Discuss About The Competencies Elaboration On Skills Needed?
This text discusses about the competencies of the Human resource manager of organisations that operates globally. The Human resource management is quite different from the traditional practises in personnel management theories. This text is also explores the HR practises and the need of the skills that ensures a smooth execution of the business processes that involves the soft part of the organisation.
A multinational organisation’s core competencies lies on the managing of the vastly diverse cultured people working under the same roof with minimum conflicts. That is where the roles and responsibilities of human resource managers come in.
A manager’s most of the needed ability is to manage time with efficiency. If the task cannot be managed by the time, it may decrease the competency of the organisation. With the emergence of Globalisation and liberalisation of the countries the multinational companies has also emerged in the developed and prospering country. This change has been only vitalised the approach of the organisations who are competitive in the international market. In his change management theory, Kurt Lewin has explained the transition process that the organisations go through as Unfreeze-change-refreeze. This change enables the company to adopt and survive in this overtly competitive market (Dowling, 2012).
Another most essential skill is the communication. Not the vernacular but the human resource manager is needed to be well versed. The interdepartmental and upper, middle and lower level employee communication is smoothened by none other than the HR’s in the org.
ealing with harassment, discrimination is also important, as acting with the best available option is one of the major criteria that needed to be fulfilled. Anti-discrimination laws and intermittent leave applications poses more threat rather than other issues (Milliman, Von & Nathan, 2015).
Multitasking on the handling personal issues of the employees, training and development with effectiveness in check, recruiting strategy, payroll handling everything comes under the ongoing process of the human resource managing.
Dealing with the Negotiation while being reasonable is mandatory for a Human resource director. The person needs to be able to negotiate with the available information. The analytical approach of the HR person is crucial in this field as the outcome is dependent on its ability.
The professionals must be ethical in nature and induces the same practise in its organisation. Moreover, the conflict management skills are also essential for these professions. The problem solving ability is demanded at every step from HR professionals in the day-to-day work. Other needed skills are talent management, capacity to influence and flexibility in the corporate culture (Rosenzweig & Nohria, 2012).
The management of culturally diverse people is one of the main competences of an HR of a Multinational company. Not only geographic but also religion, gender biasness, activity and other influencing factor in diversity needs to be balanced in the corporate culture. In my opinion every organisations should be held as a different cultural entity, prior to having a divided cross-culture management program. It should be certain for the international business and having the same value practised across all the centres are also essential for the integration of business process (Taylor, Beechler & Napie, 2014).
The more the diversity in people the more rich the organisations are in culture. Further there is also explanation and discussions under the head of key skills required for a company’s human resource director.
Dowling, P. (2012). International human resource management: Managing people in a multinational context. Cengage Learning.
Milliman, J., Von Glinow, M. A., & Nathan, M. (2015). Organizational life cycles and strategic international human resource management in multinational companies: Implications for congruence theory. Academy of management review, 16(2), 318-339.
Rosenzweig, P. M., & Nohria, N. (2012). Influences on human resource management practices in multinational corporations. Journal of international business studies, 25(2), 229-251.
Taylor, S., Beechler, S., & Napier, N. (2014). Toward an integrative model of strategic international human resource management. Academy of Management review, 21(4), 959-985.
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