Six Competencies for the Future of Human Resources - Book Report/Review Example

Approach and Findings Introduction Ulrich et al. in their text “HR from the Outside In: Six Competencies for the Future of Human Resources” try establish the defining characteristics of competent HRs in all managerial firms. Certain factors define highly performing HRs who can successfully handle their duties with ease and comfort, and lead the human capital to achieve the goals of the organization. Competency to them is essential for the success of any HR, and is definitive of the key factors defining the most successful Human Resource managers. Strongly they believe that within the definition of success, there exist six competencies which ensure that the future of the HR profession remains competitive. To prove their point, they developed a human resource competency model by carrying out a study to ascertain the authenticity and reality of their claims. The study was called Human Resource Competency Study (HRCS), contained in the publication, “HR from the Outside In: Six Competencies for the Future of Human Resources”. The approach they used and their findings are contained in chapter 2 of the book called “Approach and Findings.” This paper generally will take an overview of this chapter, summarizing their ideas by drawing reference to other sources to support the claims. Body Human Resource Competency Study (HRCS) was undertaken to identify the six most important competencies that are essential for the future of human resource. The researchers also put into consideration the progress that the field has undergone over the years, as they sought to look at how the profession could be improved to serve all firms better. Human resource is an essential department in any organization due to its managerial nature of managing other people (Grossman 4). Despite the fact that most of the managers have been equipped with the essential skills, Ulrich and his friends felt that this was not enough for the success of these managers. Their ability to exhibit competency in their roles is an essential integral that is descriptive of successful managers. This was the biggest reason why these researchers undertook this survey. Purpose and Vision While seeking to offer direction to the progress of human resource, Ulrich et al (28) define progress both at an individual level and organizational level. Individually, they refer to progress as the overall effectiveness of an HR personnel when undertaking their duties. Individually, progression is essential to any human resource personnel as it offers direction on the most important areas in which individual professionals need to focus on to prove their competence and ability to contribute to the success of the organization. At organizational level, progress is measured by the manner in which competency of HR personnel contributes to the growth of a business. Through their research, the sought to give advice to these professionals on the most appropriate competencies that are likely to directly contribute to business results. BAE Systems Different purposes for human resource coming together have been cited by the authors. How these purposes come together signifies a very powerful way of achieving success. A demonstration of how these purposes come together has been demonstrated by BAE Systems, which was a result of a merger between British Aerospace and Marconi Electronic Systems. The merger organized the HR department into three segments which included shared services, corporate centre, and the HR professionals who face the clients, working directly in the line of the executives in their business. During the reorganization process Ulrich et al (38) observes, the leadership recognized that the most important HR professionals who were supposed to face the clients had not developed the most essential skills and knowledge necessary to meet the demands of the client base, and therefore increasing the out pot of the organization. Subsequently, these leaders opted to take this class of professionals for further training. The ability of a professional to know and understand the needs of the client is of utmost importance as helps to serve them in the best manner possible. Development of Competency Approach Tracing the development of the competency approach, Ulrich et al (43) observes that the concept has constantly grown over the last 40 years to be incorporated in diagnosing, framing and improving various aspects of HR management. The application of competency in different areas for various reasons has been the biggest reason why it has been adopted in different fields (“HR Agenda” web). It has been used as a tool for evaluation among the workers in an organization. Additionally, the fact that it can be communicated makes it teachable and learnable by different people in organization as well as specifying what people need to do in order to perform better in their positions. HRCS Research Methods HRCS has been designed to identify the cutting edge practices and competencies of exemplary performing HR professionals. The close relationship between HR competency survey and line managers, leading academicians, HR associations and practitioners has been used to maintain the cutting edge between relevance of the HR competency. The study drew on the knowledge, skills, abilities and experiences of the HR professionals as well as the line leaders. Moreover, the knowledge of emerging research, theories in human resource and concepts as well as ideologies of academicians and experts in the field of human research were considered. Of more importance however was the ability of the leading practitioners to test the applicability and relevance of the emerging concepts and theories under available alternatives. The whole survey process was conducted in two phases, one in 1987 and the subsequent one that was carried out in 1992, 1997, 2002, 2007 and 2012. The procedure was conducted in three steps, with the first being an evaluating of the relevant literature. Secondly the researchers interviewed hundreds of HR professionals, line managers, academicians and consultants while the third revealed the findings of all the findings since the start of the survey since 1987. Evolution of the Human Resource Competency Model The researchers found out that the HR profession has been changing with time. Categories of HR competencies that emerged from the data include knowledge of the business, delivery of HR services and management of changes that occur in the organization. Competency as these researchers found out has been an on-going process that has undergone numerous improvements and developments. In the 1987 model, three main competency categories emerged which include knowledge of the business, delivery of HR practices, and management of change. Overview of the 2012 Findings In the 2012 study, the researchers established six domains of human resource competency which include credible activist at the individual level. Further they revealed that a competent HR professional portrays the qualities of a champion change, an innovator and integrator, technology proponent, capacity builder and a strategic positioner. All these domains are defining characteristics of successful and competent HR professionals in their fields of operation, which can be used to evaluate their success. Conclusion Competency is being used to evaluate HR professionals. Purpose and vision offers direction to the profession. BAE Systems was developed from this process. Development of competency approach taken place in 40 years HRCS Research Methods were observations and interviews HR Competency Model has been continuously evolving Six domains were established in the 2012 findings. Works Cited Ulrich, Mike, Younger John and Brockbank Wayne. Hr from the Outside in: The Next Era of Human Resources Transformation. New York: McGraw-Hill, 2012. Print Grossman, Robert J. New Competencies for HR. Society for Human Resource Management, 2007. 52. 6. Print. http://www.shrm.org/Publications/hrmagazine/EditorialContent/Pages/0607grossman.aspx “HR Agenda”. Four Forces That Shape HR Strategy, 22 June, 2012. Web. 13 Jun. 2013 http://www.hragenda.net/16/post/2012/06/four-forces-that-shape-hr-strategy.html Read More