Monday, December 9, 2019
Australian Human Resource Practitioners And CEOs â⬠Free Samples
Question: Discuss about the Australian Human Resource Practitioners And CEOs. Answer: Introduction Model of excellence is a graphical representation combining the core behavior and capabilities of the human resource practitioners. The model is developed based on two surveys of Australian human resource (HR) practitioners and CEOs. It is the foundation for AHRI (Australian Human Resource Institution) certification and development of AHRI intellectual property. The model of excellence is consisted of 7 capabilities, which are extremely important for the human resource practitioners for managing the employees of an organization properly. These 7 capabilities are namely business driven, expert practitioner, strategic architect, workforce and workplace designer, ethical and credible activist, stakeholder mentor and coach and cultural and change leader (Ahri.com.au, 2018). This report will select three HR capabilities among the 7 HR capabilities of the Model of Excellence, which are namely business driven, workforce and workplace designer and cultural and change leader. The report will discuss the entails and importance of these selected HR capabilities. Apart from that, the study will also provide some evidences of these HR capabilities for the selection in a graduate HR position. Analysis of HR Capabilities Analysis of Business Driven Capability Entails of Business Driven Capability The prime role of a human resource manager relies in guiding and directing the employees of an organization towards leading organizational success. Hence, an excellent human resource manager must have business driven capability. This capability facilitates the HR manager in understanding the business operation, products and priorities of service delivery for properly guiding the employees towards right business direction (Ulrich et al., 1995). On the other hand, the business driven capability also facilitates the HR managers to understand the impact of political and legislative framework on business operation (Liu et al., 2017). This capability also drives the HR managers towards leading competitive advantage through proper employee management. Importance of Business Driven Capability for Human Resource Manager The business driven capability helps a human resource manager to anticipate the impact of internal and external environment on organizational performance (Ahri.com.au, 2018). Hence, such capability leads the HR managers towards dealing with the business risks through directing the employees properly. Apart from that, business driven capability can facilitate the human resource managers to foster business competitiveness through motivating the employees to generate unique business ideas (Jackson et al., 2014). On the other hand, this capability assists the human resource managers to understand the core needs and demands of the stakeholders. Hence, they can guide the employees towards meeting those demands of the stakeholders for fostering customized business approach. Evidence of Driven Capability for HR position The evidence for my business driven capability can be demonstrated in my HR role, which has been assigned to me in an organization during my internship program. The organization was actually a restaurant, where I was responsible for guiding the hotel staffs in providing quality service to the customers. I understood that providing overwhelming customer experience through quality service is the prime criteria for the success of the restaurant. Hence, I become capable of leading high level of customer satisfaction through proper people management. Analysis of Workforce and Workplace Designer Capability Entails of Workforce and Workplace Designer Capability A workforce and workplace designer capability entails the ability of a human resource manager to align the organizational goals with the individual goals of the workforce. Moreover, such capability facilitates the human resource managers to design a productive and sustainable workplace environment through integrating work and life of the employees (Ahri.com.au, 2018). On the other hand, this capability assists the human resource managers to design the jobs as per the capabilities, motivation and aspiration of the employees with alignment of organizational goals (Meijerink et al., 2016). Moreover, workforce and workplace designer capability establishes individual performance and organizational team framework for building productive workplace and workforce. Importance of Workforce and Workplace Designer capability for Human Resource Manager Workforce and workplace designer capability is extremely important for the human resource managers for establishing a productive and sustainable workplace and workforce. Moreover, this capability helps the HR managers to align the organizational goals with the individual goals of the employees (Stone Deadrick, 2015). It motivates the employees to become more productive towards achieving organizational success. As per Unitarist frame of reference, an organization is an integrated and harmonious whole existing for a common purpose. Moreover, all the organizational members must share common organizational purpose and mutual cooperation for leading organizational success (Nolan Garavan, 2016). In such situation, workforce and workplace designer capability assists the HR managers in building mutually cooperating work environment by aligning individual goals with organizational goals. Evidence of Workforce and Workplace Designer capability for HR position The evidence of my workforce and workplace designer capability can be heighted in my volunteering role of leading a fundraising program for poor children. In this role, I was quite successful in motivating the program members to give warm welcome and treatment to the fund donors of the program. I aligned the social improvement motto of the program with the individual volunteering experience of the program members for motivating them in achieving the program success. Analysis of cultural and Change Leader Capability Entails of Cultural and Change Leader Capability A cultural and change leader capability entails the ability of human resource managers towards designing and delivering innovative HR solution for fostering sustainable and productive organizational culture (Ahri.com.au, 2018). Moreover, this capability is associated with the ability of the HR managers to translate the values and culture of the workforce into organizational culture. Importance of cultural and Change Leader Capability for Human Resource Manager Cultural and change leader capability is extremely important for the human resource managers to foster organizational change towards dealing with external business pressure. Moreover, it helps the HR managers towards leading innovative business solution. As per Harvard Analytical Framework of HRM, wide range of stakeholder interests and situational factors highly influence of HRM policies and practices. In such situation, changing stakeholder interests and social factors drive the changes in business requirements and HRM policies (Cohen, 2015). Hence, cultural and change leader capability helps the HR managers towards adapting changes for building productive and sustainable workplace. Evidence of A cultural and Change Leader capability for HR position The evidence of my cultural and Change Leader capability can again be reflected on my experience of internship program. I was responsible for managing the customer experience team of a restaurant. In my job role, I perfectly indentified the changing customer needs of the customers and led the customer representatives to adapt those changes for leading innovative HR solution. Conclusion While concluding the study, it can be said that business driven capability facilitates the human resource managers to understand the business purpose properly. Hence, this capability drives the HR managers towards directing the employees in achieving organizational success perfectly. On the other hand, the workforce and workplace design capabilities facilitate the HR managers towards designing productive and motivating workforce and workplace. References Ahri.com.au. 2018. Ahri.com.au. Retrieved 1 April 2018, from https://www.ahri.com.au/about-us/model-of-excellence Cohen, D.J. 2015. HR past, present and future: A call for consistent practices and a focus on competencies.Human Resource Management Review,25(2): 205-215. Jackson, S.E., Schuler, R.S. Jiang, K. 2014. An aspirational framework for strategic human resource management.The Academy of Management Annals,8(1): 1-56. Liu, D., Gong, Y., Zhou, J. Huang, J.C. 2017. Human resource systems, employee creativity, and firm innovation: The moderating role of firm ownership.Academy of Management Journal,60(3): 1164-1188. Meijerink, J.G., Bondarouk, T. Lepak, D.P. 2016. Employees as active consumers of HRM: Linking employees HRM competences with their perceptions of HRM service value.Human resource management,55(2): 219-240. Nolan, C.T. Garavan, T.N. 2016. Human resource development in SMEs: a systematic review of the literature.International Journal of Management Reviews,18(1): 85-107. Stone, D.L. Deadrick, D.L. 2015. Challenges and opportunities affecting the future of human resource management.Human Resource Management Review,25(2): 139-145. Ulrich, D., Brockbank, W., Yeung, A.K. Lake, D.G. 1995. Human resource competencies: An empirical assessment.Human resource management,34(4): 473-495.
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