HRM514: Competencies of an HR Director in Multinational Corporations

This report analyzes the essential competencies of an HR Director in a multinational corporation, assuming the role of a CEO. The report highlights three key competencies: communication, critical thinking, and relationship-building. Communication is vital for conveying employee views to directors and ensuring a smooth flow of information. Critical thinking enables the HR Director to solve problems effectively, preventing minor issues from escalating. Strong relationship-building skills foster a positive work environment and facilitate smooth operations. The report emphasizes the importance of these competencies for effective international human resource management, supported by academic references such as Dowling (2008), Harzing & Pinnington (2010), and Hamel (2008). The analysis underscores how these competencies contribute to the overall success of a multinational corporation by ensuring effective employee management across global locations.

Human Resource Management
Name
Institution

Human resource directors play a key role in their field of work. They have to adhere to all
rules and regulations in an organization, despite having all powers t decide on what to do.
Though they can do things and attend duties at their own without close super vision, they have to
come up with strategies which guide and govern the other employees in the organization. The
human resource manager must therefore carry out the responsibility of assigning duties to the
rest of the employees. He is also responsible for ensuring a smooth running of work and duties
in an environment. However, being in charge of the employees and the activities around the
organization does not mean that he or she is the top manager. Human resource managers are
usually under a director, who is the overall in the organization. The human resource managers
are also referred to the chief executive officers, and can also run multinational corporations. As a
multination corporation CEO, one must expect the following competencies from the director.
Communication is a competence that is common, and which must take place in an
organization or corporation. For a business to prosper, good communication must take place in
that corporation. The CEO acts as the link between the rest of the employees and the director.
The employees pass their views and issues to the CEO, who then communicates to the director
concerning the same. The views of the employees are usually important, since they assist in the
development of a corporation, by eliminating the outdated views, and replacing them with new
ones (Dowling, 2008). The employees also have issues concerning the amount of work compared
to the price that they get in exchange. There is no way that an employee can complain of having
too much pay compared to the work done, but the issue shall always be a low pay compared to
much work or increased responsibilities. It is therefore the responsibility of the CEO, to ensure
that the demands of the employees are met in time, thus solving a problem and not adding other
problems.

Critical thinking applies in different ways in the field of management. It simply refers to
the ability of a person to use the power of the brain to reason (Harzing & Pinnington, 2010). The
CEO must be a critical thinker in a way that not all problems or issues should be taken to the
director. In other words, the chief executive officers should be problem solvers, meaning that
they should have the ability to solve issues at their own. Minor issues should be solved at group
stages, before reaching the director.
Good relation is one of the rules and regulations of a corporation or an organization
(Hamel, 2008). The relationship of the chief executive officer with the director and the
employees should be vertical and horizontal. Relationship will be similar to communication,
since where there is good relationship, good communication applies too. Relating well to the
employees means than there is a smooth running of work and everything is dealt with
appropriately. Good relation should therefore be encouraged to the latter in an organization or
corporation.

References
Chew, J., & Chan, C. C. (2008). Human resource practices, organizational commitment and
intention to stay. International journal of manpower, 29(6), 503-522.
Dowling, P. (2008). International human resource management: Managing people in a
multinational context. Cengage Learning.
Hamel, G. (2008). The future of management. Human Resource Management International
Digest, 16(6).
Harzing, A. W., & Pinnington, A. (Eds.). (2010). International human resource management.
Sage.