Assignment 2: Domestic And Global HR In The Human Resources

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. Provide reasons and examples in support. Write your initial response in 3-5 paragraphs. Apply APA standards to citation of sources.

Paper For Above instruction

The role of human resource (HR) professionals in organizations is multifaceted and requires a dynamic blend of skills, knowledge, and personal attributes. According to Evans, Pucik, and Bjorkman (2010), HR managers can be viewed through three distinct lenses: the builder, the change partner, and the navigator. Reflecting on my personal strengths and weaknesses across these facets offers insight into the type of HR manager I am or aspire to be.

As a potential "builder," I take pride in establishing strong foundational HR practices such as effective recruitment, onboarding, and compliance procedures. My attention to detail and organizational skills support this role, ensuring that HR processes are efficient and reliable. However, I recognize that my experience with administrative duties is somewhat limited, and I tend to focus more on strategic initiatives than routine administrative tasks. For example, during my internship, I successfully implemented a new onboarding checklist that improved new hire assimilation but struggled initially with managing day-to-day HR administration, highlighting an area for growth.

In the role of a "change partner," I believe my strengths lie in my adaptability and openness to new ideas. I am proactive in suggesting process improvements and participating in organizational change initiatives. For instance, I volunteered to support a department-wide digital transformation project, facilitating communication between HR and IT teams. Nonetheless, I sometimes find it challenging to navigate organizational politics and resistance to change. Developing greater political acumen and influencing skills would enhance my effectiveness as a change partner. My weakness in managing resistance was evident when some colleagues were hesitant about adopting new HR software, requiring more persuasive communication that I am striving to improve.

As a "navigator," my forward-thinking attitude is a significant asset. I try to anticipate future HR trends, such as remote work evolution or skill gap analysis, to prepare my organization accordingly. An example includes researching emerging HR analytics tools to better support data-driven decision-making. However, I admit that my strategic vision is occasionally limited by a lack of broad industry experience and the challenge of balancing short-term priorities with long-term planning. Strengthening my strategic planning abilities and industry insights will better position me to guide my organization through future HR challenges.

Overall, self-assessment reveals that I possess strengths suitable for certain facets of HR management, notably change facilitation and strategic foresight. However, developing expertise in administrative mastery and organizational influence will be crucial for becoming a well-rounded HR leader. Embracing continuous learning, seeking mentorship, and gaining exposure to diverse HR functions are steps I plan to take to enhance my capabilities across all three roles.

References

• Evans, P., Pucik, V., & Bjorkman, I. (2010). The global challenge of managing human resources. In P. M. Wright (Ed.), Strategic human resource management: A commentary on the 2010 HRM literature (pp. 45-70). Harvard Business Review Press.
• Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: From international HR to talent management. Journal of World Business, 51(1), 103–114.
• Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2012). HR competencies: Mastery at the intersection of people and business. Society for Human Resource Management.
• Stone, D. L., & Deadrick, D. L. (2015). Challenges and opportunities affecting the future of human resource management. Human Resource Management Review, 25(2), 139–145.
• Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing human resource management. Routledge.
• Fitz-enz, J. (2010). The ROI of Human Capital: Measuring the economic value of employee performance. Routledge.
• Cascio, W. F. (2018). Managing human resources: Productivity, quality of work life, profits. McGraw-Hill Education.
• Lyons, S., & Marder, J. (2018). Strategic HR and organizational change. Journal of Organizational Change Management, 31(2), 345-358.
• Jackson, S. E., Schuler, R. S., & Werner, S. (2014). Managing human resources. Pearson.
• Boxall, P., & Purcell, J. (2016). Strategy and human resource management. Palgrave Macmillan.