Human Resource Management: An Overview of Field Fundamentals Human Resource Management: An Overview of Field Fundamentals Evolution Over the past ten years, the transition, from administrative functions to a holistic service-provider, marked the evolution of human resource management. Deloitte Touche Tohmatsu (2006) proffered the three dimensions by which the first wave of human resource (HR) evolution took place: business drivers, HR processes, and geography. As business drivers, the HR unit was driven to control overall costs to acquire savings that could cover strategic initiatives (Deloitte Touche Tohmatsu, 2006). In the HR’s process perspective, changes were documented according to phases to accommodate the 1) implementation of “self-services; ” 2) improvement of “service quality; ” and 3) expansion and development of “new processes, ” measurement, and reporting (Deloitte Touche Tohmatsu, 2006, p.
6). Lastly, globalization and geography brought the development of the hybrid model, which was a combination of the headquartered HR template and the retro-fitted, local template (Deloitte Touche Tohmatsu, 2006). Strategic Partnership Apart from the transition, the HR unit has been recognized as an invaluable ally in carrying out the top management’s business strategies. The implication of HR’s contribution is epitomized “when they maximize the value-added contribution of the company’s most valuable resource: its employees” (FranklinCovey, 2002, p.
5). Thus, the expertise, influence, processes, functions, and other such means, which switches the operational sector of the organization, lies in the hands of HR. Moreover, the strategic flow, from the top management to the first-line employee, is evident through the communication channels and divisional conversion by which HR is superbly capable (FranklinCovey, 2002). Major Specialty Areas Some major HR areas include the employee relations, organizational development, employee development, recruiting and staffing, and compensation and benefits.
These areas serve the needs of the organization’s workforce. Employee relations oversee matters concerning “contracts, rights, responsibilities, and complaints, ” as well as “counseling or conflict resolution” (Vault Editors, 2006, p. 142). Organization development professionals “act as internal consultants” through the conveying of potential impacts the “new company programs” have on employee behavior (Vault Editors, 2006, p. 142). An employee development professional is responsible for designing and facilitating educational and developmental programs for employees (Vault Editors, 2006). Meanwhile, the recruiting and staffing people ensure that “the best hiring decisions” are made through actively involving department employees and evaluate employee-compatibility on each organizational unit (Vault Editors, 2006, p.
141). The compensation and benefits professional is assigned to effectively communicate “salary and benefits information to employees” (Vault Editors, 2006, p. 141). HR Generalist Vs. Specialist The difference in responsibilities between the HR generalist and specialist lies in the scope of HR functions and the targeted needs a particular or all functions serve. While HR generalist’s responsibilities cover a broad scope (e. g., from recruiting, to developmental, et cetera), a specialist handles a single HR aspect (Daly, 2011).
The rationale of a HR specialist’s job is the handling of a single yet complex HR aspect; the characteristic of such aspect necessitates its mastery -- a guarantee that only a specialist can make. Recommendation: Career Criteria The criteria for judging HR’s suitability as a chosen career are inclusive of the following: 1) “Effective spoken and written communication, ” which, therefore, reflects proficient interpersonal skills; 2) adept and receptive in information systems, finance, and statistics; 3) an active team-player; 4) handling capability on solving conflicts and “diverse people; ” and 5) “demonstrate a high level of integrity, confidentiality, and fairness” (Heathfield, n.d. ).
Though the trend suggests the varying qualifications of HR prospects, which is according to the firm’s need, and the continuous addition of qualifications, which is due to rapidly changing and challenging times, these criteria serve as the fundamental requisites in pursuing any HR position. References Daly, J. L. (2011). Human resource management in the public sector: Policies and practices. Armonk, NY: M. E. Sharpe. Deloitte Touche Tohmatsu. (2006). Global HR transformation (0706 7M HC117 DD).
New York, NY: author. FranklinCovey. (2002). HRD as strategic performance partner: Six keys to creating a heroic new role for human resource professionals (0208053). Salt Lake City, UT: author. Heathfield, S. M. (n. d.). How to prepare for a career in human resources. About. com. Retrieved from http: //humanresources. about. com/od/hrbasicsfaq/a/HR_prepare. htm Vault Editors. (2006). The MBA Career Bible. New York, NY: Vault Inc.