HR competences and the HR function

2019 ◽  
pp. 43-57
Author(s):  
John Storey ◽  
Patrick M. Wright ◽  
Dave Ulrich
Keyword(s):  
Hr Function

Can Computers Run HR Function at Business Schools?

2017 ◽  
Author(s):  
Krzysztof I. Rybinski ◽  
Viktoriya Tsay
Keyword(s):  
Business Schools ◽  
Hr Function

scholarly journals A Sustainable Plan to Rescue HR from Itself

2021 ◽  
Vol 13 (14) ◽  
pp. 7587
Author(s):  
James W. Westerman
Keyword(s):  
Human Resource ◽  
Triple Bottom Line ◽  
Transformational Change ◽  
Bottom Line ◽  
Cost Center ◽  
Strategic Role ◽  
Business Function ◽  
Hr Function ◽  
Change Efforts

The Human Resource (HR) function is often viewed by those in organizations as a process function and a cost-center, which results in an enhanced risk of outsourcing and automation. However, HR is also uniquely positioned to engage firms in cross-functional transformational change efforts, as its work is embedded in every business function within an organization. Sustainable HR and the triple bottom line (TBL) present opportunities for HR to build a strategic role within organizations. This essay provides strategic and tactical models, with specific steps for implementation, to assist HR in re-assert its role in driving the competitiveness of the firm through Sustainable HR.

Dealing with organizational silos with communities of practice and human resource management

2017 ◽  
Vol 29 (6) ◽  
pp. 473-489 ◽  
Author(s):  
Riitta Forsten-Astikainen ◽  
Pia Hurmelinna-Laukkanen ◽  
Tuija Lämsä ◽  
Pia Heilmann ◽  
Elina Hyrkäs
Keyword(s):  
Communities Of Practice ◽  
Organizational Structures ◽  
Energy Sector ◽  
Negative Effects ◽  
Organizational Boundaries ◽  
Content Type ◽  
Competence Management ◽  
And Performance ◽  
Hr Managers ◽  
Hr Function

Purpose Organizational silos that build on the existing organizational structures are often considered to have negative effects in the form of focus on private narrow objectives and organizational fragmentation. To avoid such harmful outcomes, competence management is called for, and in this, the human resources (HR) function takes a key role. Among other things, it can provide basis for emergence and utilization of communities of practice (CoPs) that build on common interests and effectively cross organizational boundaries. These features of CoPs allow them to carry competences and ease knowledge transfer and to break down the harmful isolation. Quite paradoxically, the challenge is that CoPs can also form within silos, thereby strengthening isolation, and HR as a utility department can itself be particularly prone to the silo effects. Examination of boundaries and silos through an original study conducted in a Finnish energy sector company suggests that HR managers need competences outside their own expertise area and courage to augment their CoPs across the functional boundaries to break out of the HR silo and to assist other functions to do the same. Design/methodology/approach The study is based on qualitative research data gathered in four focus group interviews with HR personnel from an energy sector company in November 2012. Totally, 19 professionals were interviewed (five HR partners, five talent development and performance managers, five vice presidents of HR and four HR managers) in the four focus groups. The company’s HR personnel represented units from Finland, Sweden, Poland and Estonia. Findings Examination of boundaries and silos in the Finnish energy sector suggests that HR managers need competences outside their own field (e.g. knowledge of the business and offerings of the firm) and courage to augment their CoPs across the functional boundaries to break out of the HR silo and to assist other functions to do the same. Originality/value Research provided that CoPs can have different effects on silos. As they are capable of crossing organizational and functional boundaries, they may effectively mitigate adverse silo effects; however, if CoPs are formed within silos, they may strengthen isolation and fragmentation. In addition, utility departments and supporting functions are particularly prone to the risk of CoPs forming within silos. The HR function is one manifestation of this. Paradoxically, it also has the potential to enhance the other type of effects that CoPs can exert, as competence management can be used to foster intentional and self-organizing CoPs that counter silo effects.

scholarly journals Implementation of a quality approach in Human Resources Management within the Moroccan university

2016 ◽  
Vol 6 (7) ◽  
Author(s):  
Rachid ELKACHRADI
Keyword(s):  
Quality Assurance ◽  
Human Resources ◽  
Human Resources Management ◽  
Resources Management ◽  
Higher Education System ◽  
Effectiveness And Efficiency ◽  
Set Up ◽  
Hr Function ◽  
The University ◽  
Quality Approach

The university reform in Morocco introduced principles of quality assurance into the Higher Education System. In this regard, the law 01-00 has set up a device which is mainly articulated around the establishment of a system of accreditation of training and the establishment of a global system of evaluation in the whole system. However, Human Resources Management, the keystone of any change project, is not put at the center of the operationalization of reform projects. In our research, we will look at the factors that impede the operationalization of the principles of quality assurance to improve the effectiveness and efficiency of the HR function. Based on the results obtained within the framework of this exploratory study, we let's propose the key determinants for the implementation of a quality approach in Human Resources Management within Moroccan universities.

scholarly journals Human Resources Competency in the Era of Industrial Revolution 4.0

2021 ◽  
Vol 5 (1) ◽  
pp. 13
Author(s):  
Damayanti Damayanti
Keyword(s):  
Human Resources ◽  
General Education ◽  
Industrial Revolution ◽  
Project Based Learning ◽  
Team Work ◽  
Literacy Leadership ◽  
New Literacy ◽  
Mental Maturity ◽  
Workforce Skills ◽  
Hr Function

<p>An era of technological disruption is marked by digitization in various lives. Apart from offering benefits, the industrial revolution 4.0 also has challenges that must be faced. The challenges faced by a country when implementing the 4.0 industrial revolution are the emergence of resistance to changes in demographics and social aspects, instability in political conditions, limited resources, risk of natural disasters and demands for the application of environmentally friendly technology. The PESTEL framework is the basis for considering political, economic, social, technical, environmental and legal factors to analyze challenges in the era of the industrial revolution 4.0. Indonesia needs to improve the quality of workforce skills with digital technology. The relevance of education and work needs to be adjusted to the development of the era and science and technology while still paying attention to aspects of humanities. It is important to identify in competency classification, including: 1) Technical competence consists of all knowledge and skills related to work, 2) Methodological competencies include all skills and abilities for general problem solving and decision making, 3) Social competence includes all skills and abilities as well as attitudes to cooperate and communicate with others, and 4) Personal competence includes social values, motivation, and individual attitudes. New literacy, leadership, team work, mental maturity and character, culture and entrepreneurship make HR function properly in the community. The development of thematic studies in various disciplines is linked to the real world, project-based learning, through general education (extra-curricular) programs, and internships/practical work and the important thing that can support it is foreign language skills. Thus, competent human resources (HR), critical thinking, lateral thinking and entrepreneurship can be realized.</p>

Changing Planes in Managing Human Resources in High Performing Indian Banking Organizations: Attract, Retain, and Motivate

2017 ◽  
Vol 18 (2) ◽  
pp. 60-83
Author(s):  
Prachi Bhatt
Keyword(s):  
Private Sector ◽  
Banking Sector ◽  
Managerial Decision ◽  
Public And Private ◽  
High Performing ◽  
Hr Practices ◽  
Banking Organization ◽  
Public And Private Sector ◽  
The Right ◽  
Hr Function

Sensitive to change, human resource (HR) function plays a crucial role in dealing with globally competitive marketplace. Banking sector in a developing country like India is no different. There is an urgent need to revolutionize HR practices in Indian banking. This paper, as part of a larger research, studies high performing banking organizations in India and proposes a changing pattern of HR for the Indian banking organizations through the attract, retain, and motivate (ARM) framework. Further, the paper examines through exploratory factor analysis (EFA) whether and to what extent the changing pattern in HR practices in case of public and private sector banks supports the proposed conceptual framework. Thus, the paper presents empirical evidences (412 employee respondents) for the changing pattern of HR practices. The paper exhibits differences in the extent to which HR practices are changing in the public and private sector banks. Decisions to improve the HR priorities and practices can lay foundations for high- performing organizations. The paper examines an important issue for managerial decision-making in identifying the right blend of ARM to become high performing banking organization

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