Friday, 27 January 2017

Development in the Role of Human Resources Leadership 

Becoming a successful Human Resources professional requires taking up the various organizational roles of an enterprise. Creating a successful and efficient organizational strategy and then the ability to implement such a strategy is the first. The second is the capability to successfully evaluate the positives and negatives of making a decision that affects the enterprise. And, last but not the least, the ability to successfully manage the negative effects of an unexpected outcome. All the above mentioned roles are necessary for somebody eyeing a career in the Human Resources. Only by taking up such roles can one be recognized as an efficient HR leader. One picks up the various traits required to become an able HR manager on the way of obtaining the Human Resources certificate. The various roles mentioned above can be well understood then. One pursing the course to obtain this certificate will learn about the key decisions that ultimately affects the central business strategy. Also, one will be able to make changes in the decisions that will affect the current business strategy of the enterprise. Communication and conversation are the two pillars of the HR strategy of any company. One needs to be communicating the core ideas of the company with its employees and conversing the pros and cons of  decisions affecting them.

One important aspect of the Human Resource leadership is the agility of the HR leaders. The ability to quickly engage and make decisions affecting the enterprise in a positive way and finding ‘on the go’ solutions to the negatives is a key attribute that one looks in an ideal HR professional. When the Human Resources leadership programmes were first induced in the structural hierarchy of an organization, it had a very conformed idea of roles beneath it but today, the HR leadership has outgrown into an open-ended vertical with its branches transcending into almost every business role of an organization. 

In the 1960s when the companies started to recognize the role of an HR, the functions and the responsibilities that their job entailed were not clearly defined. The primary job of an HR leader, then, was to ensure that all the employees are treated fairly and equally. The HR, also made sure that the managers did not discriminate amongst the employees and that their decisions seemed fair to one and all. As an impact of  recession that hit U.S. in the 1980s, companies started downsizing their workforce and apparently, the Human Resources department got the most of it. This made the HR managers realize that they were not viewed as the bread earners of company and that people perceived their job as somewhat secondary and a little less significant. A formidable HR strategy was thus put forth into action that attempted to specify the job functions that the Human Resources would, from that point entail.

Then came the recession of 1990s which again made the HR leaders rethink their job responsibilities and their role in the enterprise. It happened once again, with the beginning of the 21st century when another major recession hit the business world. This time three specific job functions namely Implementer, Controller and that of manager were identified as the key functions of a human resource leadership strategy.

1 comment:

  1. Interesting article . Thanks for the valuable knowledge sharing.