Hr Competency Assessment
Unit 1: The HR Professional
Assignment 2 – HR Competency Assessment
Jacquie Walton
Word Count: 1519
Introduction
Thank you for the opportunity to present a HR competency assessment to assist in filling a vacancy for a strategic generalist HR Manager in the SME Organisation.
Organisational Context
SME’s business aim is to foster an environment that is competitive, self-reliant and innovative in an organisation that provides service support to clients worldwide.
I understand that the HR Manager position is equivalent to the Australian Human Resources Institute (AHRI) Certified Professional level, CAHRI and this role plays a key role in supporting the business goals of the organisation.
I also understand that this position reports directly to the CEO and, based on that, have assumed the HR Manager will have visibility of the strategic direction and goals of the organisation. The successful completion of the role also relies on an organisation culture which values diversity, recognising that people of different backgrounds, work styles and cultures, all combine to give the department an advantage in meeting both internal and external client needs.
By using the CAHRI equivalent and having the position reporting direct to the CEO indicates the role requires professionalism, integrity, openness, fairness and respect, that is: the right person for the role.
Approach
Needs Analysis
I have identified the four most important competencies that are required for the HR Manager role using the AHRI Model of HR Excellence as the competency framework.
The model acknowledges that human resource management consists of a number of interrelated activities that combine to drive business performance. With a base capability of being Business Driven, HR professionals require additional capabilities as Strategic Architects, Stakeholder Managers, Workforce Designers, Credible Activists, Expert Practitioners and Culture & Change Agents. (AHRI, 2011, AHRI Model of
Assignment 2 – HR Competency Assessment
Jacquie Walton
Word Count: 1519
Introduction
Thank you for the opportunity to present a HR competency assessment to assist in filling a vacancy for a strategic generalist HR Manager in the SME Organisation.
Organisational Context
SME’s business aim is to foster an environment that is competitive, self-reliant and innovative in an organisation that provides service support to clients worldwide.
I understand that the HR Manager position is equivalent to the Australian Human Resources Institute (AHRI) Certified Professional level, CAHRI and this role plays a key role in supporting the business goals of the organisation.
I also understand that this position reports directly to the CEO and, based on that, have assumed the HR Manager will have visibility of the strategic direction and goals of the organisation. The successful completion of the role also relies on an organisation culture which values diversity, recognising that people of different backgrounds, work styles and cultures, all combine to give the department an advantage in meeting both internal and external client needs.
By using the CAHRI equivalent and having the position reporting direct to the CEO indicates the role requires professionalism, integrity, openness, fairness and respect, that is: the right person for the role.
Approach
Needs Analysis
I have identified the four most important competencies that are required for the HR Manager role using the AHRI Model of HR Excellence as the competency framework.
The model acknowledges that human resource management consists of a number of interrelated activities that combine to drive business performance. With a base capability of being Business Driven, HR professionals require additional capabilities as Strategic Architects, Stakeholder Managers, Workforce Designers, Credible Activists, Expert Practitioners and Culture & Change Agents. (AHRI, 2011, AHRI Model of
References: Australian Human Resources Institute, 2010, The HR Professional, AHRI, Melbourne Bredemeyer Consulting, 2002, http://www.bredemeyer.com/pdf_files/StrategyCompetency.PDF viewed 17 April 2011 Nankervis, A, Compton, R & Baird, M 2008, Human resource management: strategies and processes, 6th edn, South-western Publishing, Australia O’Connell, S, 2010, ‘The Power of Fun’, HR Leader, 16 March 2010, p