What Are The Qualities Should Have A HR Manager? - CiteHR
Skhadir
Strategic Business Management Includes Revenue
Vasanth.yen
Hr Executive
Rkpandey29
Hr Generalist
+1 Other

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what are the qualities must have human resource management?
I'm pursuing MBA in a reputed college and my specialization is HR.So i want to become a good HR in a company.So please give me valuable suggestions.

Dear Mr. Raghavaraj,
Did you ever questioned yourself "what makes me the best HR?" If you did, i am sure you might have gathered relevant information. If not, kindly go through my queries for you.
At the outset, have you studied the OBJECTIVES and ROLES & RESPONSIBILITIES of HRD in any organisation?
Do you have brief idea about the SKILLS & KNOWLEDGE required to play the role of a HR MANAGER?
Do you know the key difference between the MANAGER & LEADER?
Did you ever study HUMAN(EMPLOYEE) PSYCHOLOGY?
In order to become a GOOD HR, you need to travel a long journey to gain REAL TIME EXPERIENCE and KNOWLEDGE. There is huge difference between ACADEMICS and REAL TIME EXPERIENCE/PRACTICAL LIFE. If you search this website, you will find relevant information about the QUALITIES OF HR MANAGER and more.
Good Luck.
With profound regards

A good HR manager should possess the below listed qualities –

1. Strategic Acumen – An HR manager must possess sharp strategic acumen to devise an organizational road-map.

2. Organizational Skill – An HR manager should exhibit sound organization skills to coordinate regular training and development programs, implement business practices and deploy HR systems, technologies and modules.

3. Creativity – An HR manager should be creative which increase the competency.

4. Communication Skills – An HR manager is often the key liaison between top management and the employees and extended workforce of an organization.

5. Intuition – Intuition is the capacity of knowing without the use of rational processes; An HR manager should possess this quality.

6. Knowledge – A thorough knowledge base is essential for HR manager.

7. Commitment – An HR manager should be committed to the success of the project and of all team members.

8. Being Human – Employees like managers who are human and who don’t take advantage of their authority.

9. Negotiation Expertise – An HR manager has to communicate with external contractors and staffing agencies to source employee needs and other specialized requirements.

10. Motivational – This quality is required for keeping employees happy and satisfactory. The HR manager should be well versed with her employee’s interests, needs, hopes, desires and values.

11. Mentorship Role – An HR manager should support newly hired employees, empathize with the needs of experienced employees and generally serve as a resource for other staff members of an organization.

Dear Asif,
We are living a very competitive world and industry demands more skills than being a normal personality. You have missed out those points that differentiates a Manager from a LEADER. If professionals tend to remain just as a Manager, then, i am sure some of the skills you had mentioned will not be effectively implemented.
Below mentioned are my practical views based on my experience.
A HR Manager
- need to be a very good Administrator else he will fail to manage his departmental activities
- need to be a very good STRATEGIST. Must have vision to escalate employee and organisational standards
- need to possess PROBLEM SOLVING, CRITICAL THINKING and TEAM BUILDING SKILLS.
- need to be a very good COUNSELOR. Once cannot negotiate if he cannot counsel and convince anyone.
- need to be a TALENT DEVELOPER & PROMOTER.
Perhaps i may have missed few things. Kindly do correct me, if i am wrong.

Dear Asif,
We are living in a very competitive world and industry demands more skills than being a normal personality. You have missed out those points that differentiates a Manager from a LEADER. If professionals tend to remain just as a Manager, then, i am sure some of the skills you had mentioned will not be effectively implemented.
Below mentioned are my practical views based on my experience.
A HR Manager
- need to be a very good Administrator else he will fail to manage his departmental activities
- need to be a very good STRATEGIST. Must have vision to escalate employee and organisational standards
- need to possess PROBLEM SOLVING, CRITICAL THINKING and TEAM BUILDING SKILLS.
- need to be a very good COUNSELOR. Once cannot negotiate if he cannot counsel and convince anyone.
- need to be a TALENT DEVELOPER & PROMOTER.
Perhaps i may have missed few things. Kindly do correct me, if i am wrong.

Dear Khadir,
I appreciate your valuable reply except the line "You have missed out those points that differentiates a Manager from a LEADER."
You know Henry Mintzberg describes a set of ten roles that a manager fills. All those roles logically implement there is no difference between a leader and a manager. Real life experience may shows Leader is in the top level where manager is in the mid level but A manager today can be a Leader tomorrow.
So, MANAGER IS THE PART OF LEADER AND MANAGEMENT IS THE PART OF LEADERSHIP. WITHOUT MANAGEMENT THERE IS NO LEADERSHIP.
Perhaps real time business demands cannot create opportunities for a manager being a leader. But you cannot ignore interrelated factors between a manager and a leader.

Dear Asif,

I am glad you shared your views. I don't know about your experience but, i feel like sharing my views with you. Kindly feel free to discuss with Industry experts having PRACTICAL/REAL TIME EXPERIENCE. Do correct me if i am wrong because i am just an ordinary guy and knowledge base is quite limited. Hope to learn more about LEADERSHIP and MANAGERIAL SKILLS/COMPETENCY.

We all know that, all five fingers are not of same size. There is huge difference between a TRADITIONAL APPROACH and STRATEGIC APPROACH. Traditional approach is related to a ordinary Manager whereas, Strategic approach is related to a Manager possessing Leadership skills that itself elevates him to the LEAD ROLE.

Manager is a designation with specific roles and responsibilities defined. Anyone can play a role of a Manager. Leadership is a Trait and Personality(a skill developed but not trained, an added advantage to distinguish himself in a million) supporting Managerial activities isolating himself from a normal personality.

There are many authors who had defined roles of a manager while associating Leadership as one of the Trait and Personality. Even today, Leadership is not found nor developed in many Managers thus forming the MANAGEMENT at higher level. Hence, in practical norms, I would love to say without LEADERSHIP there is NO EFFECTIVE MANAGEMENT NOR PRODUCTIVE MANAGERS. Please have a debate on this point which i want to highlight, "LEADERSHIP MUST BE PART OF EVERY MANAGEMENT" making it a STRATEGIC/DYNAMIC/ENTHUSIASTIC and lot more, but not vice versa. MANAGEMENT is always a MANAGEMENT, no doubt it.

There is nothing to inter-relate as it is very clear that LEADER is a TRAIT & PERSONALITY(Skills) and its not a Designation. Few evencalled Leadership as a COMPETENCY which is mapped for executive specific roles. I believe in REAL TIME BUSINESS, but not in CONCEPTS. Many concepts are based on REAL TIME CASE STUDIES. There are plenty of opportunities for LEADERS beyond their expectation of just being a MANAGER.

If you are linkedin member, you may call for debate on this topic in LEADERSHIP THINK THANK group.

Good Luck

With profound regards

Some of the skills are;
Overall in my view He must be sensitive to the people i.e. employees issues keeping in sight the organisational goals and must be able to walk the tightrope of the balance between these two ends.
Besides above , He must be able to manage and and have Management skills like all other Managers and must perform the functions of Planning, coordinating, controlling etc. etc.

Dear Khadir,

Glad to get your detail view. I really appreciate your concern and knowledge. Let's justify my arguments.

1) According to you, Manager implies Traditional Approach where Manager with Leadership skills implies Strategic Approach.

My argument: At this point of view there is no argument.

2) You wrote that, Manager is a designation with defined duties and responsibilities where Leadership is Trait and Personality which is developed not trained.

My argument: In this point of view you tried to say that "Leaders are born not create." But research and evidence shows that leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach potential leaders. In this regards we also need to identify an important component : the environment in which the leader exists.

So, Leadership is a bunch of traits and behaviors which can also be transferable by proper teaching and training to others considering the surrounding situation.

3) You wrote that, Leadership is part of Management and not vice versa.

My argument: Earlier you wrote Manager is defined designation with proper duties and responsibilities, where Leadership is trait and personality. Actually we know a defined position is fixed or unchanged, that means limited. But the Leadership which is a combination of human instincts (trait and personality), is always changeable according to situation or context and researchers are researching on this. This implies that Leadership is not fixed or Unlimited.

So, an unlimited subject/object cannot be a part of limited subject/object (only partially it is correct, i.e, partially unlimited subject/object can be part of limited subject/object, but not as a whole). But the opposite is always correct. Therefore, Leadership is not part of Management but Management is the part of Leadership.

4) According to you, There is no inter-relation between leadership and management.

My argument: You wrote "LEADERSHIP MUST BE PART OF EVERY MANAGEMENT" (although this is partially correct not as a whole). And we know when we say something is part of something then there should have some inter-relation between those two. There are lots of example around us.

5) You believe in Real-Life Experience not in Concept.

My Argument: Concept refers mental ability to analyze and diagnose real time state of affairs. If real time experience is input then Concept is the Output. You believe in Input with no Output. This is the most illogical part of your writing.

One Last comment before I finish - Organizations need strong leadership and strong management for optimal effectiveness. In today's dynamic world, we need leaders to challenge the status quo, to create visions of the future, and to inspire organizational members to want to achieve the visions. We also need managers to formulate detailed plans, create efficient organizational structures and oversee day-to-day operations. Therefore, Leadership and Management are collaborative rather confronting.

Dear Raghavaraj

This is a gud forum... Since i have completed MBA oly 6 months before... i ll give my opinion about how we go wrong when doing our studies........

pls make sure that u r clear with concepts.. pls dnt mug things up.... on short dnt study on exam point of view....

-------Find PRACTICAL EXAMPLES on wat u study in theory....

------- Pls read Business Line and Economic times news papers-- u ll get to know several case studies and their probable solutions.

-------- Volunteer urself for ORGANIZING functions in ur department and U ll come across persons wit different attitude and u ll know how to get work from them and also u will know how to react to situations.....

--------Go through various journals and magazines that give u current updates in ur specialisation.

--------While doing ur project, dnt go to company for "Data Collection" alone , u ll get a chance to interact with the HR of that company, u can ask thm to share their experience and challenges they face in theie career which may act as an input for u...

--------and leave the "I" attitude and set aside ur "EGO" u ll always have the opportunity of learning from every one........

And SENIORS CORRECT ME IF AM WRONG......................


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