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Core Competencies in Organization Today

Introduction
“Competencies for HR professionals may be defined either by the insights of senior managers and other internal customers or by an empirically tested conceptual framework” (Ulrich, et al., 1995). However, with the changes in society, the role of the human resources department has also changed dramatically.

Explain the role of Human Resource Management in organizations today. Which competencies do you consider core for your organization and why?
Parameswari and Yugandhar (2015) reviewed literatures and identified nine competencies as the role of HRM in organization today namely “recruitment and selection, training and development, performance appraisal, career planning, job definition, compensation and reward, and employee participation”.
HRM competencies
Core for organization
recruitment and selection
Important.
The employer cannot dismiss the employee for no reason. And in many organizations, especially government, once the dismissal must go through a lot of administrative work and fill out detailed reports. Make sure there are no unfair factors in the whole process. So, recruiting the right employees is very cautious.
training and development
Important.
It could “generate tangible outcome (improved productivity, quality of product and services, and resource optimization), and intangible results in terms of enhanced self-esteem, high morale, and satisfaction of employees due to acquisition of additional knowledge, skills and abilities” (Parameswari & Yugandhar, 2015)
performance appraisal
Important.
In Hong Kong, employee performance and salary adjustments are positively related. How to assess the performance of employees must be fair and open.
career planning
Not important.
The university provides vocational counseling, but it is aimed at college students who are graduating. The employed employees rarely get information about career planning. Usually they must discuss with their supervisors.
job definition
Not important.
The work duty of different positions is now very vague. Basically, every employee has managerial responsibilities and must deal with administrative work.
compensation and reward
Not important.
In Hong Kong, most of organizations will give long service award to employees who have been serving the organization for more than 10 years.
employee participation
Important.
Send the latest news of the university via email, such as different types of interest classes (e.g Yoga, watercolor drawing), or internal recruitment positions. Keep all employees posted.

Which core competencies do you anticipating needing tomorrow? Could these competencies change? Why?
HRM competencies for tomorrow
Competencies change
recruitment and selection
Only the best talents can be recruited to build the best companies. However, it is not enough to simply wait for their active application. They must be convinced by the human resources department. So, I foresee outsource HR to headhunt top management talent or field specialist will be a trend as they have more connections.
compensation and reward
Instead of just performing work, HR staff should be more active involve in compensation and reward the core talents. HR managers, act as strategic partners to organization in future, must think like business people, contribute to organization’s mission, vision and value.
employee participation
Employee advocate will become major part of HR managers’ responsibility. They need to create a effective, motivated work environment that reflect happiness and culture diversify for potential employees.

How do Human Resources functions evolve to stay viable within organizations?
Westfall (2013) suggested a few possibilities that HR functions evolve to stay viable with organizations:
1.         The company’s internal human resources will reduce the number of staff and increase the outsource for talent recruitment
2.         Strategic thinking will become the new core competitiveness of the internal human resources department.
3.         The HR department will increasingly use analytics and big data to increase its value to the company.
4.         Managing the remote workforce will be the new normal.
5.         Human resources need to become more like marketing.

Conclusion
In the second industrial revolution, the company's most important capital was the plant, machines, land, and electricity, water, etc. But in the third industrial revolution, and even the fourth industrial revolution, if there is a network, most of the work can be done by specialist from around the world. The company’s most fundamental capital has become those valued employees. The role of the human resources department should also be changed from passive to active to maintain the dynamic relationship between the company and its employees. The mobility of employees has increased, but this phenomenon is good and inevitable. The HR should embrace for the impact.

References:
Heathfield, S. M. (2018). The 3 New Roles of the Human Resources Professional: Traditional HR is transforming and adding new critical roles. Retrieved from: https://www.thebalancecareers.com/the-new-roles-of-the-human-resources-professional-1918352

Parameswari, B. M., Yugandhar, V. (2015). The Role of Human Resource Management in Organizations. International Journal of Engineering Technology, Management and Applied Sciences. 3(7):58-63.

Westfall, B. (2013). The HR Department of 2020: 6 Bold Predictions. Retrieved from: https://www.softwareadvice.com/resources/the-hr-department-of-2020/

Ulrich, D., Brockbank, W., Yeung, A. K., & Lake, D. G. (1995). Human Resource Competencies: An Empirical Assessment. Human Resource Management. 34(4): 473-495.


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