Expected HR competencies: what do companies want from HR managers?

2016 ◽  
pp. 67-85
Author(s):  
Nataliya Pylat
Keyword(s):  
Hr Managers ◽  
Hr Competencies

A study of strategic HR issues in an Asian context

2002 ◽  
Vol 31 (2) ◽  
pp. 166-188 ◽  
Author(s):  
Naresh Khatri ◽  
Pawan S. Budhwar
Keyword(s):  
Qualitative Methodology ◽  
Manufacturing Sector ◽  
Design Method ◽  
Strategic Human Resource Management ◽  
Structured Interviews ◽  
Line Managers ◽  
Hr Managers ◽  
Hr Function ◽  
Hr Strategy ◽  
Hr Competencies

Examines five strategic human resource management (HRM) issues using a qualitative methodology. Two of these are related to the central organisational‐level constructs of structure and culture. The other three pertain to HR strategy, HR competencies, and HR outsourcing. The study employed the multiple‐case design method proposed by Yin, with a view to extending theory in strategic HRM research. Semi‐structured interviews were conducted with 35 managers (CEOs, line managers, and HR managers) of nine companies from two major industries in the manufacturing sector – electronic products and machinery/equipment. The research found that top management enlightenment and level of HR competencies together determine the role and status of the HR function in organisations, and that the companies studied pursue four types of HR strategies: informal and not communicated; informal and communicated; formal but not communicated; and formal and communicated. HR strategy was found to affect both vertical and horizontal fits of the HR function. Culture, HR strategy and HR competencies influenced organisational propensity to outsource HR activities.

scholarly journals The Future of HR

2021 ◽  
Author(s):  
Cecile M. Schultz
Keyword(s):  
Strategic Thinking ◽  
Employment Relations ◽  
Workforce Management ◽  
The Future ◽  
Hr Managers ◽  
Hr Function ◽  
Hr Competencies ◽  
Shed Light ◽  
The Way

The HR function is currently dealing with a range of questions: How can HR prepare for the future? Which HR competencies will be needed? Which aspects should be focused upon? The way forward may start with capacitating HR managers to obtain the necessary competencies and be enlightened about which aspects should get specific attention in order to prepare for the future world of work. In order to progress towards a new understanding of workforce management within organisations, it is essential to shed light on HR competencies, future workspace, engagement, employment relations and resilience. Although engagement and employment relations are dated, it will still be relevant in the future, especially due to the man–machine connection, remote working and other future world of work challenges. The rebalancing of priorities and rethinking HR, so that resilience become just as important to strategic thinking as cost and efficiency, are important. It is essential that HR must go beyond the here and now in order to properly prepare for the future world of work.

Important Human Resource Competence for HR Managers in Iranian Top Ranked Universities

2013 ◽  
Vol 64 (2) ◽  
Author(s):  
Mir Hadi Moazen Jamshidi ◽  
Rorlinda Yusof ◽  
Hamed Gheysari ◽  
Pejman Ghasemi Poor Sabet ◽  
Hamid Aadal
Keyword(s):  
Human Resource ◽  
Mixed Method ◽  
Delphi Study ◽  
Colleges And Universities ◽  
Organizational Goals ◽  
Mixed Method Approach ◽  
Hr Managers ◽  
Hr Competencies ◽  
Method Approach

Nowadays, the role of Human Resource (HR) managers in educational centers is very vital.1 Undoubtedly, to achieve organizational goals, educational institutes such as colleges and universities are required to have well-structured strategic programs as well as qualified HR managers who are able to lead their departments in compliance with their university mission.2 To achieve this goal, HR administrators and professionals should use a suitable and developed pattern of human resource competencies.3 The following article, offers to investigate the important competencies for the HR administrators and professionals in the top ranked universities. Mixed method approach of both quantitative and qualitative was used. The HR competencies were identified by experts involved in an interview and Delphi study. Twenty seven competencies were identified for the HR managers and professionals in five groups of competencies.

scholarly journals HR Managers’ Emotions in Strategic Decision-Making Events: Evidence from Croatia

2021 ◽  
Vol 13 (2) ◽  
pp. 845
Author(s):  
Marli Gonan Božac ◽  
Katarina Kostelić
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Strategic Planning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Personal Perspective ◽  
Human Resource Managers ◽  
Organizational Perspective ◽  
Hr Managers ◽  
Experienced Emotion

The inclusion of emotions in the strategic decision-making research is long overdue. This paper deals with the emotions that human resource managers experience when they participate in a strategic problem-solving event or a strategic planning event. We examine the patterns in the intensity of experienced emotions with regard to event appraisal (from a personal perspective and the organization’s perspective), job satisfaction, and coexistence of emotions. The results reveal that enthusiasm is the most intensely experienced emotion for positively appraised strategic decision-making events, while frustration is the most intensely experienced emotion for negatively appraised problem-solving events, as is disappointment for strategic planning. The distinction between a personal and organizational perspective of the event appraisal reveals differences in experienced emotions, and the intensity of experienced anger is the best indicator of the difference in the event appraisals from the personal and organizational perspective. Both events reveal the variety of involved emotions and the coexistence of—not just various emotions, but also emotions of different dominant valence. The findings indicate that a strategic problem-solving event triggers greater emotional turmoil than a strategic planning event. The paper also discusses theoretical and practical implications.

scholarly journals V-5 Model of Employee Engagement During COVID-19 and Post Lockdown

2021 ◽  
pp. 097226292098087
Author(s):  
Puneet Kumar
Keyword(s):  
Employee Engagement ◽  
Major Elements ◽  
Reference List ◽  
Review Of The Literature ◽  
Corporate World ◽  
Engagement Strategies ◽  
Global Pandemic ◽  
New Perspective ◽  
Hr Managers ◽  
Corporate Crises

COVID-19 has left the globe in a situation of despondency. Physical as well as the human resources (HR) of an organization were adversely affected during the lockdown. The corporate world is observing several corporate crises from the full or partial shutdown of businesses to layoffs, furloughs and resignations. HR managers are struggling to curb this renunciation of employees and grappling with reduced employee engagement. To keep employees highly motivated in this time of mayhem and maelstrom of the pandemic, HR managers need to revisit their employee engagement strategies with a new perspective. This article provides a ready reference list of variables to HR managers to enhance employee engagement level during COVID-19 and post lockdown. This article suggests five major elements of employee engagement, namely—value, voice, variety, virtue and vision. These logical elements of employee engagement are identified after an exhaustive review of the literature. Appropriate variables for each element support author’s perspective. Though neither these elements nor the variables are exhaustive, yet they hold utmost relevance to enhance employee engagement in the time of the global pandemic.

scholarly journals Boomerang hiring: Strategy for sustainable development in COVID-19 era

2021 ◽  
pp. 1-6
Author(s):  
Penumadu V. Raveendra ◽  
Yellappa M. Satish
Keyword(s):  
Sustainable Development ◽  
Organization Culture ◽  
Human Beings ◽  
Hiring Process ◽  
Positive Growth ◽  
The World ◽  
Key Drivers ◽  
Hr Managers ◽  
The Right

BACKGROUND: Many companies are forced to restructure themselves by right sizing due to unexpected fall in demand for their products and services created by the COVID-19 pandemic. COVID 19 not only affected the health of human beings but also their wealth across the world. Global economic parameters are showing a sign of positive growth with decreased number of COVID 19 cases across the world. Many companies are in a dilemma to rehire their former employees or to hire the new candidates to meet the increased demand. OBJECTIVES: The objectives of study are i) to analyze the key drivers for boomerang hiring and ii) to develop a conceptual process for boomerang hiring. METHODS: An exploratory methodology was designed to identify the key drivers of boomerang hiring by studying the various successful stories of those companies which had rehired their former employees. Various papers were reviewed to develop the process for boomerang hiring. RESULTS: Study showed that knowledge about the culture of the company, cost of hiring, morale booster for the existing employees, and customer retention, are the key drivers for boomerang hiring. This hiring process requires special skills from HR Managers, as this decision will impact long term success of the company. CONCLUSION: The process of boomerang hiring cannot be standardized as each organization culture is different and companies cannot have the same strategy for each candidate as every individual is different. Boomerang hiring will work as the right strategy during pandemic situation as former employees would have built relations with the customers. The customers will be happy to see the former employees who had served them better.

Coping with Demographic Change in Job Markets: How Age Diversity Management Contributes to Organisational Performance

2015 ◽  
Vol 29 (1) ◽  
pp. 5-30 ◽  
Author(s):  
Gisela Bieling ◽  
Ruth Maria Stock ◽  
Florian Dorozalla
Keyword(s):  
Resource Dependence ◽  
Diversity Management ◽  
Developed Countries ◽  
Resource Dependence Theory ◽  
Steady Increase ◽  
Organisational Performance ◽  
Age Diversity ◽  
Dependence Theory ◽  
Demographic Shifts ◽  
Hr Managers

Demographic shifts are altering job markets in developed countries. A steady increase in the average age of employees and a decline in the number of young, qualified workers have intensified the war for talent, resulting in highly competitive and dynamic job markets. Using resource dependence theory, this study investigates how organisations respond to such challenges. An investigation of a sample of 153 German companies provides support for the hypotheses that HR managers implement age diversity management in both appraisal and compensation practices as a response to competitive job markets which, in turn, contributes to organisational performance.

scholarly journals HRM practices that support the employment and social inclusion of workers with an intellectual disability

2017 ◽  
Vol 46 (8) ◽  
pp. 1475-1492 ◽  
Author(s):  
Hannah Meacham ◽  
Jillian Cavanagh ◽  
Amie Shaw ◽  
Timothy Bartram
Keyword(s):  
Intellectual Disability ◽  
Intellectual Disabilities ◽  
Social Inclusion ◽  
Well Being ◽  
Case Study Methodology ◽  
Content Type ◽  
Hrm Practices ◽  
Employment Participation ◽  
Recruitment And Selection ◽  
Hr Managers

Purpose The purpose of this paper is to examine how HRM practices enhance and/or impede the employment, participation, and well-being of workers with intellectual disabilities in three hotels located in Australia. Design/methodology/approach The research employs a case study methodology, including interviews with three HR managers, three department managers, 17 workers with intellectual disabilities, and focus groups of 16 supervisors and 24 work colleagues. Findings The research found that the opportunities to participate in work are driven primarily by developing a social climate that enables social cohesion through the altruistic motives of managers/supervisors and reciprocal relationships. Originality/value The findings lend support for the importance of both formal and informal HR practices, such as inclusive recruitment and selection, mentoring, and training and development, as well as individualised day-to-day support provided by supervisors and colleagues, to improve the participation and well-being of workers with an intellectual disability.

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