Katetutor

Latina17

competencies_model_nnm.docx

Home >Human Resource Management homework help >Katetutor

Running head: COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER 1

COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER 7

COMPETENCY MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER

Sodelva Moodie

COMPETENCY

It’s a mixture of knowledge, skills, abilities, motivation, beliefs, attributes and interest. This knowledge, skill and attributes can be used at work, school and in other environments. During the hiring process, most supervisors will focus on competencies, but the successful candidates will be those who can communicate their competencies in their resumes and at interviews. They can involve expertise that you already have but don’t know how to describe. Comment by Nisha: Find a good definition and provide citations Comment by Nisha: This paragraph is very conversational. Please look at the literature and provide a stronger description

COMPETENCIES MODEL FOR AN INTERNATIONAL HUMAN RESOURCE MANAGER

Role Comment by Nisha: This table expands more on roles, rather than competencies.

Competency

Demonstrates

Activity

1.STRATEGIC

PARTNER

Organizational awareness.

Problem solving.

Customer service.

Stress tolerance.

Oral communication.

· Aware of the agency’s mission.

· Understanding of public service environment.

· How to change and improve efficiency and effectiveness by understanding the business process.

· Aware of the business system of thinking.

· Applies organizational development principles.

· Interacts with customers in a way that demonstrates customer concerns and problems are heard, builds confidence and trust.

· Adapts HR services to the client`s organizational culture.

2.EMPLOYEE

CHAMPION

Oral communication.

Teaching others.

Learning.

Flexibility.

Interpersonal skills.

· Understands, promotes and values diversity.

· Develop employee and agency relationship.

· Balances both agencies and employees’ demands and resources.

· Mentors individuals to develop talent.

· Builds trust relationship.

· Assesses and balances competing values, e.g. policies.

· Develops others talents to maximize human potential.

3.LEADER

Self-Management.

Decision making.

Planning and evaluation.

Self-esteem.

Oral communication.

Conflict Management.

· Knowledge of the business system and information technology.

· Strategic, analytic and creative thinking.

· Knowledge of staff and line roles.

· Manages resources, e.g. human, funds, equipment.

· Acts decisively.

· Uses consensus and negotiation coalition building skills to improve overall communication.

4.CHANGE

CONSULTANT

Stress tolerance.

Oral communication.

Reasoning.

Teamwork.

Creative thinking.

Integrity/ honesty.

Influencing/ negotiating.

· Understanding team behavior.

· Understanding of marketing.

· Representation of HR products and services.

· Organizational development principles.

· Works in team.

· Communicates well.

· Practices and promotes integrity and ethical behavior.

· Assesses the readiness for change and identifies appropriate change strategies.

· Designs and implements change processes.

· Applies organizational development principles.

· Applies innovative strategies, including identifying and recommending solutions to various personnel and HR issues.

5. TECHNICAL

EXPERT

Writing.

Customer service.

Arithmetic.

Information management.

· Knowledge of work-life and organizational plans.

· Knowledge of human resources law and policies.

· Knowledge of information technology.

· Adapts information technology to HR management.

· Uses surveys and other tools to provide information to help create an effective and efficient work environment.

· Applies expertise in the range of the HR arena to support agency’s mission and business needs.

COMPETENCIES THAT ARE CHARACTERISTIC OF A HIGH PERFORMING INTERNATIONAL HUMAN RESOURCE MANAGER

1. Strengthening human resource. Comment by Nisha: First define each competency

This improves talent management process through integration of common practices. This includes using competencies to create more powerful recruiting and selection tools to develop grounded in the specific skills and competencies needed for success in a given organization. Comment by Nisha: What are the Knowledge, skills and abilities for this competency?

2. Achieving cultural integration and organizational alignment. Comment by Nisha: Same comments as above for each of the following competencies

This typically involves using an organization wide “core” competency mode to give employees a clear, explicit picture of behaviors that the future organization will require for success and will expect in organizational members and leaders.

3. Driving organizational change.

It involves the creation of competency models that will define the future selection as well as development. This also entails skill identification as well as the required competencies to venture into a new area, not represented by abundant employee activity, market or technology.

4. Improving operational effectiveness.

This involves building a competitive advantage by strengthening core competitive advantage by strengthening core operation.

5. Implementing competency models.

It involves creating a synthesis of the literature and key opinion leaders in the target organization, including the supervisor, customers and visionaries.

References

Deb, T. (2006). Strategic approach to human resource management: Concept, tools and application. New Delhi: Atlantic.