Human Resource Management: AHRI Model of Excellence Report Analysis

This report delves into the Australian Human Resource Institute (AHRI) Model of Excellence, a framework outlining essential capabilities for HR practitioners. It explores three key capabilities: Business Driven, Expert Practitioner, and Cultural and Change Leader. The Business Driven capability emphas...Read More

Human Resource
Management
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Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Explain AHRI Model of excellence............................................................................................3
CONCLUSION................................................................................................................................6
REFERENCES................................................................................................................................7
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INTRODUCTION
Human resource management is the process of planning of people and managing them in
effective manner (Ahmad, 2015). It is very important for HR manager to have skills and
experience so that they perform work in organisation. This report is based on Australian Human
Resource Institute (AHRI) which is national association providing education, training service in
HR and business as well as management skills of people. It has released model of excellence that
represent behaviour as well as capabilities of excellent HR manager. This has seven capabilities
which are required within individuals in proper way.In this report, three capabilities are
explained along with their important.
MAIN BODY
Explain AHRI Model of excellence
It is defined as graphic representation of what HR should know, what they are expected
and their manager expect from them in relation with capabilities and behaviours in an effective
manner (Albrecht & et. al., 2015). This model has seven different capabilities which are
important for HR practitioner. According to given report, three capabilities has to be selected
while applying for HR position at graduate level and evidence to determine possessing of such
capability within self by giving example. They are described below:
Business Driven
It is defined as capability which is very important for HR practitioners to understand
objectives and contexts of organisation. This is the responsibility of HR manager to provide
employees with good environment for operating activities and operations (Armstrong & Taylor,
2020). Such capability leads HR practitioners in understanding products, service, delivery,
operations of business along with organisation operating surrounding in terms of need of
stakeholders and financial performance. This will drive competitive advantage and delivering
quality results for clients with help of people (Jamali, El Dirani & Harwood, 2015).
Business driven capability of HR understand impact of legislative, political, social,
technological, economic framework as well as government policy on business. Such capability
provide training for internal as well as external influence to HR practitioner and their impact on
workforce, agility, organisational performance, sustainability, risk. It provides operational
outcomes with other systems of business. It will helps in understanding and applying language of
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organisation. This capability is very important for HR manager to understand different aspects of
market, business and according make decision in most effective and efficient manner (Aryanto,
Fontana & Afiff, 2015). While applying for graduate HR position, such capability is important
for selection criteria. It will also helps in achievement of goal and objectives of business along
with understanding business knowledge to manage employees and direct them for positive
results.
For example, I used to perform work in good organisation for 6 months, where my
position was HR executive and role was appraising performance of work force on basis of their
level. For appraising employee’s performance, it required full knowledge and understanding of
organisational goals as well as objectives. I used to determine employees performance by
comparing with overall goal and objectives of organisation. I possessed full understanding of
business objectives as well as context to identify areas of improvement which was required to
working staff for positive outcome and attainment of business success and growth in most
effective manner. Along with this, I was also liable to play role of deciding recognition and
rewards which should be provided to high performer work force who meet need and demand of
organisation and their objectives. Therefore, in this way, I become successful to foster
competitive advantage of business by aligning skilled talents workforce with goal and objectives
of organisation. Thus, from the above, it can be concluded that I can be suitable for your vacant
position of HR graduate.
Expert Practitioner
This is the capability which helps in building, maintaining and applied HR knowledge. It
is second capability of model of excellence which applies as well as grows personal knowledge
in field of HR, employee relations, industrial relations, leadership and many other management
filed (Cascio, 2015). It helps HR practitioners to learn challenges status quo as well as
developing insight about decisions of government, business that affect organisational culture,
business performance and design. Such capability knows about extent of internal capability and
time period for engaging such specialist HR from different areas of enterprise. In addition to this,
HR will understand and anticipate emerging as well as current trends, technological change
along with their impact on firms and employees. It takes help from consultants to translate skills
and apply them in practical approach (Noe & Wright, 2015).
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Expert practitioner provides insights, advice and information about HR functions, people
management, service and capabilities (Delery & Gupta, 2016). Understanding financial
indicators, performance indicators and organisational data and developing judgements to
influence decisions in proper manner. It is the capability which make expert to HR practitioner
for enhancement of skills, knowledge and experience so that they will work as per attainment of
goal and objectives of business in proper manner.
For instance, I used to work at reputed organisation as a job role of mediation as well as
bargaining with employees working in an organisation. I was given work by manager to work
with staff and identify their main problems and issues and help them in fixing those in proper
manner. During this employment, I used professional tools and techniques to determine problems
of work force and using my own knowledge and skills to solve them so that they get proper
solution for it in effective and efficient manner. The role played by me was very interesting as I
got an opportunity to learn many new problems of employees and solving those in best way. In
addition to this, I easily recognised concerns of employees working in an organisation and
attempt for solving it in appropriate manner as per their requirements. Along with this, I used my
professional HR expertise like social, empathy skill for making successful environment at
organisation mediation. Therefore, in this way, I can be fit for graduate HR position.
Cultural and Change Leader
This is also the capability of model of excellence which helps in understanding
components that are needed for sustainable as well as productive organisational culture (Guest,
2017). It delivers along with design solution to HR which creates productive and sustainable
culture. This is essential to determine, implement and communicate framework for
accountability of workforce behaviours. Culture and change leader focus on working with
executive in order to define vision for business and communicating need for modify whenever
required to them. They also work with executive for understanding optimal culture of business to
attain goal and objectives. It is very important to translate both values and culture into employees
and their practices.
This capability assists HR for innovative, supportive and collaborative values based
culture and performing productivity activity of business in most effective manner (Jabbour & de
Sousa Jabbour, 2016). Moreover, there is monitoring success, progress and growth of change
processes with help of HR solutions in appropriate manner. They need to communicate change
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results to business and applies those in their own experience so that same mistake would not
arise similar type of work. If there required any changes then business has to develop cases for it
and determine and involve people who can easily and effectively make things happened at
workplace for better outcomes (Shen, & Benson, 2016).
For example, I used to work in well established organisation six month back where I
leader of team member of change agents for promoting business improvement. In this I got an
opportunity to interact with work force in proper manner for alteration to develop immediacy at
business place. I was liable for persuading growth of employees worked in an organisation and
alternation at business through conveying effects on improvements. This experience was good as
I learned many things about culture as well as change management in enterprise and provide best
solution for improving it in effective manner. With the possesses of such skills and knowledge, I
think I am best for HR position at graduate level so that I can make organisation good and best to
accomplish set outcomes.
CONCLUSION
From the report, it has summarised that human resource manager are responsible for overall
growth and success of business to attain goal and objectives. They should possess different skill,
knowledge and experienced so that they conduct proper job selection and recruitment at
workplace. In order to determine capability of HR, model of excellence is used which leads
practitioner to learn many things about business, their impact on environment. Australian Human
Resource Institute provides training and development for model of excellence to enhance HR
practitioners in most effective manner.
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REFERENCES
Books and Journals
Ahmad, S. (2015). Green human resource management: Policies and practices. Cogent business
& management, 2(1), 1030817.
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee
engagement, human resource management practices and competitive advantage. Journal
of Organizational Effectiveness: People and Performance.
Armstrong, M., & Taylor, S. (2020). Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Aryanto, R., Fontana, A., & Afiff, A. Z. (2015). Strategic human resource management,
innovation capability and performance: An empirical study in Indonesia software
industry. Procedia-Social and Behavioral Sciences. 211. 874-879.
Cascio, W. F. (2015). Managing human resources. New York: McGraw-Hill.
Delery, J., & Gupta, N. (2016). Human resource management practices and organizational
effectiveness: internal fit matters. Journal of Organizational Effectiveness: People and
Performance.
Guest, D. E. (2017). Human resource management and employee well‐being: Towards a new
analytic framework. Human Resource Management Journal. 27(1). 22-38.
Jabbour, C. J. C., & de Sousa Jabbour, A. B. L. (2016). Green human resource management and
green supply chain management: Linking two emerging agendas. Journal of Cleaner
Production. 112. 1824-1833.
Jamali, D. R., El Dirani, A. M., & Harwood, I. A. (2015). Exploring human resource
management roles in corporate social responsibility: The CSR‐HRM co‐creation
model. Business Ethics: A European Review. 24(2). 125-143.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2015). Human resource
management. Gaining a Competitive.
Shen, J., & Benson, J. (2016). When CSR is a social norm: How socially responsible human
resource management affects employee work behavior. Journal of Management. 42(6).
1723-1746.
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.
Stone, D. L., Deadrick, D. L., Lukaszewski, K. M., & Johnson, R. (2015). The influence of
technology on the future of human resource management. Human Resource Management
Review. 25(2). 216-231.
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