Hr as Competency Developer

Human Resource Management

It is the art and science of acquiring, motivating, maintaining and developing people in their jobs in light of their personal, professional and technical knowledge, skills, potentialities, needs and values in synchronization with the achievement of individual, organization, and society’s goals.

Functions of a Human Resource Manager * In charge of the management of an organization’s workforce, or human resources * Responsible for the attraction, selection, training, assessment and rewarding of employees * Oversees organizational leadership and culture * Develops new approaches * Generates innovative ideas that are strategically aligned with department goals * Serves as a change agent and leads change efforts

HR Manager as Competency Developer
Human Resources is an asset that need to be managed conscientiously and in tune with the organizations needs. Todays most competitive organization are working to ensure that – now and a decade from now – they have employees who are eager and be able to address competitive challenges, this means recruiting and retaining superior talent and stimulating employees to perform at peak levels.

For organization to succeed in today’s competitive and complex environment, employee at all levels need to develop and demonstrate “the personal capabilities, underlying characteristics and behaviours that drive superior performance at work”.

Keeping the organization and its human resources competitive is one of the most important role of a Human Resource Manager.

Competency * It is the ability of an individual to do a job properly * It is a combination of knowledge, skills and behaviour used to improve performance * It is linked with personal development as a management concept * Competency is not “fixed” – they can usually be developed with effort and support * Competency should be made visible/accessible

Competencies are coachable, observable, measurable and critical to

References: * Michael Armstrong. A Handbook of Human Resource Management Practice. 2007 * Zorlu Senyucel. Managing the Human Resource in the 21st Century. 2009 * ITAP International. Global Competency Development. 2013 * Jackson, Schuller & Werner. Managing Human Resources. * HRMBusiness.com.Competency Development: The HRM Professional’s Key Role.2008 * Success through HR Professionals.novascotia.ca.2012 In rapidly changing business environments, organizations are recognizing the value of a workforce that is not only highly skilled and technically adept, but more importantly, a workforce that can learn quickly, adapt to change, communicate effectively, and foster interpersonal relationships. These characteristics, or competencies, are critical to organizational survival, productivity, and continual improvement. By focusing on the full range of competencies or whole-person assessment, the emphasis is on potential, or what the person can bring to the organization, rather than on a set of narrowly defined tasks based on job requirements. Organizations that select for competencies such as creative thinking begin to build a high-performance culture. Using competencies as the basis for staffing provides the flexibility needed to select and place individuals where they can best serve the organization One of the strengths of competency models is that they are often linked to the business goals and strategies of the organization. Additionally, competency models provide insight into core competencies that are common to multiple jobs within an organization Competencies provide a common language across HR functions; therefore, they provide a natural foundation for integrating these functions. Competencies support these new roles since they can be linked to and promote the strategic mission and values of an organization. The linkage of occupation-related competencies and activities to the organizational mission and goals provides a clear line of sight between individual and team performance and organizational success. The organization can reward the accomplishments directly related to the agency’s mission and reward those competencies that drive organizational success. By aligning the strategic plan with competencies, an organization can effectively derive recruitment, selection, and training strategies that will support projected future needs, resulting in high-performing employees and a high performance organization