMAN RESOURCE MANAGEMENT Ability to become cultural and change leader As per this capability, the HR manager should be able to drive change in the process and culture of the organization so that with time, improvement in both vital aspects of the process could be achieved (Salleh, Rosline and Budin 2015). Organizational culture is developed by the employees working in it, however several organization, struggles to develop a specific culture, which could increase the inclusion of employees, balances the work0life imbalance and relieves the stress in office working time (Ramdhani and Ramdhani 2014). Hence, HR manager should be able to propose and implement crucial and unique ideas so that through these pervasive forces of organizational culture and change management, employees could be provided with creative and sustainable organizational culture (Salleh, Rosline and Budin 2015). Further, through change management, the leadership should have the courage to implement effective changes in the organizational process and inform the employees about the change so that maximum compliance could be achieved. Ethical and credible activist As perNathan(2018), the HR manager of the organization should be the most trusted, admired, respected, should be able to take a stand and provide his/her opinion and should be most listened person. Activity with credibility is important so that with respect, employee’s trust could also be achieved (Salleh, Rosline and Budin 2015). Further, as per this capability, the HR manager should be able to maintain the ethical consideration within the organization so that each employee could be provided with safe and improved working environment, scope of growth, and ability to develop their own as well as organizations process, hence, these capabilities should be possessed (Lindseye et al. 2018).
3HUMAN RESOURCE MANAGEMENT Importance of these capabilities and compliance to the logical framework It is important for the HR manager of any organization to be skilled, able and organize so that while working with a force of employees, they could provide help to each one of them (Andrews, Pritchett and Woolcock 2014). The above mentioned capabilities should be possessed by the HR manager as while working in a diverse organization, adverse situation may arise and could affect the process of organization (Ramdhani and Ramdhani 2014). In such situation, as perMcdonnell and Sikander(2017), the HR managers need to implement several strategies and takes crucial steps related to the process and culture of the organization. Hence, presence of cultural and change leadership with proper training and awareness helps the managers to take crucial and important strategies so that effective change and management of conflicts could be done (Griffin et al. 2014). Further, with ethical compliance and credibility, professionals are able to trust the HR managers and depending on their vision, develop the changed process for the growth and benefit of the employees (O’Neill 2014). Finally, it is important or the HR managers to be the coach and mentor to the new and old employees so that through their ability to architect strategy and ability to execute difficult operational approach productivity and efficiency of the employees could be increased. Further, as per thelogical framework of the HR management, HR managers should posses, staff evaluation, and recruitment abilities, should be able to promote the staff promotion, career management and educational abilities (Andrews, Pritchett and Woolcock 2014). Personal experience While applying for the graduate HR manager position in an organization, I would use the evidences of my personal abilities, by ability to the convince others and my communication
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4HUMAN RESOURCE MANAGEMENT skills. While working in my assessment in the university, we were provided with group assignments and we were four members due to which dispute on several sections occurred as everyone was claiming for the same section, which out understanding their abilities and complete the assignment (Wang et al. 2015). Further, after 2 hours when we were unable to come to any conclusion, I took the charge and provided each of members with their core domains so that effective and accurate assignment could be developed. Further, leadership was inherent in my personality as I was able to perform better under pressure and to maintain my credibility finished all the assignments before time (Andrews, Pritchett and Woolcock 2014). Further, I used to volunteer to communicate with my class mates so that their concerns I could convey to the educators and solved ideas could be implemented in the university settings.Therefore, it is within my personality to effective communicate, transfer knowledge, and provide effective leadership and strategic support, ability to conduct change management and cultural change in the processes so that people and their associated concern could be met (Ramdhani and Ramdhani 2014). Even in the home settings, I was able to maintain my abilities as a HR management and implement strategies so that people could trust me,and through my action, I could maintain complete compliance to the process. Hence, these competencies would be disused in the proess.
5HUMAN RESOURCE MANAGEMENT References AHRI's Model of Excellence 2019.Model of excellence. [online] Ahri.com.au. Available at: https://www.ahri.com.au/about-us/model-of-excellence [Accessed 23 Mar. 2019]. Andrews, M., Pritchett,L. and Woolcock,M., 2017.Buildingstate capability:Evidence, analysis, action. Oxford University Press. Clarke, D., 2018. Flexible human resource service delivery models in the Australian public sector: implications for key stakeholders. Griffin, M.A., Hodkiewicz, M.R., Dunster, J., Kanse, L., Parkes, K.R., Finnerty, D., Cordery, J.L. and Unsworth, K.L., 2014. A conceptual framework and practical guide for assessing fitness-to-operate in the offshore oil and gas industry.Accident Analysis & Prevention,68, pp.156-171. Lindsey, R.B., Nuri-Robins, K., Terrell, R.D. and Lindsey, D.B., 2018.Cultural proficiency: A manual for school leaders. Corwin Press. Mcdonnell, L. and Sikander, A., 2017. Skills and Competencies for The Contemporary Human Resource Practitioner: A Synthesis Of The Academic, Industry and Employers' Perspectives.The Journal of Developing Areas,51(1), pp.83-101. Nathan, A.J., 2017. China’s changing of the guard: Authoritarian resilience. InCritical Readings on Communist Party of China(pp. 86-99). BRILL. O’Neill, A., 2014. An action framework for compliance and governance.Clinical Governance: An International Journal,19(4), pp.342-359.
6HUMAN RESOURCE MANAGEMENT Ramdhani, M.A. and Ramdhani, A., 2014. Verification of research logical framework based on literature review.International Journal of Basic and Applied Science,3(2), pp.1-9. Salleh, N.M., Rosline, A.K.B.H. and Budin, D.K.A., 2015. Human resource management roles & skills shortages in Malaysian organisations.Open Journal of Social Sciences,3(3), pp.3-23. Ulrich, D., Brockbank, W., Ulrich, M. and Kryscynski, D., 2015. Toward a Synthesis of HR Competency Models: The Common HR" Food Groups". Wang, Y., Kung, L., Ting, C. and Byrd, T.A., 2015, January. Beyond a technical perspective: understanding big data capabilities in health care. In2015 48th Hawaii International Conference on System Sciences(pp. 3044-3053). IEEE.