Hr Competency Assessment

Topics: Management, Strategic management, Human resource management Pages: 6 (1788 words) Published: April 29, 2012
Unit 1: The HR Professional

Assignment 2 – HR Competency Assessment

Jacquie Walton
Word Count: 1519

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 Excellence, viewed 14 April 2011,

The four competencies identified are:
* Business Driven
* Culture and Change Steward
* Strategy Architect
* Stakeholder Manager
These four competencies and why they have been chosen will be discussed in more detail later in this report. Methodology
Applicants will be selected through head hunting and open merit recruitment processes. Having identified the four important competencies, I will use a combination of methods to establish the evidence against each competency. This may include (but are not limited too): * Written evidence such as policies and procedures relating to HR; * Feedback such as staff surveys, 360 tools and performance reviews; * Client satisfaction surveys;

* Referee comments from direct reports and managers; and
* Benchmarking data.
Based on the assumptions outlined in this report, I believe that filling this role with a HR Manager who has the business know how, HR technical expertise, demonstrated previous contribution at a business level and is willing to partner with you as CEO, is the best option for SME organisation.

Question 1
I have identified Business Driven, Culture and Change Steward, Strategic Architect and Stakeholder Manager, as the four competencies most critical for this role. They have direct link to the requirements of the CEO of being strategic orientated (business driven/culture and change agent) and regarding employees as critical (stakeholder manager/strategic architect). Business Driven

According to AHRI, Business Driven competency adds value to the organisation through understanding how the business and external environment shape the management of people. (AHRI 2010, p. 5.22) Based on the assumption that the role of HR manager will support the business goals of the organisation, this position must be able to read and understand the business environment. An...

References: Australian Human Resources Institute, 2010, The HR Professional, AHRI, Melbourne
Bredemeyer Consulting, 2002, 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
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