the new Human Resource Manager

the new Human Resource Manager

the new Human Resource Manager

the new Human Resource Manager. It’s more complicated being a human resource manager today.75 Tasks like formulating strategic plans and making data-based decisions require new competencies
and skills. HR managers can’t just be good at traditional personnel tasks like hiring
and training. Instead, they must “speak the CFO’s language” by defending human
resource plans in measurable terms (such as return on investment).76 To create
strategic plans, the human resource manager must understand strategic planning,
marketing, production, and finance.77 As companies merge and expand abroad, they
must be able to formulate and implement large-scale organizational changes, drive
employee engagement, and redesign organizational structures and work processes.
None of this is easy.

When asked, “Why do you want to be an HR manager?” many people basically
say, “Because I’m a people person.” Being sociable is certainly important, but it takes
much more. What does it take to be a human resource manager today? Recently, the
Society for Human Resource Management (SHRM) introduced a new “competency
model” (called the SHRM Body of Competency and Knowledge™); it itemizes the
competencies, skills, and knowledge and expertise human resource managers need.
Here are the behaviors or competencies (with definitions) SHRM says today’s HR
manager should be able to exhibit:

● Leadership & Navigation The ability to direct and contribute to initiatives and
processes within the organization.
● Ethical Practice The ability to integrate core values, integrity, and accountability
throughout all organizational and business practices.
● Business Acumen The ability to understand and apply information with which
to contribute to the Organization’s strategic plan.
● Relationship Management The ability to manage interactions to provide service
and to support the organization.
● Consultation The ability to provide guidance to organizational stakeholders.
● Critical Evaluation The ability to interpret information with which to make
business decisions and recommendations.
● Global & Cultural Effectiveness The ability to value and consider the perspectives
and backgrounds of all parties.
● Communication The ability to effectively exchange information with

SHRM also says human resource managers must have command of the basic knowledge
in the functional areas of HR, such as employee relations. The basic knowledge
of principles, practices, and functions they need here should cover:

●● Functional Area #1: Talent Acquisition & Retention
●● Functional Area #2: Employee Engagement
●● Functional Area #3: Learning & Development
●● Functional Area #4: Total Rewards
●● Functional Area #5: Structure of the HR Function
●● Functional Area #6: Organizational Effectiveness & Development
●● Functional Area #7: Workforce Management
●● Functional Area #8: Employee Relations
●● Functional Area #9: Technology & Data
●● Functional Area #10: HR in the Global Context
●● Functional Area #11: Diversity & Inclusion
●● Functional Area #12: Risk Management
●● Functional Area #13: Corporate Social Responsibility
●● Functional Area #14: U.S. Employment Law & Regulations
●● Functional Area #15: Business & HR Strategy

HR and the Manager’s Skills

The aim of this book is to help every manager develop the skills he or she needs to carry out the human resource management–related aspects of his or her job, such as recruiting, selecting, training, appraising, and incentivizing employees, and providing them with a safe and fulfilling work environment.78 Special HR Tools for Line Managers and Small Businesses features provide small business owners/managers
in particular with techniques to better manage their small businesses. Know Your Employment Law features highlight the practical information all managers need to make better HR-related decisions that work. Employee Engagement Guide for Managers features show how managers improve employee engagement.


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