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?
HR KNOWLEDGE MANAGEMENT
AS YOU BUILD / DEVELOP YOUR KNOWLEDGE BASE,
YOU NEED TO KNOW
-YOUR PASSION FOR SELECTED SUBJECTS
-YOUR KEEN INTEREST AREAS
-YOUR ASPIRATION [ up the ladder in the organization or expert consultant in selected areas].
HR MANAGER'S ACTIVITIES, ROLES, COMPETENCES.
1. HR MANAGER'S ACTIVTIES.
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
To varying degrees, HR MANAGERS provide guidance to the
-recommendations on HR STRATEGIES
-approaches to the improvements of process capability
-HR policies/ procedures
HR managers provide advice to line managers, and management
-selection short lists
-handling people / problems associated
As we digest the activities, it leads us to the ROLE OF
HR MANAGER plays different roles.
BUSINESS PARTNER ROLE.
-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
*quality of worklife
-proactively contributes to the change management, people
management, team development, new technology introduction
INTERNAL CONSULTANCY ROLE
-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
WHAT ARE THE COMPETENCIES REQUIRED FOR A
SUCCESSFUL HR MANAGER?
The suggested competencies are
-human relations handling skills
-professional knowledge of HR
-adding value through people development
-strategic thinking capability
-business / culture awareness
-communication [ oral/ written ]
ROLE / COMPETENCE MATRIX
•Planning & Evaluation
•Legal, Government, &
•Personnel & Human Resources
•Attention to Detail
HR KNOWLEDGE MANAGEMENT
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.
-Strategic planning/ HRM role.
-Political changes impact
-Economic changes impact
-Social changes impact
-Technology changes impact
-Workforce availability/ Quality
-Growth in contingent workforce
-Work / family balancing
-Business Process reengineering
-Financial responsibility for HR results.
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.
-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).
5.management 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
Continuing Here can we have some good selected text references on modern human resource management practices off course not hard liners.
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