MGT2HRM: Report on the Essential Capabilities of an HR Manager

This report delves into the essential capabilities of an excellent HR manager, drawing upon the AHRI Model of Excellence. The report focuses on three key capabilities: being business-driven, designing the workforce and workplace, and acting as a cultural and change leader. The analysis includes the meaning of each capability, its significance for an HR manager, and supporting evidence from the student's personal experiences, such as previous work in the IT sector and volunteer work. The report emphasizes the importance of aligning HR strategies with organizational goals, ensuring employee safety and wellness, and fostering effective communication and leadership to manage cultural differences and drive organizational change. References to relevant literature, including the Australian HR Institute, are also provided.

Running Head: HUMAN RESOURCE MANAGEMENT
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Human resource management
11/28/2018

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Contents
Introduction...........................................................................................................................................2
Capability 1: Business driven................................................................................................................2
Capability 2: A workforce and workplace designer...............................................................................3
Capability 3: A cultural and change leader............................................................................................4
Conclusion.............................................................................................................................................5
References.............................................................................................................................................6

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Introduction
The report brings about the discussion on the assignment of human resource management
which explores the capabilities of an excellent HR manager. These capabilities are offered by
the AHRI and other universities. AHRI is a national which represents human resource and the
people management professionals. Thus, three amongst seven capabilities will be described
and their relative importance from the personal experiences (Australian HR Institute, 2018).
Capability 1: Business driven
 Meaning
Business driven capability, also known as business-oriented approach in any organisation
refers to the process of identifying the data which is required for human resource to support
or conduct their business activities. It first requires an HR manager to acquire and capture the
data which is essential for their organisation, and then maintaining them in the data resource.
To keep the stability and credibility of the business while dealing with the global market,
using the medium of internet, an HR must ensure the safety of the critical data and
information within organisation. A business-driven approach requires keen analytical
planning to attain the goals, through research on the needs of potential buyers (Boshyk,
2016).
 Significance for HR manager
It is important for an HR manager to have this capability, i.e. business driven approach play a
vital role in effective performance of the manager leading to improved organisational growth.
The capability will facilitate the manager in the organisation to make efficient use of
resources; proper allocation of resources will save time for the analysts to strategize their
goals in better way. Business-driven capability also helps an HR manager to collect, analyse
and communicate necessary information and ideas to their employees in the organisation.
This will further lead to healthy relations with the organisational members, and effective
stakeholder management (Mallén et al., 2016).

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 Evidences for HR position
Applying for a graduate position of HR, in any organisation based on the parameter of
business driven capability, it can be stated that my previous work experience can demonstrate
the presence of this capability to a major extent. I worked in the IT sector previously, through
which I acquired enough confidence and notable experience to understand the importance of
acquiring, maintaining, and allocating the resources for conducting the business activities.
Moreover, I learnt that one needs to align their perspective, and goals to the organisational
models and strategic or the mission set at their foundation to be achieved in the later years.
Capability 2: A workforce and workplace designer
 Meaning
Workforce designing has been a paradigm shift in the approach of planning for the workforce
to be hired in the contemporary organisations. It defines about breaking down of the current
workforce, and consists of a mix of the varied talents in the organisation, which would
determine the staffing of the right category of worker for the required job. The capability of
workplace designing is to be achieved along with workforce designing for an HR manager to
perform to perform efficiently. An HR manager must ensure designing the workplace in a
way which ensures the safety and high performance of the workers in the organisation
(Paauwe and Boon, 2018).
 Significance for HR manager
The capability of workforce planning/designing and workplace designing is necessary to be
performed by the human resource manager in any organisation. HR must ensure in the
industrial settings that their employees are able to perform their routine functions, and carry
out other procedures which would determine their wellness. This will lead to reduction in the
rates of employee turnover reducing the burden on HR manager to hire new employees for
their organisation (Reilly and Williams, 2016). Thus, it is important for employers or HR

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mangers to focus upon optimization of the health and wellness of workers by improving
conditions air, lighting quality at the workplace.
 Evidences for HR position
In context to the workforce and workplace designing as the key selection criteria, as the
required capabilities to apply for HR manager in any organisation, I would provide certain
evidences. This evidence includes from the past experiences in which I volunteered one
conference during my college years, a national conference, and I took the role of managing
the people at auditorium. It was a personal experience which involved my role to maintain the
safety of audience, till the end of session. Thus, I instilled the capability which forms a basis
for me to become a future HR manager, and attain success.
Capability 3: A cultural and change leader
 Meaning
The capability of a change and cultural leader describes about the leadership qualities of an
HR, to introduce and manage change in the organisation. The capability ensures respecting
the people or employees from different socio-cultural background working in the
organisation. Change leader is the one who is able to influence and persuade others to accept
or adapt to the change, through personal advocacy, vision, and the drive towards attaining
organisational success. It is the important capability which represents the excellent HR
behaviour and performance, therefore an excellent HR manager must possess the ability to
manage cultural differences, and change in the organisation (Georgalis et al., 2015).
 Significance for HR manager
An HR must possess these skills and capabilities significant to ensure survival, improve
organisational performance and attain higher success in the future. It is the responsibility of
an HR manager to consider the culture as their main feature of the organisation, as they deal
with the humans who belong to different cultural backgrounds, therefore they must practice
effective strategies for brining change or innovation in their work (Stark, 2016). Being, a
cultural coach, HR leaders or managers, they need to align managers and employees within
aspired culture. Thus, it has been analysed that it is an important capability for an HR
(Mcdonnell and Sikander, 2017).

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 Evidence for HR position
To apply for an HR position, it can be stated that the capability of cultural and change
leader is used as a selection criteria, for which I found myself suitable. It can be described
from a personal experience from the first year of my graduation, when I took admission in
the college. Being into a different environment, and people from different cultures, I found
it difficult to communicate effectively with them which were one of my major loopholes.
Then, later on I took the lead of the projects given in our classes, which motivated me to
manage people, build leadership skills, and ability to accept change.
Conclusion
To conclude the above discussion it has been analysed that an HR manager requires certain
set of skills and capabilities to attain their predetermined goals and objectives. Hence, the
report mentioned in detail about three capabilities to become an efficient HR manager, and
their relative importance to an HR in an organisation.

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References
Australian HR Institute (2018) Model of Excellence. [online] Available from:
https://www.ahri.com.au/education-and-training/webinars/how-hr-can-enable-leadership-
capabilities [Accessed 28/11/18].
Boshyk, Y. ed. (2016) Business driven action learning: Global best practices. Berlin:
Springer.
Georgalis, J., Samaratunge, R., Kimberley, N. and Lu, Y. (2015) Change process
characteristics and resistance to organisational change: The role of employee perceptions of
justice. Australian Journal of Management, 40(1), pp.89-113.
Mallén, F., Chiva, R., Alegre, J. and Guinot, J. (2016) Organicity and performance in
excellent HRM organizations: the importance of organizational learning capability. Review of
Managerial Science, 10(3), pp. 463-485.
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.
Paauwe, J. and Boon, C. (2018) Strategic HRM: A critical review. In Human Resource
Management (pp. 49-73). United Kingdom: Routledge.
Reilly, P. and Williams, T. (2016) Strategic HR: Building the capability to deliver. United
Kingdom: Routledge.
Stark, E.E. (2016) Undelivered promises from the hr profession: A plea to return to a more
defensible motivation for embracing diversity. Journal of Behavioural and Applied
Management, 4(3), p.1080.