LaTrobe HRM: Examining Business, Workplace, and Change Capabilities

This report analyzes three key human resource (HR) capabilities from the Australian Human Resources Institute (AHRI) Model of Excellence: business-driven, workforce and workplace designer, and cultural and change leader. It details the entails and importance of each capability for HR managers. The business-driven capability helps HR managers understand business operations, products, and priorities, enabling them to guide employees effectively and anticipate the impact of the external environment. The workforce and workplace designer capability focuses on aligning organizational and individual goals, creating a productive and sustainable workplace. Lastly, the cultural and change leader capability involves designing innovative HR solutions to foster a productive organizational culture and adapt to changing business pressures. Evidences from internship and volunteering experiences are provided to demonstrate the author's proficiency in these capabilities.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student:
Name of the University:
Author’s Note:

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Table of Contents
1.0 Introduction................................................................................................................................2
2.0 Analysis of HR Capabilities......................................................................................................2
2.1 Analysis of Business Driven Capability................................................................................2
2.1.1 Entails of Business Driven Capability............................................................................2
2.1.2 Importance of Business Driven Capability for Human Resource Manager...................3
2.1.3 Evidence of Driven Capability for HR position.............................................................3
2.2 Analysis of Workforce and Workplace Designer Capability................................................4
2.2.1 Entails of Workforce and Workplace Designer Capability............................................4
2.2.2 Importance of Workforce and Workplace Designer capability for Human Resource
Manager...................................................................................................................................4
2.2.3 Evidence of Workforce and Workplace Designer capability for HR position...............5
2.3 Analysis of cultural and Change Leader Capability..............................................................5
2.3 1Entails of Cultural and Change Leader Capability..........................................................5
2.3.2 Importance of cultural and Change Leader Capability for Human Resource Manager. 5
2.3.3 Evidence of A cultural and Change Leader capability for HR position.........................6
3.0 Conclusion.................................................................................................................................6
Reference List..................................................................................................................................7

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1.0 Introduction
Model of excellence is a graphical representation combining the core behavior and
capabilities of the human resource practitioners. The model is developed based on two surveys of
Australian human resource (HR) practitioners and CEOs. It is the foundation for AHRI
(Australian Human Resource Institution) certification and development of AHRI intellectual
property. The model of excellence is consisted of 7 capabilities, which are extremely important
for the human resource practitioners for managing the employees of an organization properly.
These 7 capabilities are namely business driven, expert practitioner, strategic architect,
workforce and workplace designer, ethical and credible activist, stakeholder mentor and coach
and cultural and change leader (Ahri.com.au, 2018). This report will select three HR capabilities
among the 7 HR capabilities of the Model of Excellence, which are namely business driven,
workforce and workplace designer and cultural and change leader. The report will discuss the
entails and importance of these selected HR capabilities. Apart from that, the study will also
provide some evidences of these HR capabilities for the selection in a graduate HR position.
2.0 Analysis of HR Capabilities
2.1 Analysis of Business Driven Capability
2.1.1 Entails of Business Driven Capability
The prime role of a human resource manager relies in guiding and directing the
employees of an organization towards leading organizational success. Hence, an excellent human
resource manager must have business driven capability. This capability facilitates the HR
manager in understanding the business operation, products and priorities of service delivery for

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properly guiding the employees towards right business direction (Ulrich et al., 1995). On the
other hand, the business driven capability also facilitates the HR managers to understand the
impact of political and legislative framework on business operation (Liu et al., 2017). This
capability also drives the HR managers towards leading competitive advantage through proper
employee management.
2.1.2 Importance of Business Driven Capability for Human Resource Manager
The business driven capability helps a human resource manager to anticipate the impact
of internal and external environment on organizational performance (Ahri.com.au, 2018). Hence,
such capability leads the HR managers towards dealing with the business risks through directing
the employees properly. Apart from that, business driven capability can facilitate the human
resource managers to foster business competitiveness through motivating the employees to
generate unique business ideas (Jackson et al., 2014). On the other hand, this capability assists
the human resource managers to understand the core needs and demands of the stakeholders.
Hence, they can guide the employees towards meeting those demands of the stakeholders for
fostering customized business approach.
2.1.3 Evidence of Driven Capability for HR position
The evidence for my business driven capability can be demonstrated in my HR role,
which has been assigned to me in an organization during my internship program. The
organization was actually a restaurant, where I was responsible for guiding the hotel staffs in
providing quality service to the customers. I understood that providing overwhelming customer
experience through quality service is the prime criteria for the success of the restaurant. Hence, I
become capable of leading high level of customer satisfaction through proper people
management.

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2.2 Analysis of Workforce and Workplace Designer Capability
2.2.1 Entails of Workforce and Workplace Designer Capability
A workforce and workplace designer capability entails the ability of a human resource
manager to align the organizational goals with the individual goals of the workforce. Moreover,
such capability facilitates the human resource managers to design a productive and sustainable
workplace environment through integrating work and life of the employees (Ahri.com.au, 2018).
On the other hand, this capability assists the human resource managers to design the jobs as per
the capabilities, motivation and aspiration of the employees with alignment of organizational
goals (Meijerink et al., 2016). Moreover, workforce and workplace designer capability
establishes individual performance and organizational team framework for building productive
workplace and workforce.
2.2.2 Importance of Workforce and Workplace Designer capability for Human Resource
Manager
Workforce and workplace designer capability is extremely important for the human
resource managers for establishing a productive and sustainable workplace and workforce.
Moreover, this capability helps the HR managers to align the organizational goals with the
individual goals of the employees (Stone & Deadrick, 2015). It motivates the employees to
become more productive towards achieving organizational success. As per Unitarist frame of
reference, an organization is an integrated and harmonious whole existing for a common
purpose. Moreover, all the organizational members must share common organizational purpose
and mutual cooperation for leading organizational success (Nolan & Garavan, 2016). In such
situation, workforce and workplace designer capability assists the HR managers in building
mutually cooperating work environment by aligning individual goals with organizational goals.

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2.2.3 Evidence of Workforce and Workplace Designer capability for HR position
The evidence of my workforce and workplace designer capability can be heighted in my
volunteering role of leading a fundraising program for poor children. In this role, I was quite
successful in motivating the program members to give warm welcome and treatment to the fund
donors of the program. I aligned the social improvement motto of the program with the
individual volunteering experience of the program members for motivating them in achieving the
program success.
2.3 Analysis of cultural and Change Leader Capability
2.3 1Entails of Cultural and Change Leader Capability
A cultural and change leader capability entails the ability of human resource managers
towards designing and delivering innovative HR solution for fostering sustainable and
productive organizational culture (Ahri.com.au, 2018). Moreover, this capability is associated
with the ability of the HR managers to translate the values and culture of the workforce into
organizational culture.
2.3.2 Importance of cultural and Change Leader Capability for Human Resource Manager
Cultural and change leader capability is extremely important for the human resource
managers to foster organizational change towards dealing with external business pressure.
Moreover, it helps the HR managers towards leading innovative business solution. As per
Harvard Analytical Framework of HRM, wide range of stakeholder interests and situational
factors highly influence of HRM policies and practices. In such situation, changing stakeholder
interests and social factors drive the changes in business requirements and HRM policies (Cohen,

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2015). Hence, cultural and change leader capability helps the HR managers towards adapting
changes for building productive and sustainable workplace.
2.3.3 Evidence of A cultural and Change Leader capability for HR position
The evidence of my cultural and Change Leader capability can again be reflected on my
experience of internship program. I was responsible for managing the customer experience team
of a restaurant. In my job role, I perfectly indentified the changing customer needs of the
customers and led the customer representatives to adapt those changes for leading innovative HR
solution.
3.0 Conclusion
While concluding the study, it can be said that business driven capability facilitates the
human resource managers to understand the business purpose properly. Hence, this capability
drives the HR managers towards directing the employees in achieving organizational success
perfectly. On the other hand, the workforce and workplace design capabilities facilitate the HR
managers towards designing productive and motivating workforce and workplace.

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Reference List
Ahri.com.au. 2018. Ahri.com.au. Retrieved 1 April 2018, from https://www.ahri.com.au/about-
us/model-of-excellence
Cohen, D.J. 2015. HR past, present and future: A call for consistent practices and a focus on
competencies. Human Resource Management Review, 25(2): 205-215.
Jackson, S.E., Schuler, R.S. & Jiang, K. 2014. An aspirational framework for strategic human
resource management. The Academy of Management Annals, 8(1): 1-56.
Liu, D., Gong, Y., Zhou, J. & Huang, J.C. 2017. Human resource systems, employee creativity,
and firm innovation: The moderating role of firm ownership. Academy of Management
Journal, 60(3): 1164-1188.
Meijerink, J.G., Bondarouk, T. & Lepak, D.P. 2016. Employees as active consumers of HRM:
Linking employees’ HRM competences with their perceptions of HRM service value. Human
resource management, 55(2): 219-240.
Nolan, C.T. & Garavan, T.N. 2016. Human resource development in SMEs: a systematic review
of the literature. International Journal of Management Reviews, 18(1): 85-107.
Stone, D.L. & Deadrick, D.L. 2015. Challenges and opportunities affecting the future of human
resource management. Human Resource Management Review, 25(2): 139-145.
Ulrich, D., Brockbank, W., Yeung, A.K. & Lake, D.G. 1995. Human resource competencies: An
empirical assessment. Human resource management, 34(4): 473-495.