III. The New Human Resource Managers – The trends discussed above mean changes in HRM.
A. Human Resource Management Yesterday and Today - Today, we’ve seen that companies are competing in a very challenging new environment. Globalization, competition, technology, workforce trends, and economic upheaval confront employers with new challenges. In that context, employers expect and demand that their human resource managers exhibit the competencies required to help the company address these new challenges proactively. Management expects HR to provide measurable, benchmark-based evidence for its current efficiency and effectiveness, and for the expected efficiency and effectiveness of new or proposed HR programs. Management expects solid, quantified evidence that HR is contributing in a meaningful and positive way to achieving the firm’s strategic aims.
B. They Focus More on Strategic, Big Picture Issues – HR Managers are more concerned with creating and administering HR policies that assist the organization in achieving its strategic objectives.
C. They Use New Ways to Provide Transactional Services – HR Managers are having to be creative in how they offer services. Technology has drastically changed the way HR can deliver services such as benefits and recruiting information.
D. They Take an Integrated, “Talent Management” Approach to Managing HR – Employers do not want to lose great talent to competitors, so managing employees involves creating an integrated process of identifying, recruiting, hiring, and developing high-potential employees.
E. They Manage Ethics – Many ethical issues in organizations today are human resource issues. HR Managers must understand the ethical implications of their decisions.
F. They Manage Employee Engagement - HR Managers need the skills to foster and manage employee engagement. People who are emotionally and mentally invested in the company are more successful.
G. They Measure HR Performance and Results – Many companies are expecting HR, like other departments, to take action based on measurable results. For example, measuring the effectiveness of recruiting sources and then improving recruitment based on these results.
H. They Use Evidence-Based Human Resource Management – This involves the use of data, facts, analytics, scientific rigor, critical evaluation, and critically evaluated research/case studies to support human resource management proposals, decisions, practices, and conclusions.
I. They Add Value - From top management’s point of view, it’s not sufficient that HR management just oversee activities such as recruiting and benefits. HR must add value, particularly by boosting profitability and performance in measurable ways.
J. They Have New Competencies - Adding value, strategizing, and using technology all require that human resource managers have new competencies. HR Managers still need proficiencies in functional areas such as selection, training, and compensation, but they also require broader business competencies.
K. HR Certification – Earning certification through the Society of Human Resource Management is increasingly important as human resource management becomes more professionalized. Certifications of PHR (Professional in HR), GPHR (Global Professional in HR), and SPHR (Senior Professional in HR) are earned by those who successfully complete all the requirements of the certification program.