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The human resource professionals are continuously adjusting to this role and re-aligning their roles; instead of being merely support function it has now has to embrace the role as strategic partner to the CEO.
2.8 Competency and its definition
One of the major trends in Human Resource practices has been the application of Competency in addressing the human resource requirements.
McClelland was the pioneer in the discussion of competency as early in the early 1970s and described competency as individual characteristics of which represent predictors of staff performance and success at workplace of which is as important the academic achievement of the staff. (McClelland, 1973).
Dubois in his book Competency-based Performance Improvement: A Strategy
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Competency requires the application of specified skills, knowledge and attitudes relevant to effective participation in an industry, industry sector or enterprise. It covers all aspects of workplace performance and involves performing individual tasks; managing a range of different tasks; responding to contingencies or breakdowns; and, dealing with the responsibilities of the workplace, including working with others. Competency requires the ability to apply relevant skills, knowledge and attitudes consistently over time and in the required workplace situations and …show more content…
To facilitate understanding amongst human resource practitioner Competency is further categorized as Competency Model of which it describes the combination of Knowledge, Skills and Attitudes that is required to perform effectively in a job and used by human resource professional to execute the human resource function such Recruitment and Selection, Training and Development, Succession Planning, Performance Management and Reward
A. The Human Resources Framework The human resources framework is one of the four framework approaches identified by Bolman & Deal; this frame regards people’s skills, attitudes, energy, and commitment. The human resource frame defends the ideas that organizations can be stimulating, rewarding, and productive (Bolman, & Deal, 1991). The human resources framework focuses on leadership styles of support, advocate and empowerment, and provides efficient and transformative change for your organization by addressing human issues, leading to greater accomplishment of goals and better individual, team, and organizational performance. The leaders increase participation, support, share information, and transfer decision making down to employees in the
To ensure all the employees are competent, they need to develop a system to measure this competency. For example, they can do assessments to gauge competency. Besides that, they should provide compulsory and supplementary training to their employees to add in value and skills. Mentoring systems also can be implemented to ensure sharing of knowledge and experiences.
“Hr is shifting from focusing on the organisation of the business to focusing on the business of the organisation” (Zulmohd 2011). David Ulrich points out four distinctive roles of HR which makes the organisation most effective and produce competitive advantage. He planned to change the structure of HR function and build HR around roles. The four key HR roles identified by Ulrich, one HR business partner/strategic partner – aligning HR and business strategy which plays an important role in setting strategic direction. It builds strategic relationship with clients and strategically manages the development of the workforce. The second key role is administrative expert which creates and must deliver effective HR processes made to tailor business needs. It also involves managing people and HR related costs. To continue to the third key role, change agent which understands the organisations culture, and takes the responsibility to communicate those changes internally and gain its employees trust. The final key role identified by Ulrich is employee advocate which is a core in HR role represents employees and helps to improve their experience, protect employees’ interests and confirm strategic initiatives are well balanced. Employee advocates must also “ensure fair, ethical and equitable people processes and practices.” “David Ulrich’s HR Model is about defining the HR roles and
Gray, S. W., & Zide, M. R. (2007). An introduction to the competency-based assessment model.
On the medium term, the key questions, the Human Resources department needs to answer, are following ones, in order to align its strategy with the company’s one:
Human resource management and the organizations in which it takes place are facing challenges from a changing environment. Hiring the proper people with the appropriate skills is an essential part of maintaining the workplace. Economic issues which include downsizing, organizational culture, productivity, ethics, demographics, and diversity plays a significant role when redesigning a company 's Human Resource Department. Success in the field of Human Resource requires an update of knowledge continually. Training, certifications, hands-on experience, and tactic knowledge helps to perform a difficult redesigning task with speed and sensitivity. Human Resource actions are comprised of but not limited to equal employment, staffing, compensation, benefits, labor relations, and safety. Ethical issues are
Competencies are quantifiable groups of KSAOs that a supervisor can use to evaluate performance (Aguinis, 2013). The performance reviews will distinguish high-performing staff who are eligible for promotion and rewards.
Professionalism, however, can take on many different forms which depend on where you work and the type of job responsibility you have. There are few common traits when it comes to being professional (Monster, 2013). This includes being Competent. This traits means that you are good at what you do – and you have the skills and knowledge that enable you to do your job well (Monster, 2013). Also it encompasses self-awareness, self confidence, and social skills. Competent person should display leadership skills, decision-making abilities, team work skills and ability to inform others of needed information. He or she is always up to the requirements of one’s profession and also able to seek out resources when necessary to stay competent (Octech.edu, 2013). Lack of competency in workplace will affect the way the …
Firstly, we will look at Human Resource planning which “is a process through which employers anticipate and meet their needs for staff” (Boddy, 2014). Typically, the starting point of such process centres on identifying and filling gaps in the organisation. While finding new recruits is one option of such strategy, reconfiguring existing resources could be another, furthering the bond between employer and valued employee by offering internal promotions or introducing new policies on flexible
Competence is the knowledge and ability to perform a task or job. “Competence ameliorates the credibility problem that originates from an inflation bias, or reputation thereof, through a purely strategic channel” (Moscarini, 2007, p.38).
Viitala(2005) concluded another theory about management competencies that contains six categories which are relevant to technical , knowledge , knowledge, leadership and supervisory competencies, social and intrapersonal. Technical competencies allow managers to handle the content of processes that they are responsible for by using tools, procedures and techniques. Business competencies are related to any business, it makes managers to think, to lead in the managing system. Knowledge management competencies include a lot of professional management knowledge such as concept formation and problem solving. Leadership and supervisory competencies are meant to lead people, support people and participate people. Social competencies include the ability of manager to establish the relationship with stakeholders. Intrapersonal competencies trend to provide the ability of self-control for managers.
Human resource management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. (1)
HUMAN RESOURCE CHALLENGES With the 21st century in motion, human resource management will face some of the old struggles and HR will be forced to face many new challenges. The main objective of HR is to recruit, retain, train, retrain and keep workers satisfied. Indeed, these responsibilities can be challenging in the 21st century, especially with changing roles, a multi-generational workforce, and globalization. Changing Roles.
Toohey, S.; Ryan, G.; McLean, J.; and Hughes, C. "Assessing Competency-Based Education and Training." Australian and New Zealand Journal of Vocational Education Research 3, no. 2 (November 1995): 86-117. (EJ 515 577)
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)