A normally focus on the relationship of disparate

A new concept
called ‘Human Resource Management’ – a modern version of what used
to be called as personnel management was born in
the 1980’s. Prior to that, the field was generally known as “personnel
administration (management)”, which was mainly concerned the technical
aspects of hiring, evaluating, training, and compensating of employees and was
very much of “staff” function in most organizations, did not
normally focus on the relationship of disparate employment practices on overall
organizational performance or on the systematic relationships among such
practices and also lacked a unifying paradigm. Throughout history, human
resource management has changed in name, mainly due to the changes in social
and economic activities. HRM came to counter balance these trends
and to consider the concept of the Man as a Man and not as a machine.

There are number of models that have
been postulated by various scholars to describe the HRM concept: The Harvard
Model – was postulated by Beer et al (1984) at Harvard University; The Michigan model – was propounded by Fombrun Tichy
and Devanna (1984) – at the Michigan Business School; The Guest model – was
propounded by David Guest in 1987; Model by John Sorey (1989) etc.

 

Importance of engagement, culture and technology for businesses is
increasing. As these priorities shift, so has the role of HR across many
industries. HR team
is one of the most important pillars in modern
business, which is responsible for ensuring the right people are hired,
managed and tasked with helping business grow and develop. Since HR serves as an
important role, it is essential for HR professional to have the skills required
to hire and help employees succeed in their jobs. The job of Human Resources
today is to make people and organizations grow. Which knowledge, skills and behaviors
required by HR professionals?

 

The CIPD Profession Map sets out
standards for HR professionals around the world: the activities, knowledge and
behaviours needed for success:

 

Professional zones in CIPD framework are
organisation design, organisation development, resourcing and talent
planning, learning and development, performance and reward, employee engagement,
employee relations, service delivery and information. The CIPD model includes the following
competences necessary for HR professionals:

–       
role model (to set an example with the actions, observing
balance of private, organizational and legal interests);

–       
inquisitiveness;

–       
resolute thinker (capability quickly to analyze and
understand information volumes within duties);

–       
ability to influence;

–       
enjoy confidence (ability by means of the professionalism,
combining business and HR examination, to add value to the work, organization
activity, colleagues);

–       
cooperate;

–       
capability to work for result;

–       
readiness for changes.