Assignment 2: Domestic And Global HR, Human Resource Profess

Assignment 2 Domestic And Global HRhuman Resource Professionals Come

Assignment 2: Domestic and Global HR Human resource professionals come from all walks of life. They may have backgrounds in business, industrial/organizational (I/O) psychology, human resource management, or in some cases, an unrelated field. As professionals, we use our training and knowledge to develop our roles in the realm of human resources. This assignment allows you to reflect on the type of HR manager you are or would like to be. Evans, Pucik, & Bjorkman (2010) discuss the three faces of human resource management: The builder, who gets the basic foundations in place and has administrative duties; The change partner, who facilitates organizational realignment as technologies, competition, and strategies change at the corporate level; The navigator, who steers through all the changes and anticipates changes before they happen. Assess yourself as an HR manager according to this framework. Reflect on your personal strengths and weaknesses in each of the three aspects. Give reasons and examples in support.

Paper For Above instruction

Introduction

The landscape of human resource management (HRM) is multifaceted, demanding a diverse set of skills and competencies from HR professionals. According to Evans, Pucik, and Bjorkman (2010), HR managers can be categorized into three primary roles: the builder, the change partner, and the navigator. Each role encompasses specific responsibilities and competencies, and effective HR professionals often embody elements of all three. In this paper, I will assess my personal strengths and weaknesses within each framework, supported by relevant examples, to understand where I currently stand and where I aim to develop further as an HR professional.

The Builder Role: Foundations and Administrative Duties

The builder role involves establishing the fundamental HR infrastructure, including recruitment, compliance, policies, and administrative processes. It requires meticulous attention to detail, organizational skills, and a solid understanding of employment laws and HR systems.

Strengths:

My strength in this role lies in my organizational skills and attention to detail. During my internship at a mid-sized organization, I successfully managed onboarding processes, ensuring all paperwork was completed accurately and in a timely manner. I demonstrated my capacity to handle administrative duties efficiently, which minimized errors and improved the onboarding experience for new employees.

Weaknesses:

However, I recognize that my knowledge of complex employment law and HR information systems (HRIS) needs enhancement. I occasionally encountered challenges interpreting certain legal requirements, which could lead to compliance risks. To improve, I plan to pursue further certifications such as the SHRM-CP and gain practical experience with HRIS platforms, which are vital for streamlining administrative functions.

The Change Partner Role: Facilitating Organizational Realignment

The change partner role involves collaborating with management to shape organizational strategies, implementing change initiatives, and supporting employees through transitions. This role demands strong communication skills, strategic thinking, and change management capabilities.

Strengths:

I possess strong interpersonal and communication skills that enable me to facilitate dialogue among diverse stakeholders. During a recent project, I contributed to designing a new performance appraisal process, engaging managers and employees to gather feedback and foster buy-in. This experience helped me develop my consulting abilities and understand the importance of transparency and collaboration during change initiatives.

Weaknesses:

My primary weakness in this role is limited experience with formal change management methodologies, such as Kotter’s 8-Step Process or ADKAR. This gap impacts my ability to lead large-scale organizational change systematically. To address this, I aim to enroll in change management training programs and seek practical opportunities to participate in change initiatives within organizations.

The Navigator Role: Steering Through Change and Anticipating Future Trends

The navigator role requires HR professionals to proactively anticipate trends and prepare organizations for future challenges, such as technological advancements and shifting workforce demographics. It involves strategic foresight and innovation.

Strengths:

I have a curious mindset and stay informed about emerging HR trends through continuous learning and industry articles. For example, I researched the impact of AI on recruitment processes and proposed integrating AI-driven tools for initial candidate screening in my internship, which was well-received and demonstrated my proactive approach.

Weaknesses:

Conversely, my experience with strategic workforce planning and data analytics is limited. I find it challenging to interpret large data sets to make informed forecasts. Enhancing my competency in HR analytics through online courses and practical application is essential for strengthening my strategic foresight.

Conclusion

In summary, my strengths align closely with foundational HR duties and effective communication for change management, while I recognize the need to deepen my knowledge of compliance, formal change methodologies, and strategic planning. Embracing continuous learning and seeking practical experience will help me evolve into a more competent HR professional capable of fulfilling the roles of builder, change partner, and navigator effectively. Developing proficiency across all three dimensions ensures a well-rounded approach to contributing meaningfully to organizational success in a dynamic environment.

References

Evans, P., Pucik, V., & Bjorkman, I. (2010). The Global Challenge of HRM. McGraw-Hill Education.

Cameron, E., & Green, M. (2015). Making Sense of Change Management. Kogan Page.

Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.

Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2012). HR Competencies: Mastery at the Core. Society for Human Resource Management.

Dessler, G. (2019). Human Resource Management. Pearson Education.

Cascio, W. F., & Boudreau, J. W. (2016). The Search for HR Excellence. Stanford Business Books.

Briscoe, D. R., Schuler, R. S., & Claus, L. (2012). International Human Resource Management. Routledge.

Sullivan, J. (2014). Strategic Human Resource Management. Cengage Learning.

Ulrich, D., & Dulebohn, J. H. (2015). Are We There Yet? What's Next for HR? Human Resource Management, 54(3), 321-333.

Huselid, M. A., & Becker, B. E. (2011). Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management. Journal of Management, 37(2), 421-429.