Human Resource Professional
Human Resource Professional
Activity 1 The Human Resource Professional (HRP) Map displays a clear idea about the required HR skills, knowledge and behaviour to lead the organization to successes. The HRP Map covering of 10 professional areas, 8 behaviours and 4 bands. Sarah Miles (2009), CIPD organizational development director, said: “This is a complete rethink of professional standards, not just a simple face-lift, and that’s not something you can turn around in a short time. ” Human resource professional areas describes what HRs need to know (knowledge) and what need to do (Activities) at four bands of professional capability in each HR professional area.
The core professional areas of the HRP Map are Strategy, Insights and Solutions and Leading and Managing the Human Resource function. These are necessary for HRs in their main roles either in organization or in developing themselves. Remain eight professional areas as follows: employee engagement, employee relations, learning and talent development, organization design, organization development, performance and reward, resourcing talent planning and service delivery information.
The Strategy, Insights and Solutions by using deep accurate thoughtful of the business activities, plans and strategy and fundamental encouragement of and difficulties to perform sustainability with the need of customers and unique insights to grow the performance of the business through establishing and delivering of human resources solutions and strategy. The Leading and Managing the Human Resource function by guiding and organizing customized human resources function depend on the need of the business requirements.
Guarantees that the function has the exact capability, capacity and organization plan in which human resources employees are engaged, work team base and have deep understanding of organization with the drivers valued results. An HR professional needs to carry out the activities through some behaviour. Each behaviour is explained at the four bands of professional capability and lists a number of contra indicators which show negative behaviour. They are 8 which are collaborative, courage to challenge, curious, decisive thinker, driven to deliver, personally credible, role model and skilled influencer.
My own selected professional area is the need to improve organization Development for Native Consultancy, Information Technology Company. The Activates, knowledge and behaviour at Band 1 which are most essential to my own HR role are in three points: * Knows employment law and discrimination law, in local and international rule and what the organization needs to do to prevent and monitor the risks. That can be done through collects, assembles and accurately analyses measures, data and feedback by using Labour law book, experts in local and international rules, and register in Labour law course.
Respond to change in different ways for different cultures. Through promotes the organizational values and behaviours and recognises their interdependencies with organisational processes, structures, and ways of working. Read relevant researches, meetings with different culturally customers. Satisfy the customers with well communication skills. * Understands basic Organizational Development analytical tools and how to use it correctly. Co-ordinates and rolls out internal communication messages.
By reading Articles, researches and case study about Organizational Development and its tools. Easy to apply the OD tools and uses one of it in the organization. The leading behaviours that are essential for this professional area to be done are driven to deliver – expresses willpower, creativity and reason to deliver the best results for the organisation, collaborative – Works efficiently in both inside and outside of the organisation with a range of people. And curious – Is curious and open-minded; seeks out innovative ways to add value to the organisation.
Activity 2 To understand the needs of the customers and level of satisfaction, the HR have to continually monitor the needs and how it has been meeting those needs and recognaize any areas that has gaps. This way of analysis will find out the real view of the customers’ needs and will guide the HR professional to balance several perspective and determining which get priority. “For instance, managers may value high levels of production and long work hours whereas employees may value more time off and a focus on work/life needs.
Effective HR customer service will work with both groups to find the right balance” Leigh Richards (2012), eHow Contributor. The customers verify in two types, internal and external. Here we will consider the internal customers for its direct effects on the company and its ongoing processes as employees, managers and technicians. Their needs are differ as training, reports, CVs, tools and hardware and sometime conflict with others. In the divergent of the customers need; the HR professional have to take accurate and impartial clear decision on that.
The HR choice will depend on the most important and effective on the organization in a timely manner as the training in the development of new strategy or plan before other needs. To communicate effectively in the organization between customers; e-mails, chats (WhatsApp/BlackBerry/Skype) and direct phone calls are most useful. E-mails are used as formal communication tool between different customers and can be archived for future need but it can be a reason to delay the response either by the user or by telecommunications’ problems.
Otherwise the chats and calls can retrieve with direct reply and helpful for urgent issues but as usual cannot be used later for its instantly unsaved answers. An effective work relationship with employees leads to a positive environment. The colleagues, supervisors and management will respect the decisions and contributions results from a collaborative team. “Maintaining an effective relationship with co-workers takes effort, such as regular communication” Cherrine Banks (2009), the eHow Contributor. Key to any successful HR-line manager relationship is communication.
Although the structure of HR is important, success is more about the relationships you build with line managers. Any particular structure that is working now, is reviewed to ensure the HR framework continues to support them,” La Penna (2007). Complaints are found in every organization and business. The most common solutions are Listening, Solving and being polite. Firstly listening to what the customer has to say and ask for as many details as possible. Classify the problem. Then offer a solution before other requests one within a clear policy to know how far you are willing to go for solving the complaints.
Be thankful and polite while listening and solving the problem. Be careful on the tone used and body language to solve the problem effectively. Difficult employees display behaviors that can be uncomfortable and backfired to the goals of the organization. The behaviors of a difficult employee can range from stable conversation to rejection to complete the job tasks and its responsibilities. Other difficult behaviors include neglect of colleagues and waste of company belongings. It is important for managers to identify, walk in and stop the actions of difficult employees before more harm is done. How difficult a person is for you to deal with depends on your self-esteem, your self-confidence and your professional courage. ” Susan M. Heathfield (2011), Human Resources expert and covered Human Resources for About. com since 2000. HR professional has to explore and brainstorm some solutions with a trusted experienced friend or colleague. Approach the person whom having the problem with private and open a discussion with agreement toward positive actions. The Following up is essential with this person.
If the difficult customer didn’t changed positively, the transferring process to new department or job within the organization will be helpful. Time is main effective factor for providing services. Commitments with the deadlines and within the organization roles will effects it toward success. Some services are depending on each other in prioritized and sequence way; so it have be done carefully with respect to the start day and the duration without any dely. Once time is left, the process of finalizing the work have to be faster and will affect other tasks and maybe will consume more recourses, time and money.
Dearing the current situation of market, the organizations cannot afford everything needed for the customers. The budget has shortage and the business is returning less profit than before. From that point, the HR practitioner can handle the customized budget in smart way. As purchasing printer one for each department and can be non-colour printing for all except those in need for colour as advertisement department. As well the printing can be converted to be digitally e-mailed or uploaded to the organizations website.
Brad Power (2011) writes about this in “Why Doesn’t HR Lead Change? He defers to Dave Ulrich, a University of Michigan professor recognized by HR Magazine as the most influential person in HR, who said there are three human resources processes that are critical to embedding a culture of continuous improvement: talent flow, rewards and training and development. Firstly, for the talent flow, HR experts can develop method for hiring who are familiar with the attitudes and behaviors of their company. Managers are hired for expertise, not attitude and behavior. The attitude and behavior that support the direction of the company are necessary to continues improvement.
The Rewards is a “Continuous improvement demands that people not only carry out their jobs, but improve their work too,” writes Power. Training and Development is important at the organization. If it does not afford the knowledge and skills customers need to improve their work, its mean that continuous improvement isn’t important. According to the power for leading change, HR professional must use its influence to help leaders focus on customers, long-term business outcomes, and building competences in their people; be a partner; and get operational experience.
Subject: Human resources,
University/College: University of California
Type of paper: Thesis/Dissertation Chapter
Date: 1 October 2016
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