Human Resources: A Career In Human Resource Management

1985 Words 8 Pages
Human Resources (HR) is a career field designed specifically for maximizing the functions of an organization. Planning, organizing, staffing, leading, and controlling are all primary functions that HR ought to exhibit. Within these functions are competencies that corporations scout out while interviewing for an administrative opening. The most common competencies include; talent managers/organizational designers; culture and change stewards; strategy architect; operational executors; business allies; and credible activists. “The skills of a company’s HR professionals account for 20 percent of its business results and increasingly are becoming part of an organizations competitive edge” (Gurchiek, Kathy). A career in Human Resource Management …show more content…
Not a perfect concept, but an entryway into exploring what fundamental, sustainable change in our organizations would look like” (Block). Taking a look at the culture and change stewards, it is essential that Human Resource Managers engage themselves and become familiar with clients as well as with employees. It is also important that managers maintain flexibility, accept change, and utilize respected employees who take pride in their work and seek success for the company. When employing the concept of stewardship, employees may begin to rely on oneself rather than requesting the next task at hand. Allowing qualified employees the authority to assist with change as well as the ability take to the proper steps in order to resolve conflict, removes some of the burden that otherwise, Human Resource Managers are presented with. As Peter Block says it best “stewardship offers an approach to reform that puts leadership in the background where it belongs.” Provided with a set of principles and practices that have the potential to create dramatic change allows for a sense of ownership and responsibilities regardless of what level at which an employee may occupy within an organization. Managers must oversee change by working with others to produce positive outcomes; set and enforce new directions, partnerships, policies and/or procedures; address what employees must do in order to accommodate changes; and provide appropriate tools that support change management activities such as additional training, brief meetings, etc. Employers on the other hand, are presented with a different set of duties that allow accommodating to change. These include, but are not limited to; developing a set of personal methods and/or approaches to change, presenting upper management with additional approaches, methods, and/or technologies that may present an ease with change, and last but not least, opening the possibility to develop better and faster

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