HRM professional Competencies Assignment

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THE INTERNATIONAL UNIVERSITY OF MANAGEMENT
Windhoek - Namibia

Global hub for Management Science and Information Technology




The International University of Management
Group Name
Iyambo K. Simon
12026973
Assignment Number
2
Course Name
Finance Management (FM)
Subject Name
HR Management
Subject Code
BAN - 1146
Level
Higher Certificate
Lecturer's Name
Mr. R. Somaeb
Group
2
Date Completed
03/03/2013






The Competencies which the HRM professional needs in order to effectively perform his or her job

He needs to build a relationship of trust with his business leaders by knowing enough about business contexts and key stakeholders to fully engage in business discussions, by offering innovative and integrated HR solutions to business problems, and by being able to audit and improve talent, culture, and leadership.

Be able to understand the social, technological, economic, political, environmental, and demographic trends facing his industry and knowing specific expectations of customers, investors, regulators, and communities. Then build HR responses that align with these external requirements.

He must be able to do an organization audit that focuses on defining and assessing the key capabilities his company requires for success and then integrating the HR practices in the areas of staffing, training, compensation, communication, organization design, and leadership to build and sustain the key capabilities.

Make changes happen at individual, initiative, and institutional levels. Help individuals learn and sustain new behaviours. Enable organization change by applying a disciplined change process to each organizational initiative. Encourage institutional change by monitoring and adapting the culture to fit external conditions.

Look for new and creative ways to design and deliver HR practices. Integrate these practices around talent, leadership, and culture within your organization so that you offer sustainable solutions to business problems.

Strategy

It is a roadmap and it is designed to move you from your current situation to a desired future position.

It is a pattern or plan that integrates the organizations major goals, policies and action sequences into a solid whole.

It is a kind of master plan, which both directs and co-ordinates the activities of an organization.


Types of HR practices that would support a Cost Leadership Strategy

On-going availability of operating capital
Good process engineering skills
Close management of labour
Products or service designed for ease of manufacture or delivery
Low cost distribution
Leader development
Training and knowledge building
Employee empowerment
Employee recognition
Cost management

Difference between Concentration Strategy and Internal Growth Strategy

Concentration Strategy
Internal Growth Strategy
A strategy that involves a company choosing to focus most of its resources on the development of a specific product or at least a small group of products that are aimed at a specific market.



It is a form of an approach that in both business and investment situation involves trying to compete successfully within a single business.
Organic growth created within a business, for example, by inventing new products and so increasing its market share, producing products that are more reliable, offering a more efficient service than its competitors, or being more aggressive in its marketing.

The strategies relate to the extent to which the scope of an organization activities are narrow verses broad and the extent to which an organization seeks to differentiate its product.






R
eferences


Ulrich, Younger, Brockbank, Ulrich (2011), "Competencies for HR Professionals Working Outside-In"
MBA Mentor, 2013
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Answers.com http://wiki.answers.com
HRM study manual
Mark A. Thomas (1996), "What is a human resources strategy?" pages 4–11
Yeung, Woolcock, Sullivan (1996), "Identifying and Developing HR Competencies for the Future", Pages 48-58
© 2013 Iyambo K. Simon