HR Competencies - Part II - Assignment Example

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The competencies you touched upon are of much interest to me due to the fact that there are some practical experiences I have gained on these based on formal and current organization. This puts me in a position to add more insight on your post. On the competencies, I found them…
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HR Competencies - Part II
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HR COMPETENCIES - PART II Response to Judith The competencies you touched upon are of much interest to me due to the fact that there are some practical experiences I have gained on these based on formal and current organization. This puts me in a position to add more insight on your post. On the competencies, I found them to be extremely important in my previous workplace as our boss assigned selected group of people leadership roles. I was fortunate to be part of group of leaders. One of my first approaches was for me to gain as much knowledge about the business as possible that would make it possible for me to transfer knowledge to other people. With this experience of mine, I confident that any organization that chooses to develop competencies through leading change for employees will be better placed to also gain the second competence of knowledge acquisition of the business. But whiles doing this, an addition insight I would like to add is that it will be very important that leaders will do so with the use of democratic leadership style which allows the employees to learn directly from the leaders rather than leaving everything out to the employees (Ulrich, 2009).
Ulrich, D. Brockbank, W. Younger, J. Nyman, M. & Allen, J. (2009). HR Transformation: Building Human Resources from the Outside In(Laureate Education, Inc., Custom Ed.) New York: McGraw-Hill.
Response to Hayes
I would rightly agree with you on the point that competencies help in adding to an HR professional’s ability to be a strategic partner. This is because quote (year) stressed that when employees develop competencies, they are put in a better position to contribute effectively to the larger organization. Such contribution takes place as there are modalities such as cross-functional teams and shared responsibility used in the organization. By implication, as soon as the HR professional with competencies begin to contribute effectively to the larger organization as a means of helping it achieve its goals, it can be said that the HR professional has become a strategic partner. This is because instead of being useful to a single department within the organization, the employee becomes utilized for the larger organization. Having said this, I will advise that HR managers must put in efforts that ensure that there is an accommodating atmosphere for the employees to be strategic partners. One such means will be to use cross-functional teams and shared responsibility.
Becker, B., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking people, strategy, and performance. Boston, MA: Harvard Business School Press. Read More
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