From "hemaa" : Hi,
On a role change from an HR Executive position to a Manager position:
What are the main Competencies, Skills & knowledge needed? To make this transition to a higher responsibility how does one equip oneself?
Can someone throw light on this?
19th December 2005 From India, Madras

leolingham2000 202







-YOUR ASPIRATION [ up the ladder in the organization or expert consultant in selected areas].



The activities carreied out by HR MANAGER will vary widely

according to the needs of the organization, the context within

which they work and their own capabilites.


As a broad guideline, the HR provide services to the organization

-human resource planning

-recruitment / selection

-employee development

-reward systems

-employee relations

-health/safety management

-staff amenities

-salary administration

-personnel administration

etc etc.


To varying degrees, HR MANAGERS provide guidance to the

management, like

-recommendations on HR STRATEGIES

-culture change

-approaches to the improvements of process capability

-performance management

-reward management

-HR policies/ procedures



HR managers provide advice to line managers, and management

in general

-recruitment advertising

-selection short lists

-training needs

-health/ safety

-handling people / problems associated

-industrial relations

etc etc


As we digest the activities, it leads us to the ROLE OF


HR MANAGER plays different roles.


-share responsibility with their line management for the success

of the business and the running of the business.


-contribute to the long term / strategic organizational issues like

*people selection

*people requirement

*people development

*organization development

*quality of worklife



-proactively contributes to the change management, people

management, team development, new technology introduction

etc etc


-acts as a management consultant on HR ISSUES working

alongside the line managers.


-monitors the implementation of HR policies / procedures.


The analysis of the activities and the roles leads us to

the question



The suggested competencies are


-personal effectiveness

-human relations handling skills

-leadership skills

-professional knowledge of HR

-adding value through people development

-continuing learning

-strategic thinking capability


-negotiating skills

-interpersonal skills

-business / culture awareness

-service delivery

-communication [ oral/ written ]





Organizational Awareness

Problem Solving

Customer Service

Stress Tolerance

Oral Communication



Decision Making

Planning & Evaluation

Conflict Management



Oral Communication




Teaching Others


Interpersonal Skills

Oral Communication



Technical Competence

Legal, Government, &


Personnel & Human Resources

Information Management

Mathematical Reasoning*


Customer Service




Attention to Detail

Oral Communication







Creative Thinking


As HR management becomes more and more complex, greater demands are placed on individuals who make the HR field their career specialty. It is useful to know about the competencies required for effective HR management.

A wide variety of jobs can be performed in HR departments. As a firm

grows large enough to need someone to focus primarily on HR activities, the

role of the HR generalist emerges that is, a person who has responsibility

for performing a variety of HR activities. Further growth leads to adding

HR specialists who have in depth knowledge and expertise in a limited area.

Intensive knowledge of an activity such as. benefits, testing, training, or affirma

tive action compliance typifies the work of HR specialists.

Changes in the HR field are leading to changes in the competencies and capabilities of individuals concentrating on HR management. The development of broader competencies by HR professionals will ensure that HR management plays a strategic role in organizations. The following sets of capabilities are important for HR professionals:

* Knowledge of business and organization

* Influence and change management

* Specific HR knowledge and expertise

Knowledge of Business and Organization

HR professionals must have knowledge of the organization and its strategies if they are to contribute strategically. This knowledge also means that they must have understanding of the financial, technological, and other facets of the industry and the organization. As illustration, in some organizations the top HR executive jobs are being filled by individuals who have been successful operations managers, but have never worked in HR. The thinking behind such a move is that good strategic business managers can rely on the HR specialists reporting to them, while bringing a performance oriented, strategic view of HR management to the top of the organization. In other organizations, top HR managers have come up through HR specialties, and have demonstrated that they understand broader business and strategic realities, not just HR management functional issues.

Knowledge Base

-Strategic planning/ HRM role.

-Political changes impact

-Economic changes impact

-Social changes impact

-Technology changes impact

-Workforce availability/ Quality

-Growth in contingent workforce

-Demographic issues

-Work / family balancing

-Organizational Restructuring

-Occupational shifts

-Global competition

-Business Process reengineering

-Financial responsibility for HR results.

-Intellectual capital


Influence and Change Management

Another key capability that HR professionals need is to be able to influence others and to guide changes in organizations. Given the many HR related changes affecting today's organizations, HR professionals must be able to influence others.

Knowledge Base

-sales ability

-persuasion skills

-presentation skills

-negotiation skills

-interpersonal relations skills

-change, change, change.

HR Specific Knowledge

The idea that "liking to work with people" is the major qualification necessary for success in HR is one of the greatest myths about the field. It ignores the technical knowledge and education needed. Depending on the job, HR professionals may need considerable knowledge about employment law, tax laws, finance, statistics, or information systems. In all cases, they need extensive knowledge about equal employment opportunity regulations and wage/hour regulations.

This outline reveals the breadth and depth of knowledge necessary for HR professionals. Additionally, those who want to succeed in the field must update their knowledge continually. Reading HR / MANAGEMENT publications / websites is one way to stay informed.

Strategic Management .Knowledge Of.

1.lawmaking and administrative regulatory processes .

2. internal and external environmental scanning techniques.

3.strategic planning process and implementation .

4.organizational social responsibility (for example, welfare to work, philanthropy, alliances with community based organizations). processes and functions , including marketing/sales/distribution etc.

6. techniques to sustain creativity and innovation.

================================================== =

Workforce planning and Employment .Knowledge of:

7.Central /state/local. employment related laws and regulations .

8.immigration law (for example, visas for overseas employees]

9. quantitative analyses required to assess past and future staffing (for example, cost benefit analysis, costs per hire, selection ratios, adverse impact).

10. recruitment methods and sources

11.staffing alternatives (for example, telecommuting, outsourcing)

12 planning techniques (for example, succession planning, HR forecasting)

13.reliability and validity of selection tests/tools/methods.

14 use and interpretation of selection tests (for example, psychological/personality, cognitive, and motor/physical assessments).

15. interviewing techniques .

16 relocation practices.

17 impact of compensation and benefits plans on recruitment and retention .

18 international HR and implications of international workforce for workforce planning and employment.

19 downsizing and outplacement .

20 internal workforce planning and employment policies, practices, and procedures.

Human Resource Development: Knowledge of.

21.applicable international, central, state, and local laws and regulations regarding copyrights and patents .

22 human resource development theories and applications (including career

development and leadership development)

23 organizational development theories and applications.

24 training methods, program, and techniques (design, objectives, methods, etc.).

25 employee involvement strategies .

26 task/process analysis .

27 performance appraisal and performance management methods.

28 applicable international issues (for example, culture, local management approaches/ practices, societal norms) .

30 techniques to assess HRD program effectiveness (for Example, satisfaction, learning and job performance of program participants, and organizational outcomes such as turnover and productivity).

Compensation and Benefits .Knowledge of.

31.Central, state, and local compensation and benefits laws.

32 accounting practices related to compensation and benefits (for example excess group term life, compensatory time)

33 job evaluation methods

34 job pricing and Pay structures

35 incentive and variable Pay methods

36 executive compensation

37.non cash compensation methods (for example, stock option plans).

38 benefits needs analysis i.e, life insurance, pension,

39 benefit plans (for example, health insurance, education, health club)

40 international compensation laws and practices (for example, expatriate compensation, socialized medicine, mandated retirement)

Employee and Labour relations . Knowledge of

41.applicable federal, state, and local laws affecting employment in union and non union environments, such as anti discrimination laws, sexual harassment, labor relations, and privacy

42 techniques for facilitating positive employee relations (for example, small group facilitation, dispute resolution, and labor/management cooperative strategies and programs)

43 employee involvement strategies(for example, alternate work schedules, work teams)

44 individual employment rights issues and practices (for example, employment at will, negligent hiring, defamation, employees' rights to bargain collectively)

45.workplace behavior issues/practices (for example, absenteeism, discipline)

46.methods for assessment of employee attitudes, opinions, and satisfaction (for example, opinion surveys, attitude surveys, focus panels)

47 unfair labor practices .

48 the collective bargaining process, strategies, and concepts (up to and after contract)

49 public sector labor relations issues and practices.

50. expatriation and repatriation issues and practices .

51.employee and labor relations for local nationals[ i.e. labour

relations in other countries).


Occupational health,safety,and security. Knowledge of.

52 .Central, state, and local workplace health and safety laws and

regulations (for example, OSHA, Drug Free Workplace ]

53 workplace injury and occupational illness compensation laws and programs (for example, worker's compensation)

54 investigation procedures of workplace safety, health, and security enforcement agencies (for example, OSHA)

55 workplace safety risks

56 workplace security risks (for example, theft, corporate espionage, information systems/technology, and vandalism)

57 potential violent behavior and workplace violence conditions .

58 general health and safety practices (for example, fire evacuation,

HAZMAT[hazardous materials], ergonomic evaluations)

59 incident and emergency response plans .

60 internal investigation and surveillance techniques .

61 Employee Assistance Programs .

62 employee wellness programs .

63 issues related to chemical use and dependency (for example, identification of symptoms, drug testing, discipline) .

CORE Knowledge Required by HR Professionals

64 needs assessment and analysis .

65 third party contract management, including development of requests for proposals

66 communication strategies .

67 documentation requirements .

68 adult learning processes .

69 motivation concepts and applications .

70 training methods .

71 leadership concepts and applications.

72 project management concepts and applications

73 diversity concepts and applications.

74 human relations concepts and applications (for example, interpersonal and organizational behavior) .

75 HR ethics and professional standards .

76 technology and human resource information systems (HRIS) to support

HR activities .

77 qualitative and quantitative methods and tools for analysis, interpretation, and decision making purposes .

78 change management .

79 liability and risk management .

80 job analysis and job description methods.

81 employee records management (for example, retention, disposal)

82 the interrelationships among HR activities and programs across

functional areas.


20th December 2005 From India, Mumbai
hemaa 1
Thank You, Lingham. This was one of the best posts & help mail I have seen in Cite HR. This really set the platform for my learning. Appreciate your time and views.
21st December 2005 From India, Madras
shridhar Sanil
Dear Lingham, You have done a great work. The efforts put by you will really the help people wanting to raise to HR Manager’s position. Well done.
22nd December 2005 From Oman, Muscat
sdd 2
Dear Lingham sir,
The information stated by you is quite helpful. It is a thorough outline of HR practices--Basic responsibilities,knowledge to be get to work on such a responsible post.
Thanka once again.
22nd December 2005 From India, Thana
umalme 9
Lingham’s posts contribution are always details oriented and meaning ful and self realizing for hr proffessionals. kudos to you, umalme
22nd December 2005 From India, Delhi
Rajat Joshi 70
We do really appreciate your posts and it is indeed our pleasure to have you on board in this forum.
All your postings on various topics have taken our learnings & understanding of HR to higher platform!!
Thank you so much for taking time & efforts for educating us.
23rd December 2005 From India, Pune
umalme 9
Yes, there has been fragmmented ideas on the subject and i always believe in appreciating people even randon thoughts on the subject. As nature nurtures itself us to adapt to it even how much we oppose or dispose or disassociate but struggle to survive.
Continuing Here can we have some good selected text references on modern human resource management practices off course not hard liners.
kind regards,
23rd December 2005 From India, Delhi
Re:Your wonderful posting
I would like to thank u personally for posting such an wounderful information an helping all your juniors to gain knowledge on h.r.
Really ur an great H.R ur company is gifted Lingham(h.r)
21st August 2010 From India, Madras
Archana Pant
Dear Mr. Lingam, This is one of the most detailed and comprehensive posts I have read on the subject. I am sure many of us will find it very useful. Thanks and Regards Archana Pant
6th October 2010 From India, Delhi
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