Human Resource Management Capabilities: An Analysis Report

This report examines key human resource management (HRM) capabilities, emphasizing the roles of a business-driven HRM manager, a strategic architect, and a workforce and workplace designer. The analysis highlights the importance of integrating HRM with organizational goals, aligning employee objectives with business strategies, and creating optimal workplace conditions. The report stresses the need for human resource professionals to understand the link between business needs and human resources, manage workforce diversity, and adapt to changing management trends to enhance organizational effectiveness. It underscores the significance of employee retention, a positive work experience, and maximizing mutual benefits for employees and the organization. The conclusion emphasizes the Australian Human Resources Institute capabilities as critical for developing a high-performing human resource team.

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Human Resource Management Capabilities
Student’s Name
University
Date
Course
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Human Resource Management Capabilities
The Australian Human Resource recognizes that people need to develop capabilities that
they need within the work environment. This is based on the model of excellence that informs
the foundation of certification through central questions that practitioners ask themselves
(Australian Human Resource 2018, pp. 3). There are several capabilities and behaviors that an
excellent human resource manager needs to develop like being
Business-driven Human Resource Manager
The business-driven human resource manager focusses on integrating human resources
with the organizational requirements. This means that personnel management in organizations
does not only entail the administration of the human resource in the organization but rather
viewing the employees as part of the resources that the organization has and invests resources in
to meet the needs of the organization. Hussey (2003, p. 23) the human resource manager needs to
mobilize the relationships between employees and management through mutual cooperation and
responsibility for achieving organizational goals. To meet the business need of human resource
management, the manager in this case is seen as an advisor on people issues that seeks to shape
the metrics of the organization through coaching, mentoring and guiding line managers on ways
that they can use to engage employees in the organization to increase performance. Sometimes
organizations require business changes that they need to apply as a way of making the
organization more competitive. Each of the impacts needs to be evaluated to determine the
problems and challenges that exist and increase its contribution to the organization.
As a human resource professional, this capability is linked with the ability to understand
the link between the business need of the organization and the human resource component. This
means the ability to view human resource management as part of the business capital that the

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organization invests in and determining the value that it plays in the organization (Rastislav &
Petra 2016, p. 11). This means that the business-driven human resource manager approaches the
organization management through manpower planning, paying attention to organizational issues
like change and works on the changing trends in human resource management to increase value
in the organization. This means that the human resource area should link to business areas like
vision, values, strategies, and policies to increase effectiveness.
A strategic architect
A strategic architect human resource manager involves aligning the human resource
department with the business strategy of the organization. In most cases, organizations have a
strategic management department that develops strategies that have to be implemented in the
organization. This means that human resource managers need to understand the business needs
of the organization so that they can ensure employee goals are aligned with such needs (Simons
& Rowland 2011, p. 4). In such cases, the human resource works with other departments to
ensure that the team is aligned to needs of each department and the overall organizational goal.
As organizations evolve and change their business strategies, the strategic human resource
manager ensures that the team also evolves and acquires the necessary capabilities to meet the
needs of the organization. Thus Teena & Sanjay (2014, p. 5) add that the role of this
organizational capability is to ensure that the business objective of the organization is met
through processes geared towards meeting the needs of the organization. This is thus a balance
between ensuring organizations meet their goals while at the same time the needs of employees.
The outcome is retaining the best employees, reducing turnover and at the same time developing
employees through training to align them with organizational needs thus developing competitive
advantage.

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As a strategic human resource practitioner, the main areas to focus on are employee
retention, creating a better work experience and maximizing the mutual benefit that employees
get from the organization. This means that I have to understand the objectives of the
organization, analyze the capability of the human resources in the organization and then develop
ways to improve employee performance or develop plans for recruitment to achieve the business
strategy (Boxall & Purcell 2011, p. 15). In the modern organization, human resource managers
are part of the strategic management team since when the business strategy is being developed,
the employee workforce has to be analyzed to determine whether it meets the needs of the
organization and if not then plans have to be put in place to address any deficiencies in the
organization.
A workforce and workplace designer
The workplace is where people go to work while the workforce is the labor pool in
employment which generally describes the people who work in an organization. This capability
means that human resource managers need to understand workplace requirements to ensure that
organizations create proper conditions for employees to work (Chan, Beckman & Lawrence
2007, p. 8). In recent years, issues of decent work have been around for some time thus requiring
managers to understand such requirements in different countries and localities. Thus
organizations need to strive to meet workplace requirements that motivate and create better
conditions for employees to work. On the other hand, workforce composition entails the
demographics of the people that constitution the human resource. This means that the manager
needs to understand the importance of diversity and how structures can be designed to create
conditions that acknowledge the diverse nature of the workforce. According to Hewins-Maroney
& Williams (2013) human resource managers need to understand diversity-related issues in the

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organization like work-life balance and how such can be used to increase business effectiveness.
As the nature of management changes, human resource leaders need to acquaint themselves with
such skills to create a workforce that meets the business requirements.
To achieve the workplace and workforce requirements as a human resource professional,
I need to analyze the existing workplace characteristics to determine if they are aligned with
organizational policies and at the same time government requirements. On the other hand, the
workforce composition needs to be analyzed to understand if it meets the requirements of
diversity and other issues. This means that my role will be to determine whether the workplace
and workforce requirements have been adequately defined if not then they need to be changed to
meet the required standards.
Conclusion
Human resource capabilities determine areas of excellence that human resource managers
need to focus on addressing highlighted areas to develop a better human resource team that
meets business needs. Since human resource management has evolved to become part of the
strategic management in the organization, then the Australian Human Resources Institute
capabilities are important in creating better human resource persons that promote excellence and
better behaviors.

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References
AustralianHumanResource, 2018. Model of Excellence. [Online]
Available at: https://www.ahri.com.au/about-us/model-of-excellence
[Accessed 30 November 2018].
Boxall P & Purcell J 2011, Strategic and Human Resource Management, 3rd ed, London,
Palgrave Macmillan.
Chan J, Beckman PG & Lawrence PG 2007, 'Workplace Design: A new managerial imperative',
California Management Review, 49(2), pp. 6-22.
Hewins-maroney B & Williams E 2013, 'The role of public administrators in responding to
changing workforce demographics: global challenges to preparing a diverse workforce', Public
Administration Quarterly, 37(3), pp. 456-490.
Hussey D 2003, Business Driven HRM: A Best Practice Blueprint, London, Wiley.
Rastislav R. & Petra L 2016, 'Strategic Performance Management System and Corporate
Sustainability Concept - Specific Parametres in Slovak Enterprises', Journal of Competitiveness,,
8(3), pp. 107-124..
Simons S & Rowland KN 2011, 'Diversity and its Impact on Organizational Performance: The
Influence of Diversity Constructions on Expectations and Outcomes', Journal of Technology
Management and Innovation, 6(3).
Teena B & Sanjay S 2014, 'SHRM: alignment of HR function with business strategy', Strategic
HR Review, 13(4).