Question - Give your initial response to the discussion question "Identify, assess, and evaluate the competencies and skills needed by an HR strategist" ?
For more than a decade, organizations have been adopting the policy of business partner, and experimented along with multiple roles of business partners with parallel strategies as well as structures to handle various human resource operations. Human resource strategist in the modern business environment has crucial responsibilities for managing the tactical situations of human resource in an effective manner, and also to grow as well as develop specific strategies areas of human resource. These areas include administrative areas like that of risk management including that of daily operational tasks of managing organizational employment, payroll and benefits (Buller and McEvoy, 2012). Organizations have always tried to handle these daily operations of human resource by reassigning present personnel, renovating existing responsibilities, creating new ones, outsourcing work, increasing automation, streaming and improving processes, and supervising managers all at the same time. So, with increasing complexities of organizational functions, the roles and responsibilities of human resource strategist has been constantly on the rise. These strategists divide the entire human resource work with various units. When separated, they attempt to enhance training along with the aim of building skills for business partners, senior human resource advisors, and generalists who engage in developing strategies and bring about changes. Since human resource strategists have varied roles within the organizational set up, it is quite important that they possess some of the desired skills and competencies to sustain the position (Pilbeam and Corbridge, 2010).
All functions of human resource must be incorporated either internally or externally, and also they require to be organized effectively for user convenience. Besides, innovative role of strategists need to be developed as well as enacted completely for providing senior level perspectives to coordinate human capital concept within business decisions and also to support within strategic matters which include people. The human resource value propositions needs to change. This would change all that considered in and outside human resource. During the latest years, operations involving organizational culture, diversity, communication, design, employee development, and also managing change within the scope of human resource. For instance, in companies Tesco, Coca Cola, Korvest Ltd, the area is highly emphasized is the human resource department. Since all the above mentioned organizations are highly dependent on human efforts and contribution, so this department is centrally responsible for the effective organizational performance. From research it has been identified that some of the skills and competencies are essentially needed for human resource strategist to attain excellence in organizational performance (Buller and McEvoy, 2012). They need to have leadership qualities to lead their fellow members, the ability to support team work and efforts, the ability to plan strategies to incorporate crucial human resource activities. all successful organizations across the world have been practicing effective human resource to deliver their best performance towards organizational success and profitability.
Pilbeam, S. and Corbridge, M. (2010). People resourcing and talent planning: HRM in practice.
Buller, P. and McEvoy, G. (2012). Strategy, human resource management and performance: Sharpening line of sigh. Human Resource Management Review, p.43.