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.
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